om dec 2007

SECTION A
Question 1
 
(a)   State the four (4) principles of scientific management.

(b)  Explain any two (2) determinants of personality.

(c)   What is cognitive dissonance and how is it related to attitudes?

(d)  Define perception. Briefly discuss the important implications of perception for
managers.

(e)  Based on the Job Characteristics Model  (JCM), state any four (4) core job
dimensions that can be used to describe a job.

(f)   Briefly discuss two (2) advantages of cross-functional teams.

(g)   State the four (4) functions of communications.

(h)  Briefly describe the Charismatic Leadership Theory and state any two (2) of the
qualities of a charismatic leader.

(i)  Clarify the relationships between power and dependency. Identify two (2) factors
that create dependency.

(j)  Describe two characteristics each of  the mechanistic and organic structural
models.

SECTION B
Question 2
(a)  Discuss and analyse how an employee is assured  that they are being equally treated
and rewarded based on the equity theory.

(b) Identify and evaluate the implications of  Victor H.Vroom’s expectancy theory to
managers.

Question 3
Scott Davis is the manager of a plant  that manufactures camping equipment. The
employees are highly trained and experienced in their jobs, and their performance has
been excellent. Mr. Davis recently promoted Will Taylor to be supervisor of a Production  
Department. Will has worked in the plant for the past 12 years and has the best
production record in the department.
After a month of Will’s supervision, his employees requested a meeting with Mr. Davis.
They stated that Will was making it impossible for them to achieve their production
goals. They complained Will is a dictator and a perfectionist. Will overly emphasised the
need to achieve the established goals and targets without paying attention to the concerns
and developmental needs of the employees. Rather than motivating them in the process of
achieving the targets, Will intervenes only if standards are not met.
(a)  Analyse the above situation in light of the Hersey and Blanchard’s Situational
Leadership Model.

(b)  Besides being a Situational Leader, does Will have the characteristics of a
transactional or transformational leader. Elaborate.

Question 4
Synthesise the individual and organisational factors that encourage organisational
politics.

Question 5
(a)  Explain how a strong organizational culture can negatively affect an
organisation’s effectiveness.

(b)  Discuss how the recruitment and selection process can play an important role in
sustaining the preferred organizational culture within an organisation.

Question 6
(a) Elaborate and argue why it is difficult for organisations to introduce and
implement change?

(b) Describe and asses with relevant examples Kurt Lewin’s model of the change
process.

om june 2007

SECTION A
Question 1
 
(a)  Briefly explain the four (4) main management functions.

(b) Describe the importance of “chain of command” in organisations.

(c)  Explain job enlargement and job enrichment.

(d)  State any two (2) advantages and two (2) disadvantages of cross-functional teams.

(e)  Briefly discuss Herzberg’s motivation-hygiene theory.

(f) State any four (4) techniques that are  frequently used in perceiving or judging
others.  

(g) Briefly discuss two (2) common classes of group norms.  

(h)  Briefly describe and provide examples of “reward power”.

(i)  List any two (2) advantages and any two (2) disadvantages of a strong culture.

(j)  Briefly describe and provide examples of rituals in organisations.

SECTION B
Question 2
John, CEO of XYZ factory realizes that for the plant to become profitable, productivity
had to improve. XYZ relies on the workers themselves to find ways to cut costs and boost
output.  To motivate the employees and align their efforts with the needs of the business,
John designed a new pay system. It offers all employees an annual bonus of RM400 for
coming up with three ideas per employee and the idea must save an average of RM1300.
John also changed the way employees were  paid. During peak season, the workers are
expected to put in longer hours; but instead of overtime pay, they build up an account of
extra days off.
Referring to the effort to boost the employees’ motivation, explain why it is important for
John to consider the issues highlighted by  the Victor Vroom’s Expectancy Theory.
Identify the implications of this theory to managers.

Question 3
(a) Explain Fiedler’s Contingency Model of Leadership.

(b) Discuss the Least-Preferred Co-worker (LPC) questionnaire and the three (3) key
situational factors for determining leader effectiveness.

Question 4
(a)  Explain the four (4) functions of communications.

(b)  Discuss any four (4) common barriers to effective communications.


Question 5
(a) Identify and explain two (2) advantages and disadvantages of functional and
divisional departmentalisation.

(b) Describe the characteristics of mechanistic and organic structural models.

Question 6
(a)  Identify eight (8) possible sources of resistance to change in an organisation.

(b)   Discuss six (6) possible ways of overcoming the resistance to change.

om dec 2008

SECTION A
Question 1
 
(a)  Briefly describe the Hawthorne studies and identify two (2) major conclusions of
these studies.  

(b) Define the Systems Theory Approach in management and describe any  two (2)
important concepts in this theory.

(c)  Describe the characteristics of Type A and Type B personalities in the context of
teams.

(d)  List the four (4) major classifications of individual types as defined by the MyersBriggs Type Indicator (MBTI).
 
(e) Identify and describe ‘self-esteem’ and ‘self-monitoring’ that are crucial in
explaining individual behaviour in organisations.

(f)  Define and explain “participative management” and “quality circle” as examples
of employee involvement programs.

(g)  Briefly describe the McClelland’s acquired-needs theory of motivation and the
three types of motivational needs.

(h)  Explain the four (4) types of reinforcements that managers can choose as defined
by the Reinforcement Theory.

(i)  Describe the two (2) bases of formal power.

(j)  State two (2) advantages and two (2) disadvantages of work specialisation.

SECTION B
Question 2
(a) Explain and discuss the three managerial skills that are essential to successful
management as identified by Robert Katz. Analyse how the importance of the three
management skills varies depending on management levels.

(b) Discuss with relevant examples the three sets of Mintzberg’s management roles that
managers perform on a routine basis.

Question 3
(a)  Explain group cohesion. Discuss the potential advantages and disadvantages of strong
group cohesion.

(b) Illustrate and summarise the different stages of group development as proposed in the
Tuckman’s Model (1965).

Question 4
(a) Explain the Fiedler’s Contingency Model  of Leadership. Explain the three (3) key
situational factors for determining leader effectiveness.

 
(b)  Discuss the Least-Preferred Co-worker (LPC) questionnaire.

Question 5
A large retail store, XYZ Sdn Bhd, has been receiving continuous complaints from its
customers for poor services provided by its employees. T Smith, the newly recruited
marketing executive has analysed the situation and is currently focusing on creating a
strong customer-responsive culture for the organisation.
(a)  Explain four (4) possible managerial actions that Smith could undertake in order to
inculcate the customer-responsive culture.

(b)  Besides improving customer service, describe the functions of a culture within an
organisation.

Question 6
Resistance is an inevitable response to any major change. Explain the sources of
resistance to change in an organization and discuss six (6) possible ways of reducing
them.

om june 2008

SECTION A
Question 1
 
(a)   Explain the term “self-esteem” and its implications to managers.

(b)  Describe two (2) types of locus of control that will influence behaviour in an
organisation.

(c)   Briefly discuss the possible employees’ response towards job dissatisfaction.

(d)   Identify the major differences between work groups and work teams.

(e)  Briefly explain upward flow of communication and how it is used by managers.

(f)   Identify four (4) leadership behaviours based on the path-goal leadership theory.

(g)   Define empowerment. How can managers empower others?

(h)   Discuss two (2) possible causes of organisational politics.

(i)   Briefly describe centralisation and decentralisation.

(j)   Outline the forces that act as stimulants for organisational change.

SECTION B
Question 2
(a)  Compare and contrast the Clayton Alderfer’s ERG theory and the Maslow’s hierarchy
of needs theory.

(b) Based on Douglas McGregor’s views of human beings, discuss the assumptions that
underlie “Theory X” and “Theory Y”.

Question 3
XYZ is a jet engine manufacturer that practices work teams concept in its daily operation.
At XYZ, each team “owns” the engines it builds – from the beginning of the assembly
process to getting the engine loaded on a  truck for delivery. Instead of relying on a
supervisor or support staff to order tools and parts, the team does all. The team also
schedules vacations and overtime assignments and monitors work quality. In fact,
decisions about almost anything related to  building the engine are made by the team
itself.
Identify the appropriate type of team that best describes the nature of work team being
practiced at XYZ. Based on the type of team identified, discuss the nature, roles and
potential benefits of such team.

Question 4
(a)  Contrast the functional and divisional  types of departmentalisation. Highlight
their respective advantages and disadvantages.

