PROGRAM PELAJAR YBR MELAKA

PEG A TIME LIMIT TO
EACH TASK

Be clear that you
need to finish X task
by 10:00 am, Y task
by 3:00 pm and Z
item by 5:30 pm
This prevents your
work from dragging
on and eating into
time reserved for
other activities

101

USE A CALENDAR

Having a calendar is the most
fundamental step to managing your
daily activities

GOOGLE CALENDAR is great – I use it

It’s even better if you can sync it to
your mobile phone and other
hardwares you use – that way, you
can access your schedule no matter
where you are.

102

51

USE AN ORGANIZER

The organizer helps you INFORMATION
to be on top of TO-DO LISTS
everything in your life PROJECTS

It’s your central tool to
organize information,
to-do lists, projects,
and other miscellaneous
items

103

KNOW YOUR DEADLINES

When do you need to
finish your tasks?
Mark the deadlines
out clearly in your
calendar and
organizer so you
know when you need
to finish them

104

52

LEARN TO SAY “NO!”

Don’t take on more
than you can
handle
For the distractions
that come in when
you’re doing other
things, give a firm NO
Or defer it to a later
period

105

TARGET TO BE EARLY

When you target to be ON TIME,
you’ll either be on time or late
Most of the times you’ll be late
However, if you target to be early,
you’ll most likely be on time
For appointments, strive to be early
For your deadlines, submit them
earlier than required

106

53

TIME BOX
YOUR ACTIVITIES

This means restricting your work
to X amount of time
Time boxing refers to boxing your
tasks within fixed time slots. For
example, boxing task A from 9-
10:30am, then task B from 10:30-
1pm, then task C from 2-4pm.
Time boxing is good because it
prevents your task from dragging
on and on

107

There’s a saying
that
“Your work will
take however long
that you want it
to!”

108

54

HAVE A CLOCK VISIBLY
PLACED BEFORE YOU

Sometimes we are so
engrossed in our work
that we lose track of
time
Having a huge clock in
front of you will keep you
aware of the time at
the moment

109

SET REMINDERS
15 MINUTES BEFORE

Most calendars have
a reminder function
If you’ve an
important meeting to
attend, set that
alarm 15 minutes
before

110

55

FOCUS

Are you multi-tasking so much that you’re just
not getting anything done?
If so, focus on just one key task at one time
Close off all the applications you aren’t using
Close off the tabs in your browser that are
taking away your attention
FOCUS solely on what you’re doing. You’ll
be more efficient that way.

111

BLOCK OUT
DISTRACTIONS

What’s distracting you in your work?
Instant messages? Phone ringing? Text
messages popping in? I hardly ever use chat
nowadays. The only times when I log on is
when I’m not intending to do any work.
Otherwise it gets very distracting. When I’m
doing important work, I also switch off my
phone. Calls during this time are recorded and
I contact them afterward if it’s something
important. This helps me concentrate better.

112

56

TRACK YOUR TIME
SPENT

Egg Timer is a simple online countdown
timer
You key in the amount of time you
want it to track (example: “30
minutes”, “1 hour”) and it’ll count down
in the background
When the time is up,the timer will beep
Great way to be aware of your time
spent

113

DON’T FUSS ABOUT
UNIMPORTANT DETAILS

You’re never get
everything done in
exactly the way you
want
Trying to do so is being
ineffective
Trying to Be A
“Perfectionist” May
Not Be So Perfect.

114

57

PRIORITISEPRIORITIZE

Since you can’t do
everything, learn to
prioritize the important
and let go of the rest
Apply the 80/20
principle which is a key
principle in prioritization

115

116

58

THE 80:20 RULE 80/20 refers to the
phenomenon where
117 80% of the outputs is
brought about by 20%
of efforts

The remaining 20% of
the output can only be
achieved by putting in
80% effort

THE 80:20 RULE

Hence, by the 80/20 rule,
we have to learn to let
go of the nitty gritty

Forget the little details
that no one but you
notices

You can keep revising
something to perfection,
but that time is probably
better spent working on a
whole new task

118

59

THE 80:20 RULE

The key is to focus your
energy on producing
the 80% of every thing
you do = which is also
the 80% that matters
Draw a mental cut off
limit and let go of
everything that lies
outside of the limit

119

DELEGATE

If there are things
that can be better
done by others or
things that are not so
important, consider
delegating
This takes a load off
and you can focus on
the important tasks

120

60

BATCH SIMILAR TASKS
TOGETHER

For related work, batch them together. For
example, my work can be categorized into
these core groups:

writing (articles, my upcoming book)
coaching
workshop development
business development
administrative.

