"..Justeru, saya hanya ingin memberi peringatan. Jika ternampak Mat Gian atau Mat Fit terhuyung-hayang, jangan risau kerana mereka ini tidak merbahaya. Mereka sedang ‘berdengong’, jika ditolak dengan satu jari pun mereka akan terjatuh.
Tetapi waspada terhadap mereka yang ketagih kuasa. Mereka sentiasa berpakaian kemas, teratur dan membawa dompet yang penuh dengan kad kredit. Tidak mungkin mereka akan jatuh dengan sekali tolak. Disepak dan diterajang pun belum tentu mereka akan jatuh. Ketagihan kuasa inilah yang sentiasa menggangu dan menyusahkan perjalanan hidup kita.Pergi tersepak pulang terlanggar. Petang menjadi nyamuk, senja menjadi agas. Malam menjadi pijat. Ke bukit menjadi pacat, ke air menjadi lintah. Di warong menjadi lipas, dalam komputer menjadi virus.
Mereka sentiasa menunjukkan muka seperti tahi terapung yang tidak dapat ditelan air. Contoh ‘withdrawl symptom’ seorang Mamat Gian kuasa kini sedang berlaku di hadapan mata kita. Saya tidak perlu berselindung di belakang tembok untuk menyatakan nama Mamat ini." - Hishamuddin Rais
Hishamuddin Rais memang dikenali ramai sebagai salah seorang penulis sosial, politik dan isu semasa yang prolifik yang saya sangat minati walaupun saya tak bersetuju dengan ideologi fahaman politik beliau atau kebanyakan isi-isi penulisan beliau. Isu setuju atau tidak, pada saya itu soal kedua. You don't have to agree with his ideas to enjoy reading his writings.
Kalau saya jumpa beliau, ingin saya syorkan supaya beliau menulis buku pula ataupun membukukan semua koleksi penulisan beliau.
"Herewith we remember the fortitude of our noble countrymen-
with Rizal (Dr. Jose Rizal) in the forefront
And Lapu-Lapu as forerunner;
Two proud sons of the Malay race
Symbols of harmony in diversity and respect for each other's credo, strata and religion."
"..Dia sekarang sedang berfikir untuk mendokumentasikan Kisah Pelayaran Abdullah(siap 1849), olahan kembali karya besar Munshi Abdullah, khususnya perjalanan tokoh ini ke Kelantan dan Terengganu pada tahun 1838. Walaupun diolah daripada catatan perjalanan sebenar dan dianggap satu fakta sejarah, rakaman ini tidak dirancang diadakan di dua negeri di Pantai Timur ini.
Filem yang diilhamkan daripada Kisah Pelayaran Abdullah akan dirakam di Peru selama kira-kira sebulan pada Disember tahun ini. Kenapa Peru?
"Kalau kita gali bumi (lurus) dari Kelantan atau Terengganu, (kalau tembus) kita akan sampai ke Peru," katanya. Peru dipilih kerana negara ini antipode (jarak terjauh yang bertentangan di atas muka bumi) dengan dua negeri ini.
Katanya, ilham untuk meneroka karya Munshi Abdullah datang sewaktu beliau membikin Lelaki Komunis Terakhir. Apakah mungkin kontroversi sekali lagi apabila Munshi Abdullah ditafsir belayar ke Peru? Jawapannya kini di tangan Amir..." -UmmahOnline
hmm. takziah untuk herbert tan wei shen dan keluarga..12.45am - 1 Missed call (Farhan)
toot toot..
me: aa kenape?farhan: bapak Bert (Herbert) meninggal. kena langgar kereta kat depan Viran. (kedai runcit ss14 Subang)
me: Haa, camne boleh kena langgar?
farhan: Sebelum bapak Bert kena langgar, kereta tu dah langgar kereta lain, lepas tu dia nak lari la, tu yang bawak laju. tak nampak bapak Bert tengah lintas jalan (dari ss14 ke ss18).
me: bila ni? petang tadi ke?
farhan: baru je tadi. kitorang nak keluar minum. tak jadi.
me: ..
Fernandes Tries to Change 'Top-Down' Culture He Sees Among Managers in Asia
By CRIS PRYSTAY
Malaysian Tony Fernandes founded AirAsia, Asia's first low-cost carrier, in 2001 and expanded the company by setting up joint-venture airlines in Thailand and Indonesia. Mr. Fernandes, 42 years old, graduated from the University of London in 1987 with a finance degree and in 1992 moved back to Malaysia, where he became managing director of Warner Music Malaysia, and later, vice-president of Warner's Southeast Asian operations. He quit in 2001 to start AirAsia.
One of Malaysia's most outspoken business executives, Mr. Fernandes not only has strong ideas on the way airlines should be run, but also how Southeast Asia's top-down corporate culture should change. He spoke to reporter Cris Prystay about his style.
WSJ: What was your first job and what did you learn from it?
Mr. Fernandes: My first job was a waiter in London at the Cavendish Hotel. I was 17. I learned that working was hard and you had to be professional, even as a waiter. You had other colleagues. If my performance was poor, it let down the whole team.
My first [career] job was as an accountant at an auditor in London. It was mind blowingly boring. I was a junior auditor and was photocopying and adding up rows of columns. The big lesson there: make sure you go into a job that you enjoy. Otherwise, you don't give any value to your employer, and you certainly don't add any value to your own mind.
WSJ: Who gave you the best business advice?
Mr. Fernandes: It was probably Stephen Shrimpton (the former chief executive officer of Warner Music International) at Warner. I was a man in a rush. I was 28 when I became the managing director of Warner Music Malaysia, and I wanted to be the regional MD. I wanted to take over the world.