(b)  Describe the hybrid, or mixed, type of departmentalisation. How does this type of
structure help incorporate some of the advantages of both the functional and
divisional types?

Question 5
(a)  Using an example, explain how an  organisation can apply the socialisation
process to assist employees in successfully adapting to the organisation’s culture.

(b)  Discuss four (4) ways that managers  can create an ethical culture within an
organisation.

Question 6
When Johan became general manager of the local civic recreation centre, he realised that
many changes would be necessary to make  the facility a true community resource.
Having the benefit of a new bond issue, the centre had the funds for new equipment and
expanded programming. All he needed to do now was getting the staff committed to new
initiatives. Unfortunately, his efforts to  raise performance have been met with
considerable resistance to change. A typical staff comment is, “Why do all these extras?
Everything is fine as it is.”
Based on the above scenario, discuss how organisational development (OD) interventions
may help Johan in successfully introducing  change and getting the staff committed to
new initiatives.

om dec 2009

SECTION A 
Question 1
 
(a)  State the FOUR (4) principles of scientific management.

(b) Briefly explain terminal values and instrumental values.

(c)  List the FOUR (4) common perceptual distortions.

(d) State any FOUR (4) core job dimensions based on the Job Characteristics Model (JCM).

(e) State any TWO (2) advantages and any TWO (2) disadvantages of work specialisation.

(f)  Briefly explain any TWO (2) types of reinforcement that managers can choose as defined
by the Reinforcement Theory.

(g) Describe TWO (2) common classes of group norms.

(h)  Discuss any TWO (2) functions of communications in business organization

(i)  Define Charismatic Leadership and state any TWO (2) of the qualities of a charismatic
leader.

(j)  Using any one mechanistic or organic model, describe FOUR (4) characteristics of the
chosen model.

SECTION B
Question 2
(a)  Discuss how the importance of the management functions and management skills differ
with the level of management.

(b)  How do the various Mintzberg’s management roles explain what managers do?

Question 3
Explain the Big Five Personality Traits with an example for each personality traits.

Question 4
(a) Using the FIVE (5) impression management techniques, explain how an individual can
promote him/herself in an organization.

(b) Discuss how people use power tactics to translate power bases into specific actions.

Question 5
A large retail store, ABC Superstore, has been receiving complaints from its customers for poor
services provided by its employees.  Graham, the Retail Manager has analysed the situation and
is currently focusing on creating a strong customer-responsive culture for the organisation to
minimise the complaints.
(a)  Explain FIVE (5) possible managerial actions that Graham could undertake in order to
inculcate the customer-responsive culture.

(b)  Describe the functions of an organisational culture within an organisation with relevant
examples.

Question 6
(a) Elaborate the difficulties for organisations when introducing and implementing changes.

(b) Describe with relevant examples the Kurt Lewin’s model of change process.

om june 2009

SECTION A
Question 1
 
(a)  Briefly explain the FOUR (4) main management functions.

(b)  Describe the TWO (2) types of locus  of control by focusing on how they will
influence one’s behaviour in organisation.

(c)  What are the key features of job enlargement and job enrichment?

(d) Briefly describe the Herzberg’s motivation-hygiene theory.

(e) Based on the equity theory, identify the FOUR (4) referent comparisons that an
employee can use to ensure they are being equally treated and rewarded.

(f)   What are any TWO (2) advantages and disadvantages of cross-functional teams?

(g)  List any FOUR (4) techniques in impression management.

(h)  Briefly describe any TWO (2) factors that create dependency.

(i)  What are the TWO (2) factors that determine an appropriate structure for an
organisation?

(j)   State any TWO (2) advantages and disadvantages of a  strong organisational
culture.

SECTION B
Question 2
(a)  Explain how the Clayton Alderfer’s ERG theory differs from the hierarchy of
needs theory.

(b)   Define and discuss the Victor H. Vroom’s expectancy theory. Identify the
implications of this theory to managers.

Question 3
(a)   Describe the following leadership studies:
i) The Ohio State Leadership Studies
ii) The Early Michigan Studies

(b)    Highlight the distinct features of  transactional leadership and transformational
leadership.

Question 4
(a)  Describe French and Raven’s ‘position-based’ and ‘individual-based’ power with
relevant examples.

(b) Explain the factors that influence and contribute towards political behaviour in an
organisation.

Question 5
(a) Discuss the following THREE (3) new structural design options: team structure,
virtual organisation, and boundaryless organisation.

(b)  Identify and elaborate any FOUR (4) common forms of departmentalisation.

Question 6
The CEO of XYZ Corporation is planning for a change of his organisation. His decision
for change is due to inefficiencies and low quality of work by his staff. The CEO is
planning for a change in the way works are  done in the organisation. He planned to
introduce teamwork approach. However, there  are several forces that have constrained
the CEO from implementing the change process.
 
(a) Discuss the above issue in the context of force field analysis and its relationship to
Lewin’s change model.

(b) Based on the above scenario, discuss how organisational development (OD)
interventions may help the CEO in successfully introducing change and getting
the staff committed to the new initiatives.

OM dec 2010

QUESTION 1
(a) List the major conclusions of the Hawthorne studies.


The Hawthorne studies, conducted at the Western Electric Company Works in Cicero Illinois, from 1924 through the early 1930s, exposed an experimental group of workers to various lighting intensities while providing a control group with constant intensity. As the level of light was increased in the experimental group, the output of both groups increased.
In later experiments, other variables were altered, such as wage levels, rest periods, and length of workday. Worker performance varied but tended to increase over time, leading Mayo and his colleagues to hypothesise what came to be known as the Hawthorne effect – namely, that employees worked harder if they received added attention, if they thought managers cared about their welfare and that supervisors paid special attention to them.


(b) Briefly describe TWO (2) types of locus of control that may influence behaviour in an organisation.


There are two types of locus of control:
Internal: those who believe that they control their own destiny
Attributes organisational success or failure to his or her own actions.
In organisation, the person with internal locus of control will have greater motivation and willingness to accept responsibility. Higher job satisfaction, less turnover, and greater attempt to control their environment.
External: those who see their lives as being controlled by outside forces.
Perceive themselves as having little control over the success or failure of the organisation.
These individuals will be less satisfied with jobs, higher absenteeism rates, more alienated from the work setting, less involved in their jobs. More compliant and willing to follow direction.


(c) What are the FOUR (4) possible employee responses towards job dissatisfaction?



Four possible responses to job dissatisfaction:
Exit:Behaviour directed toward leaving the organisation, including looking for a new position as well as resigning
Voice:Actively and constructively attempting to improve conditions, including suggesting improvements, and discussing problems with superior.
Loyalty:Passively but optimistically waiting for conditions to improve, including speaking up for the organisation in the face of external criticism and trusting the organisation and its management to “do the right thing.”
Neglect:Passively allowing conditions to worsen, including chronic absenteeism or lateness, reduced effort, and increased error rate.



(d) Briefly explain the hygiene factors and motivators in the Herzberg’s motivation-hygiene theory.



Herzberg‟s motivation – hygiene theory:
The theory believes that the opposite of satisfaction was not dissatisfaction. Removing dissatisfying characteristics from a job would not necessarily make the job satisfying
Factors leading to job satisfaction were separate and distinct from those that led to job dissatisfaction.
Hygiene Factors: factors that eliminate dissatisfaction. Include supervision, company policy, salary, working conditions, security, etc.
Motivators: factors that increase job satisfaction and hence motivation. Include achievement, recognition, responsibility, advancement, etc.



(e) What are the TWO (2) major differences between work groups and work teams?



Two major differences between work groups and work teams:
Goal:A work group interacts primarily to share information and to make decisions to help one another perform within each member‟s area of responsibility. On the other hand, work teams focus on achieving collective performance, and generating positive synergy through coordinated effort.
Skills:Work groups consist of members with random and varied skills, whereas, work teams consists of members possessing complementary skills. For work teams, the focus is on generating greater outputs with no increase in inputs, therefore, members are selected carefully so that a positive synergy can be achieved.



(f) What is upward communication?



Upward communication means:
This communication flows to a higher level in an organisation.
Information is transferred from lower level employees, to higher level managers for decisions, actions and evaluations.
It keeps managers aware of how employees feel about their jobs, their co-workers, and the organisation in general.
Managers also rely on upward communication for ideas on how things can be improved.



(g) Identify the TWO (2) factors that create dependency.



