MBA Edge Postgraduate Studies

mbaedgeTM 1

POSTGRADUATE

PP17103/10/2011 (02804) 2012 Issue 8 May/June 2012 RM7.00

mbaedgeTM

Stud

iesMALAYSIA MENTALLITERACY MOVEMENT

Tun Dr Ling Liong Sik

THE MAKINGS OF AN INTELLECTUAL

Professor Dr Pua Eng Chong

Professor Dr Ooi Aun Chuan

Head of Depar tmentAgricultural & Food Science

POSTGRADUATE EXCELLENCE in the

sciencesConversation with Associate

Professor Dr Zainal Abidin Talid

Defining the MODERN CEO

DATO’ MICHAEL TIO PKT LOGISITICS GROUP SDN BHD

Reinventing the HotelHOTELIER EXTRAORDINAIRE

HANLEY CHEW, HOTEL INTEGRATIONS SDN BHD

2 mbaedgeTM

InTRODUCTIOnthe essence of the topic expresses the trend that in general most middle level management careerists move up the corporate ladder not as a result of the purely hard skills like technical know-how, academic qualifications, or amount of working experience but rather more as a result of exhibiting competency in applying soft skills like negotiating skills, conflict resolution, engaging employees, empathy in the workplace, etc. the mBa edge Business Competition 2011 hopes to engage current mBa Students from local institutions in small teams of 3 in a simple exercise of using the Web 2.0 medium to find out what people think are the top ten soft skills relevant to middle managers to effective move up the corporate ladder.

entry forms can be download from: www.pwn.com.my

OBJECTIVES OF THE COMPETITIONto promote mBa studies as the preferred •lifelong learning course for business, personal development, and career advancement to recognise and showcase talent of mBa •students To develop confidence in business writing •among mBa students to showcase the quality of the mBa •institutions in malaysia

THE TASKthe idea of this competition is to crowdsource from relevant parties for feedback on what they think are the top ten soft skills most critical for middle managers to possess to progress up the corporate ladder to Chief –level positions in big organisations.

Work in a team of 31. Creatively utilize Web 2.0 to get feedback to 2. address the topic of the competitionFeedback collected must consists of 3 main 3. lists:

ranking of top ten Soft Skillsa. respondent’s info:b.

age of respondenti. gender of respondentii. marital status of respondentiii. no of years working experienceiv.

answer 2 relevant questions set by the c. team

the data collected should be sorted and 4. analysedthe must be at least 60 feedbacks5. a conclusion should be derived from the data 6. collectedThe final form will be a Report with clear and 7. informative presentation of the data, analysis of the data, and conclusion of the studytotal word count: 1,500 words maximum8.

THE MBA EDGE™

BUSINESS COMPETITION 2011

(Season 2)

TOPIC:

What Are The Top 10 Soft Skills For Middle Managers To Move To C-Level?

CONGRATULATIONS

TO THE WINNERS!

Left ot Right: Mr Soon (CEO of CDC Management Development, Teoh Wei Yi, Nicholas Cheng Yi Yang, Lew Man Wai, Mr Steven Shim (MD of PWN)

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Stud

iesDefining theMODERN CEO

Dato’ Michael TioPKT Logistics Group Sdn Bhd

POSTGRADUATE

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A BIG THANK YOU FOR ALL THE SUPPORT!

These are my lessons along the way. For more information about the book please visit

www.bensonwong.com

To contact me please email: [email protected]

Available in eboo

k globally!

www.mphdigital.my (Malaysia)

www.mphonline.com (Malaysia)

www.lybrary.com (USA) www.angusrobertson.com (Australia)

www.booksonboard.com (USA)www.borders.co.au (Australia)

www.powells.com (USA)

www.bookdepository.co.uk (UK)

www.diesel-ebooks.com (USA)

mbaedgeTM 5

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Stud

iesThe Makings of an Intellectual

Prof. Dr. Pua Eng ChongDeputy Vice ChancellorSUNWAY UNIVERSITY

POSTGRADUATE

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Stud

iesPOSTGRADUATE

POSTGRADUATE EXCELLENCE IN ThE SCIENCES

Associate Professor Dr Zainal Abidin TalidUNIVERSITI PUTRA MALAYSIA

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powerful personal brand?” The

prizes include a make over and

one session of personality-style

test by professional image

consultant.

