Asruddin KFED 2019 Presentation-new-converted

KUANTAN INTERNATIONAL MOULDING GLOBAL LEADERS WITH INTEGRITY
EDUCATION CONFERENCE

KFED 2019

MANAGING AND TRANSFORMING
SCHOOLS THROUGH Prod

Presenter :
HJ ASRUDDIN BIN HJ ABAS SMP., AMP.

PRINCIPAL,
SMK ALOR AKAR, KUANTAN PAHANG

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MY PRESENTATION MOULDING GLOBAL LEADERS WITH INTEGRITY

• Introduction – Background
• PrOD – a new thinking towards school improvement through

OD
• Target Participants
• Delivery Mode & Learning Delivery
• Early Impact of PrOD
• Challenges Ahead

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BRAINCHILD OF OD MOULDING GLOBAL LEADERS WITH INTEGRITY

Dr. AMIN SENIN , DEPUTY DIRECTOR OF IAB (2008) 3

NOW DIRECTOR GENERAL OF EDUCATION 2019

IN ADDRESSING THE 6TH THRUST OF
THE MALAYSIAN EDUCATIONAL
DEVELOPMENT MASTER PLAN (2006
– 2010 ) :

THE PATHWAY TOWARDS
ACCELERATING SCHOOL’S
EXCELLENCE THROUGH
ORGANIZATION DEVELOPMENT
PROGRAMME
( PrOD )

DEFINITION OF MOULDING GLOBAL LEADERS WITH INTEGRITY

ORGANIZATION DEVELOPMENT

Organization Development in schools is an interrelated,
systematically planned, supportive effort for achieving self-analysis and
renewal. The various schemes direct their attention in particular to
changes in formal and informal procedures, processes, norms and
structures by the application of behaviour-developing concepts and
methods.

The goal of organization development is two-fold: meeting the
needs of the individual (‘quality of life’) and improving the way an
organization functions and the subsequent results. (Fullan et al. 1980)

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AN ORGANIZATION DEVELOPMENT MODEL
FOR MALAYSIAN SCHOOLS

LEADING WITH MORAL IMPERATIVE

SUSTAINABILITY OF EXCELLENCE

PERSONAL DEVELOPMENT LEADERSHIP MOULDING GLOBAL LEADERS WITH INTEGRITY

KNOWLEDGE MANAGEMENT STUDENTS’ SCHOOL MANAGEMENT SYSTEMS
EXCELLENCE

CULTURE AND VALUES TEAM RELATIONSHIPS

COLLABORATION 5

TEAM PLAYER

(Yap et al. 2008)

AN ORGANIZATION DEVELOPMENT MODEL MOULDING GLOBAL LEADERS WITH INTEGRITY
FOR MALAYSIAN SCHOOLS – A LOCAL PRODUCT

• Each of the eight domains in the Model would provide a vehicle
for leaders and others to make a targeted effort to address any
problems including the increased effectiveness of schools. It does
demonstrate the interrelatedness of each of the eight domains.

- Collarbone ( 2008 )

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OPERATIONAL FRAMEWORK FOR ORGANIZATION
DEVELOPMENT (OD)

WHAT WHO MOULDING GLOBAL LEADERS WITH INTEGRITY
(CLIENTS)
Organization Development in schools is an interrelated, systematically
planned, supportive effort for achieving self-analysis and renewal. The 1. Principals / Headmasters
various schemes direct their attention in particular to changes in formal 2. Senior Assistants / Afternoon Supervisors
and informal procedures, processes, norms and structures by the 3. Heads of subject department, Heads of subject
application of behaviour-developing concepts and methods. The goal of
organization development is two-fold: meeting the needs of the panels
individual (‘quality of life’) and improving the way an organization -----------------------------------------------------------------
functions and the subsequent results. (Fullan et al. 1980) 4. Quality Assurance Section Heads (On request)
5. Excellent or Senior Principals (On request)

INPUT OUTPUT OUTCOME

1. IAB :Dr Khair Mohd Yusof Operational framework 1. Quality Teachers
(Director IAB ) 1. OD Model Design: 2. School Leadership Sustainability
Dr Amin bin Senin 3. Sustainability in School Management
(Deputy Director)  Definition
 Model Excellence
2. Literature Review  Key Deliverables 4. Continuous Improved Students’
3. Research Findings( Fullan etc)  Approach
4. Experience and expertise of Senior  System Model Input- Performance
5. High Performance Schools
Consultants, IAB Output-Outcome)
5. Schools’ Data 2. Writing OD Modules
3. OD Programme