The factors that can create dependency are:
Importance: dependency is increased when the resources someone controls is important. If the resources possessed are not important, there will be no dependency created.
Scarcity: if resources are easily available, possession of them will not increase power. A resource needs to be perceived as scarce to create dependency. Resources may include both tangible (raw materials, money, equipments) and intangible (skills, knowledge, information).



(h) Briefly describe “reward power” and “coercive power”.



Reward power is to lead or influence another through the use of desired rewards by the other party. This is also known as the „carrot and stick‟ method of obtaining the cooperation of another. These rewards can be either financial-such as controlling pay rates, raises, and bonuses; or non financial-including recognition, promotions, interesting work assignments, friendly colleagues, and preferred work shifts or sales territories.
Coercive power is to lead or influence another by force. This may be physical but in the organisational context, this takes the form of the threat of being deprived if the desired behaviour at work is not forthcoming. One reacts to this power out of fear of the negative results that might occur if one failed to comply. For example, an employee may obey management to avoid being reprimanded or in extreme situation, to avoid being dismissed from work.



(i) List and briefly explain any TWO (2) advantages of a strong culture.



Advantages of strong culture:
Shared understanding: Shared understanding of values, beliefs and attitudes towards work and performance helps to reduce the complexity of in well with the corporate mindset.
Corporate identity: The sense of identity culture conveys can act as the „social glue‟ that holds the organisation together in setting the appropriate standards for what employees should say or do.



(j) Briefly describe and provide examples of rituals in organisations.



Rituals are events through which the organisation emphasises what is particularly important and can include formal and informal organisational processes. Rituals also can be defined as repetitive sequences of activities that express and reinforce the key values of the organisation, which goals are most important, which people are important, and so on.
Rituals form part of the culture of the company in that they represent shared values and beliefs that help to strengthen the sense of unity and belonging among its employees and induct newcomers into the organisation. Rituals commonly used in
organisations can include mentoring new staff, fixed interval meetings that have critical agendas, important feedback, and sensing mechanisms to monitor feelings, views and attitudes, grading and promotion.
(Any relevant example to be accepted)



SECTION B
QUESTION 2
Robert, the Production Manager of ABC factory realizes that for the plant to become profitable, productivity has to improve. ABC relies on the workers themselves to find ways to cut costs and boost output. To motivate the employees and align their efforts with the needs of the business, Robert designed a new pay system. It offers all employees an annual bonus of RM400 for coming up with any idea that can save an average of RM1000.
Robert also changed the way employees were paid for putting in expected longer hours during peak season. Instead of overtime pay, they build up an account of extra days off.
Referring to the above efforts to boost the employees’ motivation, explain why it is important for Robert to consider the issues highlighted by the Victor Vroom’s Expectancy Theory. Identify the implications of this theory to managers.



From the scenario, it is obvious that Robert is using goals and rewards to improve performance of the employees. This can be related to the Victor Vroom‟s Expectancy theory. This theory argues that the strength of a tendency to act in a certain way depends on the strength of an expectation that the act will be followed by a given outcome, and on the attractiveness of that outcome. Therefore, in motivating the workers to contribute in finding ways to cut costs and boost output, it is important for Robert to make the employees believe that their acts will be rewarded, and ensure that the rewards are valuable and attractive to the employees.
This theory focuses on three relationships:
Effort-performance (E-P) relationship
The probability perceived by an individual that exerting a given amount of effort would lead to performance.
The assessment may include: (i) evaluating own abilities (ii) considering the adequacy of contextual factors such as availability of resources

Performance-outcome (E-O) relationship
The degree to which the individual believes that performing at a particular level will lead to the attainment of a desired outcome.
Extrinsic rewards are rewards, such as bonuses, awards, or promotions, which are provided by others. Intrinsic rewards are rewards related to own internal experiences with successful performance, such as feelings of achievement, challenge, and growth.

Rewards-personal goals (valence) relationship
The degree to which organisational rewards satisfy an individual‟s personal goals or needs and the attractiveness of those potential rewards for the individual.
If the rewards are valued, valence is high. Rewards will have a motivating effect only if valence is high.
The key to expectancy theory is the understanding of an individual‟s goals and the linkage between effort and performance, between performance and rewards, and finally, between the rewards and individuals goals satisfaction. Therefore, it is important for Robert, as the production manager to clearly explain the goals and rewards that are promised to the workers and convince them on the attractiveness of the rewards.
Implications to managers will be seen as follows:
Managers need to encourage the formation of high P – O expectancies by being careful to link rewards with high performance.
Managers should foster a high E – P expectancy in subordinates by being clear about the performance expectations; setting challenging but attainable performance goals; ensuring that the employees have the necessary training and the resources; and providing encouragement.
Managers should ensure that performances are measured in a very systematic way by having good performance measurement techniques. This is crucial especially in ensuring the employees that they are fairly and equally treated or rewarded based on their performances
Managers can encourage motivation by offering opportunities for rewards that have a high valence to employees.



QUESTION 3
Groups offer various advantages to decision-making process. Some work groups are cohesive because the members have spent a great deal of time together, or the group’s small size facilitates high interaction, or the group has experienced external threats that have brought members close together. Cohesiveness has found to be related to the group’s productivity.
a) Explain group cohesion. Discuss the potential advantages and disadvantages of strong group cohesion.



Group cohesion is the degree to which members are motivated to remain in a group. Strengthening group cohesion is an ultimate objective of those managers and organisations that turn groups into teams.
Group cohesion is usually regarded as having many advantages and is highly desirable.
 Increase in quantity and quality of group interaction.
 Group has stronger influence on each member to conform to the group‟s standards or norms.
 Cohesive groups appear to be more effective in achieving goals that group members accept.
 Members tend to have greater satisfaction with the group.
High group cohesiveness may also be detrimental to the groups‟ performance, such as:
 If the groups‟ norms do not support the organisation‟s goals, then greater cohesion will be undesirable.
 Useful or creative ideas may be ignored if they deviate from established norms or values.
 Increased probability of developing groupthink.
 Potential decrease in intergroup cooperation.



(b) Explain how group development can be attained in the organisation.



Stages of Group Development:
The Forming Stage
Members of the group come together for the first time, for the group‟s purpose. The group structure is planned in terms of leadership, hierarchy, individual roles and responsibilities, its rules and regulations. There can be considerable anxiety at this stage as members create impressions, test each other‟s temperaments and establish their personal identity within the group.

The Storming Stage
As members become more familiar with each other, they may start to express themselves more openly and forcefully. Disagreements may arise and patterns of work and relationships laid down at the earlier stage may start to be challenged, not necessarily without justification. All this may lead to conflict and hostility but can be for good if the arguments lead to more meaningful work structures and processes.
The Norming Stage
If the storming stage is successfully passed, then the group will start to evolve its own norms of behaviour. These norms set the guidelines and standards of what is acceptable work behaviour within the group so that its members are clear as to how many group is supposed to behave and function as a harmonious entity. These norms can operate to contribute to the efficiency of the organization.
The Performing Stage
If the group successfully passes through all the stages above, it will be able to work cohesively and successfully as a unit. This is when the group is most effective as it concentrates on achieving its goals.
The Adjourning Stage
If the group was formed for a purpose over a specified period only, then it will disband once that is achieved. For example, a group handle a project that has been completed.



QUESTION 4
Scott Davis is the manager of a plant that manufactures camping equipment. The employees are highly trained and experienced in their jobs, and their performance has been excellent. Mr. Davis recently promoted Taylor to be the Supervisor of the Production Department. Taylor has worked in the plant for the past 12 years and has the best production record in the department.
After a month of Taylor’s supervision, his employees requested a meeting with Mr. Davis. They stated that Taylor was making it impossible for them to achieve their production goals. They complained Taylor is a dictator and a perfectionist. Taylor overly emphasised the need to achieve the established goals and targets without paying attention to the concerns and developmental needs of the employees. Rather than motivating them in the process of achieving the targets, Taylor intervenes only if standards are not met.
(a) Analyse the above situation in light of the Hersey and Blanchard’s Situational Leadership Model.