If you have any suggestions

on what you would like to see

in this magazine in relation to

postgraduate studies or have

any comments about our

current issues, please email us

at: penerbitwawasan@gmail.

com.

Happy reading!

CORPORATE

Managing Director: Steven Shim

Office Manager: Vicky Shim

Key Accounts Manager: Aniki Chen

Finance Manager: Bonnie Bang

EDITORIAL TEAM

Senior Editor: Janet Tay

Writers: Nurraihana, Mohd Amil

Contributors: Dr Hendry HS Ng, Francis

Ng, Peter A. C. Ooi, Abu Bakar Salleh,

Dr Slyvia, Lenny Chiah, Marshall

Goldsmith

Photographer Tang Weng Kit, Brandon

Leow

Graphic Designer: Tony Lam

PUBLISHER

Penerbit Wawasan Nusa (M) Sdn Bhd

(866716-P), Wisma Wawasan,

19-2 Jalan PJS 8/12, Dataran Mentari,

Bandar Sunway, 46150 Petaling Jaya,

Malaysia

Tel: 603-56301802, Fax: 603-6301803,

Email: [email protected],

[email protected]

Website: www.pwn.com.my

PRINTER

Intan Spektra Sdn Bhd

12 Jalan Vivekananda, 50470 Kuala

Lumpur

All rights reserved by MBA EdgeTM and its publisher. While every care has been taken, the publisher, writers, and editors will not be held liable for errors, inaccuracies or commissions. Unsolicited material is submitted at sender’s risk. Without limiting the rights under copyright reserved above, no part of this publication may be reproduced in any form without the prior written permission of copyright owner. The scanning, uploading and distribution of this magazine via the internet or any other means without the permission of publisher is illegal by law.

EDITOR’S NOTE

Marie Curie, the two-time

winner of the Nobel Prize

once said: “I am among those

who think that science has

great beauty. A scientist in

his laboratory is not only

a technician: he is also a

child placed before natural

phenomena which impress

him like a fairy tale.”

Our current issue focuses on

how science is imperative in

our society and the numerous

career options in this field. We

feature exclusive interviews

with Professor Dr Pua Eng

Chong, an expert in plant

cell and molecular biology,

plant morphogenesis in vitro,

fruit ripening, regulation of

ethylene and polyamnies,

ocidative stress in plants and

Professor Dr Ooi Aun Chuan

about agro-biodiversity and

agricultural science. Professor

Dr Zainal Abidin Talid also

talks to us about postgraduate

study in the Faculty of Science

at Universiti Putra Malaysia.

Professor Abu Bakar Salleh

writes about how enzyme

technology affects our lives

and Drs Francis Ng and

Peter A.C. Ooi discuss the

importance of biodiversity for

sustainable agriculture and

food security.

You might also notice our new

business segment to highlight

profiles of extraordinary people

– in this issue, we feature

Dato’ Michael Tio and discover

how a second generation

CEO transformed a trading

company into a logistic giant

with visionary leadership and

innovative ideas and speak

to Hanley Chew who gives

us insights into the behind-

the-scenes reality of being a

hotelier.

We are also happy to

announce the latest MBA

Edge business competition

on the theme “branding” –

“Personal branding is like your

fingerprint. It is unique to you.

But how does one create a

Janet Tay

mbaedgeTM 9

CONTENTSmba edgeTM & postgraduate studiesmay-june 2012

8

53

14

56

20

57

22

58

24

6130

6339

66

42

72

47

76

MALAYSIA MENTAL LITERACY MOVEMENT, TUN DR LING LIONG SIK, Council Chairman of Universiti Tunku Adbdul Rahman

THE MAKINGS OF AN INTELLECTUAL, Professor Dr Pua Eng Chong, Deputy Vice-Chancellor (Academic), SUNWAY UNIVERSITY

THE SCIENCE OF GENERALISATION IN qUALITATIVE RESEARCH, Dr Hendry HS Ng, Head, Victoria University MBA programme at Sunway College

THE POWER OF ATTRACTION & CONFIDENCE IS THE KEY TO SUCCESS. Interview with Evelyn Ch’ng of Emage Style Consultancy