MEASURES HOW 7
(MODUS OPERANDUS)
1. Self Reflection
2. Action Research 1. Implementation of OD Program in phases for pilot schools
3. School‘s KPIs 2. Process consulting for pilot schools that followed the OD
4. SKPM (School and Schools Inspectorate)
programme as follow-up activities
3. Review of OD Programme for further improvement
4. Documentation of OD Programme

KEY DELIVERABLES FOR ORGANIZATION DEVELOPMENT

Deliverables Questions to be resolved MOULDING GLOBAL LEADERS WITH INTEGRITY

 • What outcomes will be measured to determine Improved School Performance?
Definition of • Are there additional outcomes for the various segments of schools (e.g. sports, science,
Improved School
Performance leadership, vocational skills)?

 • What are the key levers to drive improved performance of schools towards
Framework of best excellence (e.g. teacher quality, students’ learnings)?
practice levers
• Which levers work and which do not work?
 Assessment of
• Based on the outcomes selected and the key levers identified, how do
Malaysian Schools Malaysian schools currently perform?

 OD • Is there any variation in performance by segment of school?
• What is the root cause of gaps / strengths assessed from benchmarking?
Strategy
• What should the overarching principles of OD be?
 • What are the actions taken by / provided to OD?
Change • What rationale and criteria should be applied to OD?
program • What is the cost and projected impact in this strategy?

• What are the learnings from successful / unsuccessful programs to revamp 8
schools?

• What is the most appropriate change approach for Malaysia (e.g. lead with
principals)?

• What are the key milestones / KPIs to ensure execution in line with strategy?
How is this going to be monitored?

• What is the appropriate organization model to oversee execution? What is the
role of IAB?
(Yap et al 2008)

SYSTEM MODEL: INPUT-OUTPUT-OUTCOME MOULDING GLOBAL LEADERS WITH INTEGRITY

INPUT : REALIZING ORGANIZATION DEVELOPMENT

• Collective understanding of the OD concept
• Establish sense of urgency for change
• Recognize the challenges of change
• Set the stage for improvement
• Motivate and unleash potential
• Implement action plan
• Monitor for continuous improvement

OUTPUT: TRAINING AND DEVELOPMENT INITIATIVES IN PHASES

PERSONAL SCHOOL TEAM LEADING AND BUILDING CAPACITY
DEVELOPMENT AND MANAGEMENT RELATIONSHIPS & MANAGING CHANGE AND COHERENCE
LEADERSHIP SYSTEMS AND CULTURE AND
KNOWLEDGE VALUES Continuing Professional
Personal Effectiveness MANAGEMENT Development – seminars,
Leadership Redefined Effective Communication Leadership for change and workshops
360° Leader Instructional and Values and Work Ethics innovation Review and Further
Distributed Leadership Achievement Relationship Building -Kotter Model Improve
Transformational Managing School Team Work -Fullan (2002) Check and Balance
Leadership Improvement Team Learning Creativity and Innovation – Networking
5 Hierarchy of Leadership Team Decision Making The Blue Ocean Strategy Coaching & Mentoring
Policy and Direction
Resources and 9
Operation
Knowledge Sharing

OUTCOME: BEHAVIOUR AND ORGANIZATIONAL CHANGE
Continuous Improved Students’ Performance
(Yap et al. 2008)

PrOD IN PHASES MOULDING GLOBAL LEADERS WITH INTEGRITY

Phase 1 : Leadership Redefined & Personal
Effectiveness

Phase 2 : Remodelling: Leading and Managing
Change

Phase 3 : Sustaining Organizational
Development In Schools

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METHODOLOGY

Input through MOULDING GLOBAL LEADERS WITH INTEGRITY
lectures

Syndicate
Discussion & Reflections

Case ANDRAGOGY OD
Studies Programme
Problem solving Phases 1-3

Professional Benchmark Visits
Dialogues:
Sharing of Action (example: SMK Sultan Alam 11
Best Practices Plans Shah, Putrajaya)

Process Consulting (Yap et al. 2008)

WHAT IS DIFFERENT ABOUT PrOD ?