The feedback received from the employees on Taylor‟s leadership style indicates the importance of understanding the situations that a particular leader is dealing with, especially the employees or the followers. This means, a leader should select an appropriate leadership style, depending on the followers.
The Hersey and Blanchard‟s situational leadership model suggests that successful leaders adjust their style depending on the maturity of the followers, indicated by their readiness.
9
Readiness refers to the extent to which people have the ability and willingness to accomplish a specific task. Based on the followers‟ readiness, leaders should select whether to adopt a supportive behaviour (relationship-oriented) or directive behaviour (task-oriented).
The scenario given indicates that the employees are highly trained and experienced in their jobs, and their performance has been excellent. This is an important element to be considered by Taylor in forming and adjusting his leadership style.
Four specific leadership styles highlighted by Hersey and Blanchard‟s situational leadership model are as follow:
 Telling (high directive, low supportive)
When followers are unable, unwilling and insecure
 Selling (high directive, high supportive)
When followers are unable, willing and confident
 Participating (low directive, high supportive)
When followers are able, unwilling and insecure
 Delegating (low directive, low supportive)
When followers able, willing and confident
Therefore, it is very clear that, having highly trained and experienced employees, it will be more appropriate for Taylor to use delegating or participating approach to leadership



(b) From the given scenario, does Taylor have the characteristics of a transactional or transformational leader? Elaborate.



Based on the comments expressed by the employees on Taylor‟s leadership style, we can characterise Taylor as a transactional leader. This is due to the consistencies between Taylor‟s leadership styles with the characteristics that describe transactional leaders as follow:
 Management by exception (active): watches and searches for deviations from rules and standards, takes corrective action
 Management by exception (passive): intervenes only if standards are not met
 Contingent reward: contracts exchange of rewards for effort, promises rewards for good performance, recognises accomplishments
10
 Laissez-faire: abdicates responsibilities, avoids making decisions
Taylor‟s leadership styles match the above characteristics of a transactional leader. Transactional leaders guide or motivate their followers in the direction of established goals by clarifying role and task requirements. Less concern is given on the developmental needs of the followers.



QUESTION 5
An organisational structure defines how job tasks are formally divided, grouped, and coordinated. Organisations structures help define the corporate culture, expectations and management style. When the structure and design of an organizational work together, they create a productive and efficient working environment where employees are motivated and customers are satisfied.
(a) Discuss the following THREE (3) new structural design options: team structure, virtual organisation, and boundaryless organisation.



Three new structural design options:
 Team Structure:
o Breaks down departmental barriers and decentralises decision making to the level of the work team. Team structures require employees to be generalists as well as specialists.
o In small companies, team structure can define the entire organisation
o Among larger organisations, the team structure complements bureaucracy. This allow the organisation to achieve efficiency of bureaucracy‟s standardisation while gaining the flexibility that teams provide
o Common types: self-managed teams and cross-functional teams
 Virtual Organisation:
o A small, core organisation that outsource major business functions. It is highly centralised, with little or no departmentalisation.
o Virtual organisation create networks of relationships that allow them to contract out manufacturing, distribution, marketing, or any other business function where management feels others can do it better or cheaper.
o It is contrast to bureaucracy that has many vertical levels of management and most business functions done by own employees.
11
 Boundaryless Organisation
o An organisation that seeks to eliminate the chain of command, have limitless spans of control, and replace departments with empowered teams.
o By removing vertical boundaries, management flattens the hierarchy. Status and rank are minimised. Cross hierarchical teams, participative decision-making practices, and 360-degree performance appraisals are among the examples of breaking down vertical boundaries.
o Horizontal boundaries (functional departments) can be reduced by having cross-functional teams and organise activities around processes.
o Boundaryless organisation also breaks down barriers to external constituencies and barriers created by geography. This is done through globalisation, strategic alliances, telecommuting, etc.



(b) Identify and elaborate any FOUR (4) common forms of departmentalisation.



Four common forms of departmentalisation:
Functional Departmentalisation: Jobs are grouped by the functions (marketing, finance, human resource, etc)
Product Departmentalisation: Jobs are grouped by product line.
Geographical Departmentalisation: Jobs are grouped on the basis of territory.
Process Departmentalisation: Jobs grouped on the basis of product or customer flow.



QUESTION 6
One of the well-documented findings from studies of individual and organisational behaviour is that organisations and their members resist change. Resistance to change can stimulate a healthy debate over the merits of an idea and result in a better decision. But, there is a definite downside to resistance to change, it hinders adaptations and progress.
Identify the possible sources for the resistance to change. Discuss the major possible ways of reducing resistance to change.



Sources of Resistance to Change
 Individual Sources
o Habit
o Security
o Economic factors
o Fear of unknown
o Selective information processing
 Organisational Sources
o Structural inertia
o Limited focus of change
o Group inertia
o Threat to expertise
o Threat to established resource allocation
Possible ways of overcoming resistance to change:
Education and communication: The communication process should take place prior to the change implementation in order to create a perception among the employees that their full commitment is crucial for the success of the initiated change. Leader should clear up any misunderstandings, doubts, or confusions that the employees might have.
Participation: Rather than simply providing the justification for change, leaders should show clearly to the employees on how they are actually involved in the change process.
Facilitation and Support: Supportive efforts in a continuous basis are highly needed in preserving the employees‟ confidence towards the benefit of the change process. (E.g.: counselling, training, team support)
Negotiation: When the resistance comes from powerful source, leaders should think of exchanging the change with something of value as reward.
Manipulation and Cooptation: Should be considered as the last option due to its high risk of leaders loosing their credibility once the tactics discovered. Leader might choose to manipulate the facts to appear more attractive or withhold undesirable information to gain commitment.
Coercion: Leaders apply direct threats or force on the resisters. Although having various drawbacks, this approach is desirable when immediate support for change is needed.

om june 2010

QUESTION 1

(a) Discuss the major concepts of management as described by the Systems Theory
Approach.

(b) Briefly explain “participative management” and “quality circle” as examples of employee
involvement programs.

(c) Based on Douglas McGregor’s views of human beings, identify any TWO (2)
assumptions each that underlie “Theory X” and “Theory Y”.

(d) What are job ‘enlargement’ and ‘job enrichment’?

(e) Explain any TWO (2) formal communications networks.

(f) Identify any FOUR (4) leadership behaviours based on the path-goal leadership theory.

(g) Briefly discuss any TWO (2) advantages of cross-functional teams.

(h) Describe any TWO (2) bases of formal power.


3(i) Describe any TWO (2) primary characteristics that, in aggregate, capture the essence of
an organisation’s culture.

(j) Briefly describe ‘centralisation’ and ‘decentralisation’ in decision making.


SECTION B
QUESTION 2
(a) Explain Fiedler’s Contingency Model of Leadership and state what are the implications
for manager.

(b) Discuss the Least-Preferred Co-worker (LPC) questionnaire and the THREE (3) key
situational factors for determining leader effectiveness.

QUESTION 3
GoFast is a jet engine manufacturer that practices work teams concept in its daily operation. At
GoFast, each team “owns” the engines it builds – from the beginning of the assembly process to
getting the engine loaded on a truck for delivery. Instead of relying on a supervisor or support
staff to order tools and parts, the team does all. The team also schedules vacations and overtime
assignments and monitors work quality. In fact, decisions about almost anything related to
building the engine are made by the team itself.
Identify the appropriate type of team that best describes the nature of work team being practiced
at GoFast. Based on the type of team identified, discuss the nature, roles and potential benefits of
such team.


QUESTION 4
(a) Contrast the functional and divisional types of departmentalisation. Highlight their
respective advantages and disadvantages.

(b) Describe the hybrid type of departmentalisation. How does this type of structure help
incorporate some of the advantages of both the functional and divisional types?

QUESTION 5
What is organisational politics? Explain how individual and organisational factors encourage
organisational politics.

QUESTION 6
When Johan became general manager of the local civic recreation centre, he realised that many
changes would be necessary to make the facility a true community resource. Having the benefit
of a new bond issue, the centre had the funds for new equipment and expanded programming.
All he needed to do now was getting the staff committed to new initiatives. Unfortunately, his
efforts to raise performance have been met with considerable resistance to change. A typical staff
comment is, “Why do all these extras? Everything is fine as it is.”

Based on the above scenario, discuss how organisational development (OD) interventions may
help Johan in successfully introducing change and getting the staff committed to new initiatives.

I'm tired.

sampai bila semua ini akan berakhir?........................

D' Masiv - di antara kalian (kau dan dia)

memories will never fade away

I still remember....

the days you always remind me to wear something 'nice'.....

and when I didn't follow your advice, you become mad but at the same time you always make sure i walk near you because afraid of other guys will stare at me....