INTERVIEW WITH PROFESSOR DR OOI AUN CHUAN, Head of Department, Agricultural & Food Science, Faculty of Science & Professorial Chair (Tan Sri Dato’ Philip Kuok Professorial Chair in Agricultural Science), UTAR

FOCUSING ON AGRO-BIODIVERSITY in UNIVERSITI TUNKU ABDUL RAHMAN by Francis Ng and Peter A. C. Ooi

POSTGRADUATE EXCELLENCE in the sciences. Conversation with Associate Professor Dr Zainal Abidin Talid, Universiti Putra Malaysia

ENZYME TECHNOLOGY: The basis for biotechnological development, by Abu Bakar Salleh, Professor of Biochemistry, UPM

BURKHOLDERIA PSEUDOMALLEI: The Unbeaten Old Foe, by Dr Slyvia (Biochemistry), KLIUC

UNIVERSITI TUNKU ABDUL RAHMAN (UTAR) HOSTS PIERS 2012, THE FIRST IN MALAYSIA

DORSETT REGENCY, KUALA LUMPUR’S ‘SINGING’ CHEF WINS HEARTS AT GLITTERING STARS OF KL HOTELS

THE GRADUATE CENTRE: A CENTRE DEDICATED TO LEARNING, SUNWAY UNIVERSITY

TOP GLOVE AND UTAR SIGN PACT FOR ENDOWED CHAIR

THE MBA EDGETM Business Competition Season 3

A SHARING SESSION with Sunway University Undergraduates, Topic: Personal Branding, by Lenny Chiah

DATO’ MICHAEL TIO, Defining the Modern CEO. How a Second Generation CEO Transformed a Trading Company into a Logistics Giant with Visionary Leadership and Innovative Ideas.

REINVENTING THE HOTEL, HOTELIER EXTRAORDINAIRE, An Exclusive Conversation with HANLEY CHEW

EXPANDING THE VALUE OF COACHING: Real Life Case Study, by MARSHALL GOLDSMITH

COVER STORY

PROFILE

BUSINESS SEGMENT

10 mbaedgeTM

COVER STORY

MALAYSIA MENTAL LITERACY MOVEMENT

TUN DR LING LIONG SIK Chairman of Malaysia Mental Literacy Movement

ME Cover Story : Malaysia Mental Literacy Movement

BACKGROUND

The Malaysia Mental

Literacy Movement

(MMLM) is the

brainchild of Tun Dr Ling

Liong Sik, who is also the

Council Chairman of Universiti

Tunku Abdul Rahman (UTAR).

It was officially registered

by the Registrar of Societies

under the Societies Act 1966

on 4 July 2006.

OBJECTIVES OF MMLM

The objectives of MMLM are

to introduce and promote

various techniques and

skills pertaining to the

improvement of mental

literacy among Malaysians.

In doing so, MMLM wishes

to contribute to the

development and upgrading

of human capital resources

which are necessary to face

the challenges of the new

millennium owing to the

increasingly globalised world

as envisaged by the Malaysian

government. Among the

activities MMLM organises

are workshops, seminars,

dialogues and competitions

to promote the development

of mental literacy such as

memory skills, thinking

skills and creativity among

Malaysians.

These mental literacy activities

provide opportunities for

individuals of every level

of society, be they young

students or retirees, to learn

ways to improve and sharpen

their minds.

These activities also

encourage integration

and unity among different

communities as they can be

participated by people from

all walks of life. Leveraging on

this advantage, it would be a

superb platform to propel the

nation to greater heights.

MMLM ACTIVITIES

• Seminars / Dialogues /

Workshops

All-round-the-year talks by

distinguished speakers on

matters relating to mental

literacy to create awareness

and develop thinking,

memory and creativity skills

among Malaysians of all ages.

• Mind Competitions

The Mind Competitions,

comprising Memory

Competition and Mind

Mapping Competition, are

organised as a prelude to the

Malaysia Festival of The Mind.

It is held on an annual basis

to continuously encourage

the development of memory

skills among Malaysians. The

competitions attract several

hundreds participants every

year.