One night, Steve talked to me outside the Sheraton Hotel in Hong Kong for three hours. He told me there's no need to rush and that it's about developing my own personality and making sure I'm ready for the next job. I see that now: No matter how bright someone is at 25, there's nothing like experience. He slowed me down, and made me understand that you need to take time -- to understand the business better, to understand your people better.
WSJ: What's the one thing you wish every new hire knew?
Mr. Fernandes: Humility -- and knowing what the real world is like. The new generation is coming in pretty soft. A lot of these young guys haven't lived through a recession. There are plenty of jobs out there and they think, "I can always walk into another job." The hunger and determination to do their best is sometimes not there.
WSJ: Is there a difference between the management culture in Asia and the West?
Mr. Fernandes: The management culture here is very top-down. There's less creativity and fewer people who are willing to speak out. They're more implementers than doers. There's less freedom of speech, and that impacts the business world. Even when they know things are not right, they won't speak out. They just do what they're told to do.
WSJ: What's the biggest management challenge you face?
Mr. Fernandes: To get people to think. At AirAsia, we want 4,000 brains working for us. My biggest challenge is to get people to talk, to express themselves, to get people to challenge me and say "Tony, you're talking rubbish." That's what I want, not people who say "Yes, sir." The senior management doesn't have all the answers. I want the guy on the ramp to have the confidence to tell me what's wrong.
WSJ: What are you doing to clear that hurdle?
Mr. Fernandes: We have no offices. We dress down. You wear a suit, and you put distance between you and your staff. We're on a first-name basis. I go around the office, around the check-in desks, the planes constantly, talking to people. Fifty percent of my job is managing people in the company. You get people to open up to you by just asking them to do it, and then responding to them. You don't send a memo, or do some "speak up" incentive program. It's got to be from the heart.
WSJ: What was the most satisfying decision you've made as a manager?
Mr. Fernandes: Once a month, I carry bags with the ramp boys, or I'm cabin crew, or at the check-in. I do this to get close to the operation. I also want to know my people. When I first started this, I met all these bright kids at the check-in or carrying bags. We were starting this cadet pilot program, and I said, "Let's open it up to anyone. Let some of these kids apply." They have the brains, but they just didn't have the money to get the education.Out of the first batch of 19 cadets, 11 came from within the company. Some of these boys got the highest marks ever in the flying academy. There was one kid who joined us to carry bags, and 18 months later he was a First Officer of a 737. Can you imagine what that does for the motivation in the company? Everyone talks about developing human capital, but we did it. - (CareerJournal)
Malaysia Ex-PM Mahathir: My Successor Has Betrayed Trust
PUTRAJAYA, Malaysia (AP) -- Former Malaysian leader Mahathir Mohamad on Wednesday accused his handpicked successor, who reversed many of his decisions, of betraying his trust and coming close to stabbing him in the back.
In some of his harshest criticism against Prime Minister Abdullah Ahmad Badawi, Mahathir said he "tolerated it as much as possible" and could no longer keep his grievances quiet.
Mahathir, who retired in 2003 after 22 years in power, said he was particularly hurt by claims that he had "finished all government money and the government was bankrupt" because of mega-infrastructure projects that marked his time in office.
"Having chosen him as my successor, I expect a reasonable degree of gratefulness," Mahathir told reporters.
"I'm in the habit of choosing the wrong people," Mahathir said, adding that in his lifetime, he has helped many people, "only for them to stab me in the back."
Asked if Abdullah has stabbed him in the back, Mahathir replied: "Minor bruises."
However, Mahathir wouldn't openly say whether he regretted choosing Abdullah to succeed him instead of current Deputy Prime Minister Najib Razak, whom Mahathir claimed had obtained more votes in the Cabinet to inherit the leadership."
One cannot tell what a person would do when the person is out of your control. I thought I had made the right choice," Mahathir said.
He said he wasn't campaigning within the ruling United Malays National Organization to unseat Abdullah."
I'm not capable of doing that," Mahathir said. "I cannot have him removed. I'm not going around campaigning to people...(but) I would be failing in my duty as an ordinary citizen, as ex-PM, if I did not direct my attention" to issues affecting national interests." -- www.biznewsdb.com
Aku geleng kepala bila Pak Lah pun puji MyTeam. Nak ambik hati menantu kot.MyTeam is not a miracle pill
I JUST do not understand the fuss over these amateurs in MyTeam who have been hailed by so-called football experts as the saviour of national football. The comments on television against former national footballer Razip Ismail regarding the MyTeam-national selection game was another lamentable episode of this debacle.I do not see any wrong on his part for saying that such games should not take place so as not to undermine the role of the Football Association of Malaysia as the foremost authority in the running of football in the country. Criticisms and lopsided opinions of the national junior squad continue to flow freely following a largely forgettable match.One must remember My-Team lost to the junior national team made up mainly of raw 18-year-olds. But the criticism just kept piling up. Malaysian under-20 coach Rajagopal had a valid point in his comments after the slim 2-1 win. He argued that the team did not prepare for the friendly as they were the last-minute replacements for the senior team. Does this mean that FAM has to bow to demands of friendlies with any amateur side? Don’t they have a programme to abide by and to prepare for more important ties?Soon, I, too, with my honest and sincere aim to improve Malaysian football might demand a friendly be arranged between Sentul FC and the national team. All this should not be taken as defending the FAM for its shortcomings. The organisation had always lacked the dynamism shown by its Japanese, South Korean or even Chinese counterparts — teams which we routinely beat in the 1980s. We were once the kings of Asia.However, offering MyTeam as an instant miracle pill is a laughable premise. I’m all for improving the standard of the game, but it should be a sincere, coherent and real effort.