I still remember....

the moment you said how beautiful & cute I am when I wear veil....

I still remember...

the time when you view all my 'old pictures' in my lappy...

and it's remind us with our acquaintance-ship and that make we become closer again.

I still remember...

all days that we spend together with laugh and joy.

I still remember...

the moment u give me a 'morning messages' and call me every evening.

I still remember...

and will never ever forget the first day and maybe... a last day we hold hands together.

I still do remember...

the work 'i love u' that you jotted down on my book.

After all happiness, sadness, joy, cruel and romantic moment we've been through together...

I've decided to stay by your side.

No matter what I will try my best to be the best ever memory that u will had until...

u leave me.

Sayang, hanya Allah yang tau sebesar mana pengaruh awak dlm hidup sy dan demi awk sy sggup lalui hari-hari mendatang bersama-sama sampailah bila saatnya yang ditakdirkan awk tinggalkan sy utk bersama si dia.

saya akan berusaha bersungguh-sungguh demi kebahagiaan kita tp andai kata dia lebih sempurna, pilihlah dia dan tinggalkanlah saya dgn cara terbaik yg blh awk lakukan dan sy akan menerima dgn hati terbuka..

i promise u

i want to change. i want u. i'll try my best like wut u said before. u said...all things i have done is not enuff. 

i will behave like u want it.. i know

1. awk xsuka sy ego. sy xkn ego lg lps ni. sy nk wujudkan balek bait2 hubungan kite di awal perkenalan.

2. sy akan tunjukkan sifat cemburu saya pada awak sbb sy tau itu yg awk nk tgk selama ni.

3. sy akan bersabar setiap kali awak sakitkan hati saya sbb sy xnk kita bergaduh. saya xnk cepat melenting lg. bila awk sakitkan hati sy....sy akan ckp 'awk, i love u'.

4. sy akan sentiasa berpakaian menarik sbb sy tau awk suka n u already admit it. =)

5. sy hanya akan msg awk tp kalau awk x reply xpe...sy xkn call.

6. sy akan berubah menjadi ceria, suka bergelak ketawa bila dgn awk walaupun kadang2 lawak awk tu x kelakar pun. hahaha... tp xpe...sbb sy tau awk suka buat sy gelak dan awk pun akan gelak sama. =)

7. sy rindu saat dulu2 yg awk selalu reply msg morning sy n call sy stiap hari waktu ptg. tp mgkin skrg awk dh bz. tp xpe...sy akan msg awk setiap pagi,ptg n malam utk menyatakan betapa sy menyayangi awk.

8. sy akan jaga mkn minum n sakit awk. 

saat awk harus pergi...sy harap awk ingat semua kenangan kita. ini adalah peluang terakhir saya utk bersama awk. saya akan lakukan sebaik mungkin.

hey sayang,

aku tau kau kuat. kau jenis yang tabah orangnya. aku jamin kau tau mcm mn nak hadapi semua ni. mak sendiri cakap kau adalah kekuatan dia. kalau selama ni kau mampu tunjukkan dekat orang yang kau kuat, kenapa kau harus lemah?. aku tau seseorang dah tau dekat mana letaknya kelemahan kau tapi jangan jadikan itu sebagai alasan untuk kau terus merana. ingat sayang....kau dan dia hanya kawan baik semata-mata. kau berhak untuk bahagia..walaupun kebahagiaan sebenar kau terletak pada dia. xpe....cari lah kebahagiaan lain di luar sana. insyaallah kau akan lebih bahagia. berilah perhatian kau kepada yang lebih memerlukan. kau terlalu bernilai untuk melukut di tepi gantang. bangkit sayang! bangkit! aku tau kau mampu cuma bezanya dia selalu mematahkan keazaman kau pada saat-saat kau hampir berjaya. gagal sekali x bermakna gagal selamanya. bangkit sayang! berusaha! ingat sayang........dia sudah melanggar janji dia pada kau. tempat itu sudah menjadi larangan bagi kau. tak ada guna lagi sayang. berpalinglah!!! mungkin kebahagiaan kau sedang menanti!

*terima kasih my deep little heart. kau adalah kekuatanku.*

siput sedut

i saw your girlfriend's picture in your wallet when your paying at Carrefour that day & suddenly i felt hurt in some part of my organ. 

i received ur text messages that ur going to meet ur girl & 'that' part hurt again.

wut else can i say... we're just a friend. seeing u is like seeing me in my past. i'm deal with 'the old me'..

wutever my heart feels,.. its no longer a priority..

cuz u are my best friend and i wont let any unwanted feeling exists between us cuz i dont wanna loss a relationship that we have.

"i'm sorry but i will only show you part of me that i want you to see, i'm afraid of this feeling & i wouldn't let you know it."

annoying secretarial service company

the company's name is r** secretarial-ship company; near Grand ******. hahahaha... nak dijadikan cerita, i submit my resume to that co. wholly owned by Malay. i received call for an interview but as i reached that place, i turn back and went home. to be short, i received an interview call from the same company by same person 5th times or even more than that...its exclude she called my coordinator & mad at me cuz work at different field of study, called my friends & give a lowest intern fee worth rm200 to my frenz??? wut the ****??? 

things that make me feel so... annoy with this company was that she called my coordinator and then called me again to mad me about how fool am i cuz studying a course that is so 'market needed' but then i work just as a clerk. then i said to her i'm sorry but i already sign a contract with N*** company and to release her tension, i gave her few contacts to call for an interview. and today she call me again?? huh.

how am i going to work at your company if your salary under 1k, and job that im doing now is more than 2k? haha.. i already had an experienced working as an assistant co' sec with rm1.2k even for a month. so... what can i say here is i don't give a damn about experience! i'm now a salary oriented person! hahaha...