• Malaysia Festival of The Mind

Together with Universiti

Tunku Abdul Rahman and

Kolej Tunku Abdul Rahman,

MMLM organises the Malaysia

Festival of The Mind with the

following event highlights:

(1) Exhibition to showcase

training programmes, training

coursewares, books, videos,

CDs, professional consultative

services and other mental

literacy related products.

(2) Talks by local and

international speakers on

Mind Creativity, Thinking

Skills, Personality Profiling,

Speed Reading, Mental

Jigsaw Puzzle, Mind Mapping,

Emotional Intelligence,

Intuitive Intelligence, Feng

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Cover Story : Malaysia Mental Literacy Movement ME

Shui and other memory

management tools.

(3) Memory skills

demonstrations such as

extensive visual memory and

speed and range reading.

(4) Workshops such as Mind

Mapping, Self-hypnosis,

Mind Games and other brain

exploration workshops.

(5) Mensa IQ Test and free

consultation (alongside

therapy) on mind-

related matters such as

stress, insomnia, fear, self

confidence, good habits and

controlled emotions.

BENEFITS OF MENTAL LITERACy

There are many benefits

that can be obtained from

increased mental literacy

including:

1. Higher level of creativity

2. Better organisation of

thoughts;

3. Enhanced concentration;

4. Effective assimilation of

information.

5. Greater insights into the

workings of your mind and

potential for mental growth

UpCOMING 8Th MALAySIA FESTIVAL OF ThE MIND

OBJECTIVES

1. To imprint on the

national consciousness the

importance of mental literacy,

i.e., intellectual resources

for the nation’s growth,

development and progress as

well as the pursuit of quality

life of all Malaysians.

2. To create awareness

about the human mind and

its unlimited potential and

12 mbaedgeTM

ME Cover Story : Malaysia Mental Literacy Movement

ways of tapping into and

developing one’s brainpower.

3. To introduce and to

promote various techniques

and skills pertaining to the

improvement of mental

literacy among Malaysians,

such as memory skill

creativity, thinking skill,

enhancing the right brain,

speed reading and creativity.

The Festival includes a

number of exciting talks,

demonstrations and

exhibitions to create

awareness regarding training

the brain and enhancing

mental literacy.

8th Festival of the Mind (Kuala Lumpur)

Date: 16 & 17 June 2012

Time: 10.00 am – 5.00 pm

Venue: Tunku Abdul Rahman

College, Jalan Genting Kelang,

Setapak, 53300 Kuala Lumpur.

8th Festival of the Mind (perak)

Date: 23 & 24 June 2012

Time: 10.00 am – 5.00 pm

Venue: Universiti Tunku Abdul

Rahman, Jalan Universiti,

Bandar Barat, 31900 Kampar,

Perak.

Free admission to the festival, talks and workshops.

“IF YOU DON’T USE IT YOU WILL LOSE IT”, TUN DR LING

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Cover Story : Malaysia Mental Literacy Movement ME

Q. Where did the idea of Mental Literacy come from?

One day, Tony Buzan was in town and wanted to

have breakfast with us. When we met, he started

to tell us about creativity and mind mapping.

When we are young, our creativity level may be

95%. When we are in our 30s, it will have dropped

to 20%. This is because we learn very quickly the

rules, restrictions, and boundaries of society. These

hamper creativity and we never unlearn them.

For example, when we were in school, we used blue

or black ink pens to write. Monotone ink. Slowly, we

too become monotonous, boring. We need colours

to brighten things up to make them interesting and

exciting for us to remember and learn. We need to

excite the brain. That became the genesis of the

MMLM.

Q. Who should be involved in the movement?

In my opinion, everyone should learn to improve

their mind and improve their creativity. We are

utilising perhaps 5% of the brain’s capacity. There

is tremendous potential to tap into the remaining

95%. Imagine what that can contribute towards

the country if everyone is utilising more of his or

her brain. Anyone as young as five years old and as

old as I am should take part in the Festival of the

Mind. It is free of charge and the events are open to

public. You will learn a lot of skills to improve your

mind. Exercise your mind because if you don’t use

it, you will lose it. There are techniques even the

very young can learn.