TRADITIONAL COURSES PrOD

Full lecture Input through Plenary MOULDING GLOBAL LEADERS WITH INTEGRITY

Theoretical Integration of theory and practical experience & Sharing of
Lecturer-centered best practices , Reflective

Participant-centered
Activity-based; principles of andragogy

One-off event Phase-paced followed by action plans, process consulting,
seminar and colloquium

Prescriptive Non-prescriptive

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Directional Analytical-case studies

WHAT PrOD IS NOT ABOUT?

NOT MOULDING GLOBAL LEADERS WITH INTEGRITY

prescribing activities to raise the bar

Discretion is left to the, thinking , creativity
and innovation of the Principal and his/her team
to design and implement various programmes
in the school to raise the bar based on the
core elements of OD.

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FOCUS OF PrOD

Personal Leadership MOULDING GLOBAL LEADERS WITH INTEGRITY
Effectiveness Capacity Building

Students’ Success

Organization Team
Management Ethos

Change 14

Response to the Malaysian Senior Consultants’ concept paper MOULDING GLOBAL LEADERS WITH INTEGRITY
on Organization Development Programme :

• “………excellent thinking and concept development within the
Malaysian Paper.” (Collarbone, 2008 pg. 1 ).

Response to the Malaysian Senior Consultants’ concept paper
on Organization Development Programme:

•
• “Each of the eight domains found in Diagram 2 would provide a

vehicle for leaders and others to make a targetted effort to
address any problem, including the increased effectiveness of
schools. It does demonstrate the interrelatedness of each of
the eight domains.” (Collarbone, 2008 pg. 6 ).

• “Excellent! Excellent!” 15

CLARIFYING A POINT DURING GALLERY WALK MOULDING GLOBAL LEADERS WITH INTEGRITY

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REFLECTIONS OF HJWANISMAIL BINWANIBRAHIM,
PENGETUA SMKSULTAN IBRAHIM,PASIRMAS.

(TIME MANAGEMENTANDPERSONALEFFECTIVENESS)

BEFORE PrOD (1) AFTER PrOD (1) IMPACTFUL CHANGES

Poor time management – coming At school by 7am; Modelling the way for MOULDING GLOBAL LEADERS WITH INTEGRITY
to school just in time before the teachers and students
first bell goes; Starts meetings and school Overall improvement in
functions on time school’s time –management.
Used to start meetings late Teachers enter class on time
and meet deadlines effectively
Used to keep teachers and
students waiting for school events
to start

Poor relationship with District Practices 360degree leadership : Respects the District
Ed. Officer – lack of respect for Lead Up, Lead Across and Lead Education Officer
DEOs Down
Attends meeting called by
Refused to attend meetings called DEO
by DEOs;
Establish a happy working
relationship with teachers
,staff and State and District
Education Officers

Lesson learnt : Lesson learnt : Better co-operation from 17
teachers to accept the school’s
Poor time-management reflects a One can lead from anywhere no
poor image of one’s personal and matter what position he/she vision being a renowned
professional leadership. occupies. This benefits the school.
school in 2010.

OBSERVATIONON SENIOR ASSISTANT’SBEHAVIOUR BY

HJ WAN ISMAIL BIN WAN IBRAHIM, PENGETUA SMK SULTAN IBRAHIM,
PASIR MAS, KELANTAN :

BEFORE PrOD(1) AFTER PrOD (1) IMPACTFUL CHANGES MOULDING GLOBAL LEADERS WITH INTEGRITY
Did not lead up – had little respect Shows respect to the principal
for the principal because he was a and fellow teachers. Create a happy working
good friend of the DEO; relationship with the
Addresses the principal politley principal and teachers;
Did not lead across or lead down e.g Tn Hj. Ismail
because Do not mind going the
he was too proud of his vast extra mile for the school
experience in the field of sports; with no allowances– extra
classes even on weekends
and holidays;

Had tired to initiate a demonstration Earn the respect of the
against the principal colleagues

Poor EQ Practises 360-degree leadership : Recognition from DEO 18
Lead Up, Lead Across and Lead and the officers ;
Lesson learnt : Down
Earn respect by respecting others ( The good relationship
mutual respect ) Lesson learnt : makes it easier for the
Modelling the way inspires school to get support from
others to follow suit the DEO.

Lesson learnt :

EQ has an important
place in leadership.