my own thought

reflected from the big bro engagement
~~~ biasalah majlis2 mcm ni..lg2 wedding mesti perbualan ttg "who's next" akan tercetus. otw back dlm kereta, borak borak bla bla bla..suddenly my cezen said to my sis "entah entah... adek yus yg kahwin dulu nana." HAHA.. ingtkn if diam, diorg xkn sebut nama kite. hahahahhaha....

kahwin???? for me yg baru nk achieve 21 years?? naaahhhh!!! its to early for me... even org kata kalo jodoh x ke mana, even ramai ppuan luar sana yg 21 dh kahwin.. not for me. even i'm so damn badly wanna have a married life, to be with my love everyday & to have child...x semestinya harus skrg. perjalanan hidup masih jauh...walaupun dah jumpa seseorang tapi...tak semestinya jodoh kita dgn dia lagi2...i'm not financially stable. i won't marry if i don't have a car & a house that is wholly own by me (either rent/buy) & my saving does not exceed Rm50k. i won't get married unless......ada anak dato masuk meminang & dia hadiahkan sebiji rumah. hahahaha....

reunion skjg(1) 1997-2002

after engagement on the morning till evening.. smpai umah about 4.30pm. reached home, mom asked me to buy some food for barbecue at night. pergilah carrefour wangsa maju cari chicken wing 30pcs, hotdog 4bxs, marinate chicken & meat. couple hours later ..  6.45pm arrived home & start doing 'mix & match' for the reunion night. hoho.. biasalah bila ada important event..., semua baju rasa mcm x cantek lg2 bila xde sape utk assist kite. haish. pape pun... seronok ada life mcm ni.. buzy all the time(sampai nk study pun xde masa). tapi.....

fikiran... =( still... xkn penah hilang dari ingatan ttg siput sedut. huhu...

ok2. fokus! fokus! adalah dpt 2 kpg je gmbr with babes sbb x terpikir in d 1st place.

head committee of  "Batch 54"

since i'm the secretary... i have to do the minutes...and truth say, agak susah nk buat ayat formal dalam bahasa Melayu..kenapa ek?? mgkin sbb....dh terbiasa dgn English so BM mcm jadi agak susah utk bina ayat yg nmpk cantek.. tgk la minit yg kite buat ni...not so organized. huhu... pape pun..layankan aje.. haha! lalalala~~~

MINIT MESYUARAT “BATCH 54, EX-GURNEY (I) YEAR:97-02”

12 MAC 2011

FLAMING STEAMBOAT, PLATINUM WALK, SETAPAK.

AGENDA

1. Penubuhan Jawatankuasa Tertinggi ‘Batch 54’
2. Penubuhan Akaun ‘Batch 54’
3. T-Shirt

Penubuhan Jawatankuasa Tertinggi ‘Batch 54’

-         Jawatankuasa tertinggi ditubuhkan dan calon yang dipilih dipersetujui oleh Majlis.

-         Tujuan penubuhan adalah untuk memastikan kelancaran pergerakan ‘Batch 54’ di masa hadapan dan seterusnya memastikan kewujudan “BATCH 54, EX-GURNEY (I) YEAR:97-02” berkekalan.

-         Ahli-ahli Jawatankuasa Tertinggi adalah seperti berikut:

o       Pengerusi : Anis

o       Naib Pengerusi : Sharaf

o       Setiausaha: Yana

o       Bendahari: Anis

o       Penolong Bendahari: Nad

-         AJK akan ditubuhkan bergantung kepada aktiviti yang akan dijalankan dari semasa ke semasa.

Penubuhan Akaun ‘Batch 54’

-         Pengerusi mencadangkan bekas-bekas pelajar mendaftar sebagai ahli ‘Batch 54’ dan mewujudkan yuran pendaftaran ‘Affiliation fee” iaitu RM10 seorang dan bulanan ‘Commitment fee’ sebanyak RM5.

-         Sinambungan dari itu Majlis bersetuju mewujudkan Akaun ‘Batch 54’ yang akan didaftarkan di Bank CIMB atas 3 penama iaitu Pengerusi, Naib Pengerusi dan Setiausaha.

-         Penubuhan ini berkuatkuasa pada Mei 2011.

T-Shirt

-         Pengerusi turut menginginkan T-shirt sebagai simbol penyatuan ‘Batch 54’.

-         T-shirt akan direka oleh Pengerusi sendiri dan Azri di mana pemilihan design akan dilakukan oleh semua ahli ‘Batch 54’.

engagement

lama jugak x update blog ni.. been very busy dgn hal org lain. haha.. i mean..my 2nd brother engagement. a day before pertunangan ie. on friday sibuk yg amat sgt2.. celik je mata smpai la esok hari. fuuhh! ni baru bertunang..pihak lelaki je pun..dh penat x hengat dunia. dengan tempahan hantaran x spt yg dikehendaki..kena tukar balek..lucky kedai hantaran tu blh siapkn in a day. kalo x mmg buek malu ajo la haa..bayo mahal tapi x molek. haha (hancusss)

ni gambar hantaran pertunangan. 100% idea from me sbb my brother pun serahkan bulat2 to me janji ikut tema warna. dusty pink. blh la kan..cantek pun cantek..

on engagement day!

a dimple get engage with the round eye! sweet! <3

me with the kakak pakai baju color tema. ;p

siput sedut

CINTA SAMPAI DI SINI

mencoba tuk pahami
mencari celah hatimu
bila harus menangis
aku kan menangis
namun air mata ini telah habis

segalanya telah ku berikan
tapi kau tak pernah ada pengertian
mungkin kita harus jalani 
cinta memang cukup sampai disini


mencoba tuk rasuki
menyentuh palung jiwamu
bila harus mengiba
aku kan mengiba
namun rasa ini
telah sampai di ujung lelahku

*cukup tempoh setahun. i'm letting u free.* 

what is ICSA

people: u amek course ape dkt kolej?

me: ICSA

people: ICSA? ape tu?....

me: institute chartered secretaries & administrator.

people: ouhhh.... secretary.. (in their mind, " ala...secretary yg jd pembantu bos tu, yg buatkn air utk bos tu.)

me: a'a secretary JE.


For those yg bljr icsa dkt malaysia ni i'm sure have been through the same dialog with 'these kind of people'. Susah sgt nak jumpa individu yg betul2 tau ape tu icsa. Nak explain pjg pulak cerita dia..

Ni logo utk ICSA Malaysia. ~~~ Malaysian Institute of Chartered Secretaries & Administrator.~~~

 let me explain the course progress...

 1st stage : ICSA Matrix (a year)
 2nd stage: PDCA - degree (1 1/2 years)
3rd stage or FINAL stage: IQS - master or international qualification (2 years)


or


1st stage: Diploma (3 years)
2nd stage: PDCA - degree, if transfer credit..it could be less than 1 year.
3rd stage or FINAL stage: IQS (2 years)




1 1/2 years for PDCA hanya tempoh yang diberikan oleh kolej.. Kenyataan ramai pelajar yang x dpt abeskn ikut masa yg diberikan sbb failed, failed, failed & failed. Bergantung kpd penerimaan otak, cara belajar dan keikhlasan di hati. Peratus dapat habiskn PDCA ikut perancangan... 30%.




IQS kebanyakan yang amek adalah pekerja2 senior yang ingin meningkatkan quality dlm pekerjaan. so sape yg IQS masa umur 25 tahun ke bwh. SALUTE okey!! sangat hebat! masa exam, even pregnant lady pun ada..(means dh kahwin), old man with office attire, 'negros' , 'mat saleh' , xpyh bljr over-broad pun blh jumpa course-mate yg mcm2.






betul-betul nak tau ICSA ni ape??....


sbgmn trademark ICSA ~~ leading governance ~~~ , kami adalah bakal2 setiausaha syarikat atau penasihat kpd sesebuah syarikat yg mn tugasnya adalah utk memastikan syarikat menjalankan operasi mengikut undang2 yg diperuntukkan, menjadi penasihat kepada Directors & Members ttg requirement2 dlm sesebuah perkara mengikut undang2, memastikan syarikat berlandaskan etika.


in short... we lead a company's administration with the law. that is why we learn 


PDCA - Law, Organization & Management, Ethics, Account, Finance, Strategy, Corporate Compliance & Practice, Law & Practice of Meeting.


IQS - Financial Accounting, Corporate Law, Taxation, Strategic and Operations Management,  Corporate Governance, Corporate Administration, Corporate Financial Management, Corporate Secretaryship.

p/s: one thing yg nk bgtau dkt sini.. dkt Malaysia permintaan utk kerja ni sgt tinggi lg2 utk lelaki and once dah accomplish IQS, our signature is valuable...and our services is expensive AND we will get 'ACIS' tagged on our name. mcm.... salimah binti jenab, ACIS. waah gitu.. so, those yg nk give up think million times k! ;)

wishlist ke?.

Hari ni balek kerja awal sbb big boss pun balek sama. heaven gilerrrrr kalau hari2 mcm ni. keh3x.. tp nti ada staff lain yg jeles plak. hoho...

Tgh view gambar2 dgn ATHYQN.. teringat plak kisah lama & x lama lagi on 2nd April aku cukup 21 tahun. 21?? OMG! Mcm x caye je.. Masuk club pun dh blh lepas.hahaha... angan2 je la (even xpyh berangan pun sbnrnye tentu2 tmpt yg x elok. huhu) cuz angan2 ni masa 'dulu-dulu'. skrg tidak lagiii........ :p

Orang kata ape yg kite nak x selalunye dapat...lagi2 kalau kite nak dari org lain, mcm...dari mak ke..abah ke..xpun dari kawan2 ke..cinta hati ke..(itu pun kalo ada cinta hati & hati tu pun cinta kite jugak la.. )

Xde org nk bg pun xpe...x penah berharap pun. So, utk buang perasaan kepingin tu.. kita corat-coret je dkt cni ek. peace...~~~~

Wishlist yang xkn jadi kenyataan. huhuhu... :-