Q. you have been retired since 2003. how do you keep yourself occupied?

I exercise a lot. I enjoy playing tennis with my

grandchildren. I read. I have a large collection of

books. Whenever I see a book on a topic I like or

think I may have to talk about, I would buy it first. I

worry that when I really need the book, I wouldn’t

be able to find it.

Q. What is your vision for MMLM for the next 10 years?

I believe MMLM will grow. The brain is the most

important part of the body. If your brain is not

growing, not stimulated, or not in active use

benefiting yourself and society, what is the use

of having a brain? More and more people will be

interested to be a part of this movement. I invite

everyone to come to the Festival of the Mind. Come

and join us. There are many exciting things to see

and learn. ME

A PERSONAL CONVERSATION

WITh TUN DR LING LIONG SIK

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16 mbaedgeTM

PROFILE

Professor Pua’s areas of

expertise are in plant cell

and molecular biology,

plant morphogenesis in vitro,

fruit ripening, regulation of

ethylene and polyamines,

oxidative stress in plants.

One of his main research

interests focuses on the

mechanisms that regulate

plant morphogenesis in

vitro, with a special interest

in the role of ethylene and

polyamines. He was also

interested in the regulatory

mechanisms of fruit ripening

and senescence and explored

ways to extend the shelf life of

tropical fruits and vegetables

by metabolic engineering.

Q. how did you end up in Rockefeller University?

The story of how I came

to work at the Rockefeller

University (RU) started when

I worked as Post-doctoral

Fellow at the University of

Calgary, where I met Professor

Chris Tan, who was the

Director Designate of the

Institute of Cell and Molecular

Biology (IMCB), Singapore.

IMCB was the first research

institute in Singapore

affiliated to the National

University of Singapore (NUS).

Professor Tan invited me

to join IMCB, and I happily

accepted the invitation, as I

always wanted to return to

Malaysia. Because IMCB was

under construction at that

time, arrangement was made

for me to work in the Plant

Molecular Biology Laboratory

of RU in New York, which is a

world-renowned institution

for research and graduate

education in the biomedical

sciences, chemistry,

bioinformatics and physics.

Q. you did research in the Rockefeller University in the United States. What are some of the work you were involved in?

I arrived at RU in 1985.

Shortly after my arrival, I

quickly came to know that

there were several Nobel

ThE MAKINGS OF AN INTELLECTUALProfessor Dr Pua Eng Chong

Deputy Vice-Chancellor (Academic) SUNWAY UNIVERSITY

ME Profile : The Makings of an Intellectual

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Laureates working in the

university. The President of

RU at that time was Professor

Joshua Lederberg, who was

the Nobel Prize recipient

in Physiology or Medicine

in 1958. I was very excited

and proud to be part of

RU. At RU, I worked in a

team comprising a group

of scientists from different

countries. I was responsible

for one research project,

whose objective was to

establish a transgenic system

to produce genetically

transformed oilseed rape,

which is one of the most

important oilseed crops in the

world. The ability to produce

transgenic plants was

important, as it could be used

for genetic improvement

of plants by transferring

foreign genes responsible for

important traits using genetic

engineering. At that time,

there was fierce competition

among many laboratories

in different countries to set

up the transgenic system

for oilseed rape. However,

we were first succeeded

in producing transgenic

oilseed rape, and the research

findings were subsequently

published in a well-known

journal Nature Biotechnology.

Apart from working 16-18

hours daily in the lab at RU,

I always enjoyed attending

lectures and seminars

conducted at the Caspary

Auditorium, a blue-domed

neighbourhood landmark.

Many enlightening lectures

delivered by the Nobel

Laureates and foremost

scientists and thinkers in the

world were highly inspiring

and intellectual stimulating.

I also enjoyed very much the

happy hours in the evening

of every Friday at the Faculty

Club, with free beer and

sometime free food. This

was the important platform

for intellectual interactions

between staff and students

from all faculties in a relax

manner.

In 1986, I was awarded a

Rockefeller Foundation

Biotechnology Career

Fellowship. This Fellowship

allowed me to return to RU to

do research for three months

per year consecutively for

three years.