121

BATCH SIMILAR TASKS
TOGETHER

I batch all the related tasks together so there’s
synergy
If I need to make calls, I allocate a time slot to
make all my calls
It really streamlines the process

122

61

ELIMINATE YOUR TIME
WASTERS

What takes your time away your work? Facebook?
Twitter? Email checking?
Stop checking them so often
One thing you can do is make it hard to check them –
remove them from your browser quick links /
bookmarks and stuff them in a hard to access
bookmarks folder
Replace your browser bookmarks with important work-
related sites. While you’ll still check FB/Twitter no
doubt, you’ll find it’s a lower frequency than before.

123

CUT OFF WHEN YOU NEED TO

#1 reason why things overrun is because you
don’t cut off when you have to
Don’t be afraid to intercept in meetings or
draw a line to cut-off
Otherwise, there’s never going to be an end
and you’ll just eat into the time for later.

124

62

LEAVE BUFFER TIME
IN-BETWEEN

Don’t pack everything closely together
Leave a 5-10 minute buffer time in between
each tasks
This helps you wrap up the previous task and
start off on the next one

125

It's never too late to
start over. If you
weren't happy with
yesterday, try
something different
today. Don't stay
stuck. Do better.

126

63

PROCESS
THINKING

127

INPUT EVENT OUTPUT

128

64

1089

129

EVERY WORK IS A PROCESS

PROCESS 1 OUTPUT OUTPUT
SUPPLIER
INPUT INPUT
130
CUSTOMER CUSTOMER
PROCESS 2 PROCESS 3
SUPPLIER SUPPLIER

OUTPUT

65

THE COMMUNICATION PROCESS

SEND CHANNEL RECEIVE

SENDER RECEIVER

ENCODE DECODE

MESSAGE MESSAGE

DECODE ENCODE SENDER
SEND
RECEIVER

RECEIVE CHANNEL

FEEDBACK

131

INPUT EVENT OUTPUT

▪ MEANING ▪ INTERPRETATION ▪ MEANING
▪ Words
▪ Phrase ▪ Understanding ▪ Understanding
▪ Sentences
▪ Data ▪ Perception ▪ Intended action
▪ Information

132

66

SYSTEMS
THINKING

133

“Systems THE SOLAR SYSTEM
thinking” is 67
the process of
understanding
how things
influence
one another
within a
whole.

134

SYSTEMS THINKING

In nature systems
thinking examples
include ecosystems
in which various
elements such as air,
water, movement,
plant and animals
work together to
survive or perish.”

135

SYSTEMS THINKING

THE HUMAN BODY
▪ Nervous System
▪ Muscular System
▪ Circulatory System
▪ Digestive System
▪ Skeletal System
▪ Respiratory System
▪ Excretory System

136

68

SYSTEMS THINKING

THE CAR
▪ Fuel System
▪ Electrical System
▪ Braking System
▪ Transmission System
▪ Exhaust System
▪ Cooling System.....

137

SYSTEMS THINKING

“In organizations,
consist of

people, structures, and
processes that work
together to make an
organization healthy or
unhealthy.”

138

69

PEOPLE

4 COMPONENTS

PROCESS OF AN STRUCTURE
ORGANISATION

SYSTEM

139

THE ORGANISATION AND ME

EMPLOYER EMPLOYEE CUSTOMER

140 PRODUCT SERVICE

70

5 LEVELS OF COMMUNICATION/CHANGE/CONFLICT

SOCIETY
ORGANISATION

TEAM

INDIVIDUAL 4 INTER-TEAM
3 INTRA-TEAM
2 INTER-PERSONAL
1 INTRA-PERSONAL

141

5 LEVELS OF COMMUNICATION/CHANGE/CONFLICT

ORGANISATIONAL
LEVEL

TEAM
MEMBER

TEAM TEAM TEAM
MEMBER LEVEL MEMBER

TEAM TEAM 4 INTER-TEAM
LEADER MEMBER 3 INTRA-TEAM
2 INTER-PERSONAL
TEAM 1 INTRA-PERSONAL
MEMBER

TEAM TEAM
MEMBER MEMBER

142

71

5 LEVELS OF COMMUNICATION/CHANGE/CONFLICT

ORGANISATIONAL

LTEEVAMEL TEAM TEAM
MEMBER MEMBER
LEADER
7 TEAM TEAM
MEMBER

TEAM TEAM TEAM LEADER TEAM
LEADER LEVEL MEMBER 1 MEMBER

6 TEAM TEAM
MEMBER MEMBER
TEAM
LEADER BIG TEAM 4 INTER-TEAM
TEAM LEADER 3 INTRA-TEAM
5 LEADER 2 INTER-PERSONAL
2 1 INTRA-PERSONAL

TEAM TEAM
LEADER LEADER

4 3

143

144

72

145 145
146
Generally, people aren’t very
good at multi-tasking, because
it takes our brains time to
REFOCUS
It’s much better to finish off
one job before moving onto
another
If you do have to do lots of
different tasks, try to group
them together, and do similar
tasks consecutively

146

73

Don't think you can actually 147
do two things at once.