1. BEAR! Big & Huge one. Damn!! i want it badly! :( Yg blh peluk guna tangan n kaki2 skali. hehehe.. Ish kalau dpt la...lg2 dpt dari org yg kita syg..kita cinta.. mcm diawang-awangan kot. Serius day dreaming kannnn.!

2.BUNGA! Selama hidup x penah pun terpikir nak bunga dari seseorang tapi...sejak masuk alam kolej ni tgk kwn2 dpt bunga..teringin jugak. lg2 yg dpt sejambak besar tu. omak haih...pakwe xla kaya tp...jelas menunjukkan how much & how deep their love..kalo x, xkn la guy tu sggup abes duit utk beli sejambak besar kan. tp.. xheran sgt sbb my priority is bear. Bunga lama2 nti layu...bear blh peluk. hehe..

3. BAJU KURUNG! sooooo sweetttt.....kalo la ada lelaki yg hadiahkan aku baju kurung or even tudung pun..terus nk jadikan dia suami. hahaha... tu maknanye dia nak aku berubah. tp...mmg aku dh berubah pun. ape daa....

4. ALBUM / CD kenangan gmbr bersama xkisah la dgn sape pun sbb wishlist ni general je sbnrnye..(kot). wakakaka... lalalalalalaalala~~~~

skrg ni single je (but not available).. so xde la nak harap cinta hati raikan birthday aku tp..kalo ada aku teringinnnnnnn sangat sangat sangat sangat sangat........................................................................

nak dia bawa g candle light dinner & ckp pasal yg seronok2 je.. or g pantai & together hayati kecantikan bintang smpai penat... or bawa g mkn tmpt yg special then bagi surpise! bestnyerrr... or tibe2 on my birthday dia luahkan hasrat nak masuk meminang..waahhhh!! (tp mcm dh lebih2 plak kan...) 

hmmm malas la nak pikir... ATHYQN jauh..mustahil dpt celebrate dgn diorang..siput sedut pulak...hurrmmmm dia bukan hak aku so xperlu kot nk angan2 dapat ape2 dari dia. naahhh!!! karut je la sume ni.

In a relationship, married or not....

i found one story of a married man at some blog & this story actually tell a truth about a relationship. Mcm aku dgn 'siput sedut'.., x lagi happy or mesra mcm dulu sejak mcm2 perkara berlaku. sometimes we do need to look back for a future happiness. xoxo to my ss.

MARRIAGE

When I got home that night as my wife served dinner, I held her hand and said, I've got something to tell you. She sat down and ate quietly. Again I observed the hurt in her eyes.

Suddenly I didn't know how to open my mouth. But I had to let her know what I was thinking. I want a divorce. I raised the topic calmly.
She didn't seem to be annoyed by my words, instead she asked me softly, why?

I avoided her question. This made her angry. She threw away the chopsticks and shouted at me, you are not a man! That night, we didn't talk to each other. She was weeping. I knew she wanted to find out what had happened to our marriage. But I could hardly give her a satisfactory answer; she had lost my heart to Jane. I didn't love her anymore. I just pitied her!

With a deep sense of guilt, I drafted a divorce agreement which stated that she could own our house, our car, and 30% stake of my company.
She glanced at it and then tore it into pieces. The woman who had spent ten years of her life with me had become a stranger. I felt sorry for her wasted time, resources and energy but I could not take back what I had said for I loved Jane so dearly. Finally she cried loudly in front of me, which was what I had expected to see. To me her cry was actually a kind of release. The idea of divorce which had obsessed me for several weeks seemed to be firmer and clearer now.

The next day, I came back home very late and found her writing something at the table. I didn't have supper but went straight to sleep and fell asleep very fast because I was tired after an eventful day with Jane.

When I woke up, she was still there at the table writing. I just did not care so I turned over and was asleep again.

In the morning she presented her divorce conditions: she didn't want anything from me, but needed a month's notice before the divorce. She requested that in that one month we both struggle to live as normal a life as possible. Her reasons were simple: our son had his exams in a month's time and she didn't want to disrupt him with our broken marriage.

This was agreeable to me. But she had something more, she asked me to recall how I had carried her into out bridal room on our wedding day.
She requested that every day for the month's duration I carry her out of our bedroom to the front door ever morning. I thought she was going crazy. Just to make our last days together bearable I accepted her odd request.

I told Jane about my wife's divorce conditions. . She laughed loudly and thought it was absurd. No matter what tricks she applies, she has to face the divorce, she said scornfully.

My wife and I hadn't had any body contact since my divorce intention was explicitly expressed. So when I carried her out on the first day, we both appeared clumsy. Our son clapped behind us, daddy is holding mommy in his arms. His words brought me a sense of pain. From the bedroom to the sitting room, then to the door, I walked over ten meters with her in my arms. She closed her eyes and said softly; don't tell our son about the divorce. I nodded, feeling somewhat upset. I put her down outsidethe door. She went to wait for the bus to work. I drove alone to the office.

On the second day, both of us acted much more easily. She leaned on my chest. I could smell the fragrance of her blouse. I realized that I hadn't looked at this woman carefully for a long time. I realized she was not young any more. There were fine wrinkles on her face, her hair was graying! Our marriage had taken its toll on her. For a minute I wondered what I had done to her.

On the fourth day, when I lifted her up, I felt a sense of intimacy returning. This was the woman who had given ten years of her life to me.
On the fifth and sixth day, I realized that our sense of intimacy was growing again. I didn't tell Jane about this. It became easier to carry her as the month slipped by. Perhaps the everyday workout made me stronger.

She was choosing what to wear one morning. She tried on quite a few dresses but could not find a suitable one. Then she sighed, all my dresses have grown bigger. I suddenly realized that she had grown so thin, that was the reason why I could carry her more easily.

Suddenly it hit me... she had buried so much pain and bitterness in her heart. Subconsciously I reached out and touched her head.

Our son came in at the moment and said, Dad, it's time to carry mom out. To him, seeing his father carrying his mother out had become an essential part of his life. My wife gestured to our son to come closer and hugged him tightly. I turned my face away because I was afraid I might change my mind at this last minute. I then held her in my arms, walking from the bedroom, through the sitting room, to the hallway. Her hand surrounded my neck softly and naturally. I held her body tightly; it was just like our wedding day.

But her much lighter weight made me sad. On the last day, when I held her in my arms I could hardly move a step. Our son had gone to school. I held her tightly and said, I hadn't noticed that our life lacked intimacy.
I drove to office.... jumped out of the car swiftly without locking the door. I was afraid any delay would make me change my mind...I walked upstairs. Jane opened the door and I said to her, Sorry, Jane, I do not want the divorce anymore.

She looked at me, astonished, and then touched my forehead. Do you have a fever? She said. I moved her hand off my head. Sorry, Jane, I said, I won't divorce. My marriage life was boring probably because she and I didn't value the details of our lives, not because we didn't love each other anymore. Now I realize that since I carried her into my home on our wedding day I am supposed to hold her until death do us apart.
Jane seemed to suddenly wake up. She gave me a loud slap and then slammed the door and burst into tears. I walked downstairs and drove away.

At the floral shop on the way, I ordered a bouquet of flowers for my wife. The salesgirl asked me what to write on the card. I smiled and wrote, I'll carry you out every morning until death do us apart.

That evening I arrived home, flowers in my hands, a smile on my face, I run up stairs, only to find my wife in the bed - dead.
My wife had been fighting CANCER for months and I was so busy with Jane to even notice. She knew that she would die soon and she wanted to save me from the whatever negative reaction from our son, in case we push thru with the divorce.-- At least, in the eyes of our son--- I'm a loving husband....