SUCCESSFUL APPLICATION OF COMPETENCIES THROUGH
ACTION PLANS ( PROD (1))

* All the participants implemented high quality action MOULDING GLOBAL LEADERS WITH INTEGRITY
plans for PrOD (1) indicating a realistic re-entry plan
showing planned application of specific concepts and 19
competencies gained from PrOD ( 1) in a well-
documented output.

WHY IS PrOD A HIT? MOULDING GLOBAL LEADERS WITH INTEGRITY

THE BEAUTYOF PRODAS SUMMEDUP BY TN HJ ABDUL RAHIMBIN MOHD. YUNUS, 20
PRINCIPALOF SMK BENTONG,KARAK, PAHANG IN HIS SPEECH REPRESENTINGTHE
COURSEPARTICIPANTSON 16.12.08 :

• Credibility of Senior Consultants
–linkages between effective
school leadership and
productive schools;

• Opportunities for participants to
engage in ‘generative’ learning
with reference to authentic
experiences;

• Relevant, reflective and
meaningful;

• Process consulting on
implementation of action plans;

WHY IS PrOD A HIT? MOULDING GLOBAL LEADERS WITH INTEGRITY

THE BEAUTY OF PROD AS SUMMED UP BY TN HJ ABDUL RAHIM BIN MOHD.
YUNUS, PRINCIPALOF SMK BENTONG, KARAK, PAHANG IN HIS SPEECH

REPRESENTING THE COURSEPARTICIPANTSON 16.12.08 :

• Creative blend of substance (
theory ) , practice and
experience;

• A variety of fun learning
activities like gallery walk,
graffiti, read the walls, post-it-
assessment etc.;

• Thematic benchmark visit to
school.

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THEORY OF THINKING AHEAD MOULDING GLOBAL LEADERS WITH INTEGRITY

• This theory of thinking far ahead by starting small with
people who share the same beliefs is resonated with our
experience as Senior Consultants with IAB. When something
first works with a small group, it is more likely to be
successfully scaled up as other people become enthusiastic
and want to learn. So when we do that, things will unfold
and we find this really inspiring for us. ( Yap, 2008 )

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EARLY BUY-IN IMPACT MOULDING GLOBAL LEADERS WITH INTEGRITY

• Buy-in from other states : 23

Kedah, Labuan, Negeri Sembilan, Pahang, Terengganu
,Sabah
• Sector Heads for Quality Assurance Sector , State
Education Dept.
• Senior Principals’ Council ;
• Individual school leaders who are interested and have
requested to be included in the next cohort .

MOU BETWEEN MPSM PAHANG AND SMP N3 SURABAYA, INDONESIA MOULDING GLOBAL LEADERS WITH INTEGRITY
30 AUGUST 2019

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SUMMARY OF ORGANIZATION
DEVELOPMENT APPROACH

ESTABLISH MOULDING GLOBAL LEADERS WITH INTEGRITY
SENSE OF URGENCY

FOR CHANGE

PROCESS CONSULTING : RECOGNIZE THE
MONITOR FOR CHALLENGES OF CHANGE

OD DEVELOPMENT AND
CONTINUOUS IMPROVEMENT

REALIZING SET THE STAGE
ORGANIZATION FOR IMPROVEMENT
DEVELOPMENT

IMPLEMENT
ACTION PLANS

MOTIVATE & UNLEASH 25
POTENTIAL

(Yap et al .2008)

ASSESSMENT & REVIEW FOR MOULDING GLOBAL LEADERS WITH INTEGRITY
MONITORING FURTHER
IMPROVEMENT
CHALLENGES
BUY-IN

CONTINUITY TRANSFERS

NEW TEAM 26

FIVE Schools which I have managed and transformed using PrOD

1. SMK CHINI TIMUR 2008-2010 MOULDING GLOBAL LEADERS WITH INTEGRITY
2. SMK SERI DAMAI 2009-2011
3. SMK ST. THOMAS 2011-2013 and 2014-2016
4. SMK PELABUHAN 2016-2019
5. SMK ALOR AKAR 2019-2021

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THANK YOU FOR YOUR KIND ATTENTION MOULDING GLOBAL LEADERS WITH INTEGRITY

WHEN I WAS A KID,
I USED TO

ADMIRE EDUCATED PEOPLE.
NOW, I REALIZED,
WELL-MANNERED

PEOPLE ARE BETTER THAN
WELL-EDUCATED
ONES

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