PRIORITIZE!

Immerse yourself in your
immediate task, but don't
forget what remains to be
done next

Depend on routines - and
compare new tasks with old
ones

Make schedules, not to-do
lists.

147

148

74

149 149
150
Prepare in advance
Schedule your time
Start early
Increase
productivity with
prime time
WORK SMARTER
and not harder

150

75

HOW IS PRODUCTIVITY MEASURED?

TOTAL
OUTPUT

TOTAL TOTAL
INPUT NUMBER OF

HOURS
WORKED

151

151

HOW CAN PRODUCTIVITY BE INCREASED?

1 OUTPUT PRODUCTIVITY

NO OF NO OF HOURS
PEOPLE WORKED

2 OUTPUT PRODUCTIVITY
3
NO OF NO OF HOURS PRODUCTIVITY
152 PEOPLE WORKED
152
NO OF OUTPUT
PEOPLE
NO OF HOURS
WORKED

76

PEMIKIRAN
KRITIS DAN
KREATIF

153

THINKING &
MINDSET

154

77

WHAT IS ▪ The process of using one's
THINKING? mind to consider or
reason about something
WHAT IS MINDSET?
▪ Using thought or rational
judgment

▪ Thinking is an active
process intimately
connected with language

155

“A way of thinking, a mental
inclination or disposition , or
a frame of mind”
Our mindset is our collection of
thoughts and beliefs that shape
our thought habits
And our thought habits affect how
we think, what we feel, and what
we do
It also makes up the mental attitude
that determines our
interpretations and responses to
events, circumstances and
situations.

156

78

WHAT IS MINDSET? ▪ A fixed mental attitude or disposition that
predetermines a person’s responses to and
interpretations of situations

▪ A mental inclination, tendency, or habit
▪ A person’s usual attitude or mental state is

his or her mindset
▪ A person’s way of thinking and their opinions
▪ An attitude, disposition, or mood
▪ The ideas and attitudes with which a person

approaches a situation, when these are seen
as being difficult to alter
▪ The established set of attitudes held by
someone

157

“MINDSET” A fixed mental attitude
or disposition that
predetermines a

person's responses to
and interpretations of

situations.

A way of
thinking or
general attitude
to things.

158

79

FIXED MINDSET GROWTH MINDSET

159

FIXED MINDSET GROWTH MINDSET

I believe that my I believe that my
character, personality, character, personality,
potential and intelligence and intelligence can be
are carved in stone and DEVELOPED. My true
determined at birth POTENTIAL is unknown.

DESIRE To look smart in every To push myself, take
situation and to prove to risks and constantly
EVALUATION myself again and again. I learn new things. I enjoy
OF SITUATIONS must never fail. a challenge.

“Will I succeed at it or “Will it allow me to
fail?” grow?”
“Will it make me look “Will it help me to
intelligent or stupid?” overcome challenges?”

160

80

ATTITUDE TO FIXED MINDSET GROWTH MINDSET
SETBACKS
“I’m a failure.” “I failed. I’ll LEARN from
ATTITUDE TO “I knew I’d fail, I’m an it and move on.”
CHALLENGES idiot.” “I’ll TRY HARDER next
time.”
EFFORT
I avoid challenges. I get I EMBRACE challenges
161 defensive and give up and persist when things
easily. get tough.

Why bother with effort? I believe that personal

It’s not going to change a growth and learning

thing. REQUIRE effort.

CRITICISM FIXED MINDSET GROWTH MINDSET

I ignore criticism. I do I try to LEARN from
things my way. criticism. “What can I do
to IMPROVE?”

THE SUCCESS I feel threatened by the I find LESSONS and
OF OTHERS successes of others. INSPIRATION in other
I they succeed, I fail. people’s successes.

RESULT... They plateau early and They achieve ever-higher
never reach their full levels of success.
162 potential.

81

“If the only
tool you have
is a hammer,
you tend to
see every
problem as a
nail.”