Takdir Cinta untuk Ku.

 

TAKDIR CINTA - ROSSA 

ku tutup mataku
dari semua pandanganku
bila melihat matamu
kuyakin ada cinta ketulusan hati

yang mengalir lembut
pengusa alam
tolonglah pegangi aku
biar ku tak jatuh

pada sumur dosa yang terkutuk
dan menyesatkan cintaku
andaikan ku bisa
lebih adil pada cinta kau dan dia

aku bukan nabi yang bisa sempurna
ku tak luput dari dosa
biarlah ku hidup seperti ini
takdir cinta harus begini

ada kau dan dia bukan ku yang mau
oh tuhan tuntunlah hatiku

conscience said ....

Ya Allah, sayu benar rasanya hambaMu hari ini.. tak sangka kegembiraan yang ku lalui ptg td berakhir dgn tangisan mlm ini..

tu la.... kan org tua-tua ada menyebut.. jgn terlalu gembira, nanti berakhir dgn duka. 

siput sedut, sy sedih dgn sikap awk.

Sonata Kehidupan

Di bwh pohon cermai rendang,
Dia bertasbih mengucapkan cinta pada Tuhannya,
Terus bermunajat;
Meminta petunjuk dari Maha Kuasa..
Rentak kaki semakin hilang rimanya,
Namun;
Dia masih tetap menapak..
Bagai si buta yang terus menghayunkan tongkatnya
Mengharapkan seseorang menghulurkan tangan;
Memberi sebuah jawapan..
Kerana;
Tidak semua sonata kehidupan itu  bernada indah..

:: Diet Rasulullah ::

Diet Rasulullah

Rupanya tanpa kita sedari, dalam makanan yang kita makan sehari-hari, kita tak boleh makan sesuka hati kita saja. Inilah penyebab terjadinya berbagai penyakit antara lain penyakit kencing manis, lumpuh, sakit jantung, keracunan makanan dan lain-lain penyakit. Apabila anda telah mengetahui ilmu ini, tolonglah ajarkan kepada yang lainnya.

Ustaz Abdullah Mahmood mengungkapkan, Rasulullah tak pernah sakit perut sepanjang hayatnya kerana pandai menjaga makanannya sehari-hari. InsyaAllah kalau anda ikut diet Rasulullah ini, Anda takkan menderita sakit perut ataupun keracunan makanan.

(Sumber petikan dari buku Cara Makan RAsullulah SAW tulisan Prof Dr Abdul Basith Muhammad As-Sayyid)

        Prinsip yang selalu dipegang Rasulullah Muhammad terkait dengan makanan adalah:

1. Hanya makan makanan yang Halal (diperbolehkan sesuai syariat) dan Thayyib (baik gizi dan kandungannya)
2. Jangan pernah makan hingga terlalu kenyang.
3. Jangan tergoda makan lagi sesudah kenyang 
4. Jangan makan melebihi sepertiga perut, karena sepertiga lainnya adalah untuk minuman dan sepertiga terakhir untuk udara (nafas).

        CARA MAKAN

* Jangan makan buah setelah makan nasi, sebaliknya makanlah buah terlebih dahulu, baru makan nasi. Buah baik dimakan ketika perut kosong kerana proses penghadamannya cepat berbanding kumpulan makanan lain. Jika dimakan selepas makanan lain, ia akan mengalami fermentasi kerana lambat dihadam. Zat zat yg terdapat di dalamnya akan rosak dan juga penyebab berlakunya kembung perut.

* Tidur dibolehkan 1 jam SELEPAS makan tengah hari. Terlalu cepat tidur setelah makan akan menyukarkan proses penghadaman, mengeluarkan gas yang banyak, susah buang air besar dan menyebabkan mulut berbau. Dianjurkan tidur dengan mengiring ke sebelah kanan seperti mana yang sering dilakukan oleh Rasulullah SAW. Dengan itu perut yang terletak di sebelah kiri tubuh tidak ditindih dan tidak mengganggu proses penghadaman yang sedang berlaku.

*Jangan sesekali tinggal makan malam. Barang siapa yg tinggal makan malam dia akan dimakan usia dan kolesterol dalam badan akan berganda. Diriwayatkan dari Anas dengan status marfu':"Makan malamlah sekalipun hanya dengan kurma kering, kerana meninggalkan makan malam dapat mempercepatkan penuaan". Ini adalah kerana, jika kita meninggalkan makan malam, tubuh akan mengurangkan kadar metabolisme badan. Waktu makan yang tidak teratur juga boleh mengganggu proses penghadaman.

        Antara amalan-amalan kesihatan lain yang wajar diamalkan:

1. Mandi Pagi sebelum subuh, sekurang kurangnya sejam sebelum matahari terbit. Air sejuk akan menyempitkan saluran kapilari darah, membuatkankan jantung mengepam lebih banyak darah dan oksigen ke seluruh tubuh dengan kadar yang cepat dan menyebabkan kontraksi otot. Kontraksi otot dapat membakar lemak yang terdapat dalam tubuh. Selain itu, air sejuk juga akan menyebabkan kita menggigil disebabkan oleh tindakan refleks tubuh untuk mengekalkan suhu badan. Dengan menggigil lemak akan dibakar untuk menghasilkan tenaga dan haba. Denga itu ia juga dapat mengurangi penimbunan lemak. Kita boleh saksikan orang yang mandi pagi kebanyakan tidak gemuk.

2. Rasulullah mengamalkan minum segelas air sejuk (bukan air dalam peti sejuk/ais) setiap pagi. Mujarabnya InsyaAllah jauh dari penyakit (susah mendapat sakit).

3. Waktu sembahyang subuh disunatkan kita bertafakur (iaitu sujud sekurang kurangnya seminit setelah membaca doa). Kita akan terhindar dari sakit kepala atau migrain. Ini terbukti oleh para ilmuwan yang membuat kajian kenapa dalam sehari perlu kita sujud. Antaranya menambahkan aliran darah ke otak dan menyahcas tenaga eletrostatik yang terdapat pada tubuh.

4. Nabi juga mengajar kita makan dengan tangan dan bila habis hendaklah menjilat jari.Begitu juga ahli saintis telah menemukan bahawa enzim banyak terkandung di celah jari-jari, iaitu 10 kali ganda terdapat dalam air liur. (enzim sejenis alat percerna makanan).

        Tata cara makan Rasulullah Muhammad SAW adalah sebagai berikut:

1. Bacalah doa sebelum makan;
   1. a. Minimal bacalah basmalah: “Bismillah“.
   2. b. Jika kita lupa membaca doa, lalu teringat ketika sedang makan, bacalah: “Bismillahi fii awwalihi wa aakhirihi“, yang artinya: “Dengan menyebut nama Allah pada awal dan akhirnya”.
2. Duduklah dengan baik, tegap dan tidak bersandar, agar makanan turun dengan sempurna;
3. Mencuci tangan sebelum makan;
4. Makanlah dengan tangan kanan;
5. Bersikaplah sederhana dan tidak berlebihan ketika makan;
6. Mulailah makan dari hidangan atau porsi yang terdekat dengan kita;
7. Jangan memenuhi mulut dengan makanan yang terlalu banyak;
8. Jangan banyak bicara ketika sedang makan;
9. Jika memungkinkan, makanlah bersama-sama (tidak berpencar sendiri);
10. Jika makan bersama-sama dari satu tempat makan, jangan mengembalikan makanan yang tersisa di tangan ke tempat makan. Jadi cukup ambil suapan seperlunya saja sehingga tidak bersisa di tangan;
11. Jangan mengeluarkan suara keras ketika sedang mengunyah makanan karena akan mengganggu orang lain;
12. Jangan mengawasi dan melihat-lihat orang yang sedang makan, karena orang yang diawasi akan merasa terganggu dan mengurangi selera makannya 
13. Jangan menyisakan makanan di piring (tempat makan);
14. Dianjurkan untuk membersihkan tangan dan jari-jari dengan mulut ketika selesai makan;
15. Jika ada makanan yang jatuh, jika memungkinkan, dipungut, dibersihkan, lalu dimakan kembali;
16. Setelah selesai makan, bacalah hamdalah: “Alhamdulillah“;
17. Cuci tangan kembali setelah makan.

        Beberapa kebiasaan Rasulullah SAW yang baik kita tiru:

1. Setelah subuh, Rasulullah SAW meminum segelas air yang dicampur dengan sesendok madu asli;
2. Ketika masuk waktu dhuha, Rasulullah SAW selalu makan tujuh butir kurma matang;
3. Menjelang sore hari, Rasulullah SAW mengkonsumsi cuka dan minyak zaitun, tentu saja dikonsumsi dengan makanan pokok, seperti roti 
4. Di malam hari, menu utama Rasulullah SAW adalah sayur-sayuran;
5. Jika sedang berpuasa, Rasulullah SAW berbuka dengan segelas susu dan kurma, kemudian sholat magrib;
6. Tidak makan lebih dari satu jenis makanan panas atau makanan dingin secara bersamaan;
7. Tidak makan ikan dan daging dalam satu waktu;
8. Tidak terus tidur setelah makan; 
9. Tidak terlalu banyak makan daging.

        Beberapa makanan kesukaan Rasulullah SAW tapi tidak rutin dikonsumsi adalah:

1. Tsarid, yaitu campuran roti dan daging dengan kuah air masak (mirip bubur ayam);
2. Buah yathqin atau labu manis;
3. Anggur.

Doa sebelum makan yang berbunyi: “Allahumma baarik llanaa fiima razaqtanaa waqinaa adzaa ban-naar”, yang artinya: “segala puji bagi Allah yang telah memberikan nikmat kepada kami dan menunjuki kami”, serta doa setelah makan yang berbunyi: “Alhamdulillahilladzi ath’amana wa saqana fa arwana wa kullul ihsan ataana”, yang artinya: “segala puji bagi Allah yang telah memberikan nikmat kepada kami dan menunjuki kami. Dan segala puji bagi Allah yang telah memberi makan dan minum kepada kami sampai kami puas dan segala kebaikan yang telah datang kepada kami”

Sabda nabi : "Ilmu itu milik Allah, barang siapa menyebarkan ilmu demi kebaikan insyaAllah, Allah akan menggandakan 10 kali kepadanya"