Abraham Maslow

163

164

82

ANALYTICAL
THINKING

165

WHY ANALYTICAL THINKING?

Analytical thinking skills are critical
in the work place because they help
you to gather information,
articulate, visualize and solve
complex problems
There will be many times where you
will be put on the spot to think
analytically and the right or wrong
answer could make a difference
with regard to your upward mobility
within the company

166

83

WHY ANALYTICAL ANALYTICAL THINKING is an
THINKING? acquired skill
It assesses a problem, breaks it
down to bite size pieces and tackles
it one piece at a time
Even before you analyse the problem,
question the premise
Avoid dichotomy mind-set
Question perceptions

167

WHAT IS ANALYTICAL
THINKING?

Analytical thinking is a critical
component of visual thinking that
gives one the ability to solve
problems quickly and effectively

It involves a methodical step-
by-step approach to thinking
that allows you to break down
complex problems into single and
manageable components

168

84

WHAT IS ANALYTICAL THINKING?

Analytical thinking involves the process of
gathering relevant information and
identifying key issues related to this
information
This type of thinking also requires you
to

compare sets of data from different sources
identify possible cause and effect patterns
draw appropriate conclusions from these data
sets in order to arrive at appropriate
solutions

169

1 : GATHER INFORMATION

Here you must gather all the necessary information
that will be required to help you solve your problems
You also need to recognize whether you need to obtain
more or higher quality information in order to collect
all the relevant data you will need to arrive at an
appropriate solution
Gathering information requires that you ask
appropriate questions of yourself and of others in
order to gain the necessary insights that will enable you
to make more effective decisions about the problems
you are facing
However, you also need to consider the relevance of
your sources and the means by which you will gather
this information

170

85

2 : IDENTIFY ISSUES AND PROBLEMS

When it comes to analytical thinking, it’s important to
develop your ability to recognize underlying issues or
problems based on

TRENDS
ASSOCIATIONS
CAUSE-EFFECT
RELATIONSHIPS

between datasets

171

3 : ORGANISE INFORMATION

Once all relevant information has been collected
successfully, you must now organize and
integrate all the pieces in a way that will
provide you with insights and ideas that can
be used to draw appropriate conclusions
This in turn will lay down the foundations for
potential solutions to the problem or
problems you are facing

172

86

ANALYTICAL THINKING

ANALYTICAL THINKING/PROBLEM
SOLVING – works systematically and
logically to resolve problems, identify
causation and anticipate unexpected
results
Manages issues by drawing on own
experience and knowledge and calls on
other resources as necessary

173

ANALYTICAL THINKING

undertakes complex tasks and
breaks them down into
manageable parts in a systematic
way
thinks of multiple possible
causes and anticipates
consequences of situations
thinks of possible alternatives
for a situation

174

87

ANALYTICAL THINKING

recognizes and reconciles data
discrepancies
identifies information needed
to effectively solve problems
weighs the pros and cons of
options and alternatives
systematically changes
variables to determine effects
on the whole

175

176

88

ANALYTICAL THINKING

PROBLEM SOLVING

177

PROBLEM
SOLVING

PROBLEM-SOLVING implies adaptability because it requires
someone to acknowledge a problem, identify potential

solutions and foresee their outcomes.
For example, a problem-solving accountant could figure out that your

company can still keep its current employees during an economic
recession by implementing a pay decrease across the board.

178

89

▪ A matter or situationWHAT IS A
regarded asPROBLEM?
unwelcome or
harmful and needing to
be dealt with and
overcome

179

WHAT IS A A perceived GAP between
PROBLEM? the existing state and a
desired state, or a
deviation from a norm,
standard, or status quo.

EXISTING DESIRED
STATE STATE

180

90

ACTUAL SITUATION The problem is
defined as any
A problem consists of the event or situation,
difference between an unforeseen,
actual situation and a unwanted in an
organization, a
desired situation. project, or a job
which needs to be
DESIRED SITUATION addressed and
resolved before it
becomes too
complex.

181

182

91

PROBLEMIf you are not part of
SOLVINGthe SOLUTION, you
must be part of the

PROBLEM!

183

▪ Although many problems
turn out to have several
solutions (the means to
close the gap or correct the
deviation), difficulties arise
where such means are
either not obvious or are not
immediately available.

184

92

6 STAGES 6
OF 5

PROBLEM 4
SOLVING
MAKING A
3 DECISION

1 2 IMPLEMEN- MONITORING
TATION AND SEEKING
PROBLEM STRUCTURING FEEDBACK
IDENTIFI- THE PROBLEM
CATION LOOKING FOR
POSSIBLE
SOLUTIONS

185

5Ws and 1H

186

93

BASIC QUESTIONS TO ASK IN
DEFINING THE PROBLEM

WHO? WHAT? WHERE?

• Who is causing the • What will happen if this • Where does this problem
problem? problem is not solved? occur?

• Who says this is a • What are the symptoms? • Where does this problem
problem? • What are the impacts? have an impact?
• Etc.
• Who are impacted by • Etc.
this problem? WHY?
HOW?
• Etc. • Why is this problem
occurring? • How should the process or
WHEN? system work?
• Why?
• When does this problem • Why? • How are people currently
occur? • Etc. handling the problem?

• When did this problem first • Etc.
start occurring?

• Etc.

187

5 WHY’S

PROBLEM : My car will not start

WHY? WHY? WHY? WHY? WHY?

The battery The alternator The alternator The alternator I have not
is dead is not belt belt was well been

functioning has broken beyond its maintaining
useful service my car
life and has
never been according to
the
replaced
recommended
service

schedule

SOLUTION : I will maintain my car according to the recommended
service schedule

188

94

GETTING TO THE ROOT OF THE PROBLEM

• Sometimes the thing we think is a problem is not the real
problem, so to get at the real problem, probing is necessary

• Root Cause Analysis is an effective method of probing
– it helps identify what, how, and why something happened

• Definition of root cause:

– Specific underlying cause
– Those that can reasonably be identified
– Those that management has control to fix

189

ROOT CAUSE ANALYSIS

ROOT CAUSE ANALYSIS is a term SYMPTOMS
that describes techniques and tools PROBLEM
used to uncover CAUSES of
problems.

The SYMPTOMS SYMPTOMS
are just the TIP of
the iceberg!

ROOT
CAUSES

190

95

UNDERSTANDING ROOT CAUSES SYMPTOMS
Result or outcome of the
191 problem
What you see as a
problem (Obvious)
Achy, weak, tired

THE PROBLEM
Gap from goal or standard
Fever

CAUSES
“The Roots” = system below
the surface, bringing about
the problem (Not Obvious)
INFECTION

EFFECT CAUSE CAUSE CAUSE CAUSE CAUSE

BANGAU WHY? WHY? WHY? WHY? WHY?
KURUS

IKAN tak mau RUMPUT KERBAU tak PERUT aku Makan NASI
timbul Panjang makan aku sakit MENTAH
sangat

MEMANG WHY? WHY? WHY? WHY?
MAKANAN
AKU! KATAK
panggil aku
ROOT ULAR nak HUJAN timpa KAYU API
CAUSE makan aku aku basah

192

96

NOT ENOUGH ACCIDENTS NARROW PEOPLE USE CARS CAR
ROADS ROADS
TO GO TO WORK BREAKDOWN

ROAD LACK OF PUBLIC
CONSTRUCTION TRANSPORT

RAINING WHY IS THERE TOO MANY
TRAFFIC CONGESTION PEOPLE
ROAD
CONSTRUCTION IN THE CITY? TOO MANY
CARS
TOO MANY LACK OF LONG- LAW AND SELFISH
CONSTRUCTIONS REGULATIONS DRIVERS EASY TO OWN
A CAR

TERM PLANNING

193

194

97

CAUSE CAUSE CAUSE EFFECT

PEOPLE INFRA- DEVELOPMENT
STRUCTURE

PROBLEM

GOVERN- ECONOMY WEATHER
MENT

195

USING FISHBONE PERFORMANCE SKILLS AND MOTIVATION
TECHNIQUE IN ROOT FEEDBACK KNOWLEDGE
STAFF
CAUSE ANALYSIS PERFORMING
UNNECESSARY
REPEAT LAB
TEST

JOB ENVIRONMENT ORGANIZATIONAL
EXPECTATION AND TOOLS SUPPORT

196

98

CRITICALCRITICAL
THINKINGTHINKING

197

▪ Critical thinking is the
analysis of available
facts, evidence,
observations and
arguments to form a
judgement.

198

99

CRITICAL ▪ Critical thinking is self-guided,
THINKING self-disciplined thinking which
attempts to reason at the
CRITICAL highest level of quality in a fair-
THINKING minded way

▪ People who think critically
consistently attempt to live
rationally, reasonably,
empathically.

199

▪ Critical thinking is self-guided,
self-disciplined thinking which
attempts to reason at the
highest level of quality in a fair-
minded way

▪ People who think critically
consistently attempt to live
rationally, reasonably,
empathically.

200

100