Q. you spent some time at the National University of Singapore. What did you do there?

I worked in NUS for 18 years

(1986-2004), which is the

longest stay in one country

over my 35 years living

outside Malaysia. Initially, I

worked as research scientist

at IMCB, investigating a

phenomenon in plants as to

why the body cells did not

behave as fertilized eggs, with

respect to the latter being

capable of differentiating and

developing into the whole

plants but not the former,

although both possessed

an identical genetic make-

up. After a few years of

investigation, my research

team discovered that the

ability of plant cells to give

rise to whole plants was

associated with ethylene,

which is a gaseous hormone

produced by the plant. This

became my main research

interest for the next 15 years,

aiming at understanding the

mechanism whereby plant

regeneration from body cells

is regulated by ethylene.

Apart from research, I was also

interested in teaching that

allowed me to have direct

communication and close

interactions with students.

This prompted me to make

request for transferring to

the former Department of

Botany, NUS, and I joined

the Department in 1992. The

Department of Botany was

later merged with the former

Department of Zoology to

form the Department of

Biological Sciences, where

I worked until 2004 before

moving back to Malaysia.

During my tenure at NUS, I

taught subjects in economic

botany, plant biotechnology,

plant molecular biology, and

molecular biology of plant

stress to both undergraduate,

ranging from the first-

year to Honours-year, and

postgraduate (MSc and PhD)

students.

While my teaching load was

heavy, I also engaged in

research actively. I set up the

Laboratory of Plant Genetic

Engineering and a research

team comprising Post-

doctoral Fellows, PhD and

MSc students, and Honours

and undergraduate research

students. The vigorous

research activity led to the

productive research output

in terms of publication in

international peer-reviewed

journals and international

conferences.

The outcome of my research

work led to the invitation to

serve as keynote or plenary

speaker in the conferences.

I was also invited to deliver

public lectures in Singapore

and research seminars

in several universities

and research institutions,

including Peking University,

Chinese Academy of Science,

Academia Sinica from Taiwan,

Indian Institute of Science,

University of Hong Kong, and

University of Malaya. I also

served as Editor-in-Chief of an

international peer-reviewed

journal, In Vitro Cellular and

Developmental Biology-

Plants, for the period of

2003-2006.

Since I was a university

student, I have always wanted

to author books that could be

used for university teaching

and research. This prompted

me to submit my first book

proposal in 1992 to Springer,

a well-known publisher in

Germany for university books

and research journals, but the

proposal was declined. The

outcome was disappointing

but I was not deterred. After

10 years, the proposal was

revised extensively and

re-submitted to Springer in

2002. Finally, the proposal

was accepted and Springer

agreed to serve as publisher

for the book. After two

years of hard work, my first

book entitled “Brassica” was

published in 2004.

At NUS, I supervised 9 PhD

and 7 MSc students, who

had completed their study.

Currently, these former

students worked as university

professors, research scientists,

lecturers, managing director,

“Coming back to Malaysia was the most important decision in my life”.

Profile : The Makings of an Intellectual ME

18 mbaedgeTM

and biology teachers in

Singapore, USA and China.

Q. What made you decide to come back to Malaysia?

In fact, I had already decided

to return to Malaysia at

the time when I left the

country in 1969. The main

reasons were to take care

of my parents and to make

contributions to my country,

where I had received early

part of my education. After

living abroad (Taiwan, UK,

Canada, USA and Singapore)

for 35 years, I still feel strongly

that no place in the world is

better than home.

In order to come home,

I joined NUS in 1986. As

Singapore is near to Malaysia,

I thought it would be easier

for me to take care of my

mother living in Sekinchan

and also easier to get a job

in Malaysia. During my stay

in Singapore, I managed

to visit my mother at least

three times a year, but I did

not realise it would be 18

years before I was offered

an academic position at the

Monash University Sunway

Campus (MUSC) in 2004.

Nevertheless, I am very

grateful to Monash University

for giving me the opportunity

to return home and to make

contributions to Malaysia.

Q. having worked in the United States, Singapore and now in Malaysia what do you find different and similar in these countries as far as your work is involved?

There is a striking difference

about my role in the

academic institutions

before and after I returned

to Malaysia. As a research

scientist in Canada (University

of Calgary), USA (RU) and early

part of my work in Singapore

(NUS), my main aim was

to establish the scientific

identity through vigorous

research and publication.

Although I later became the

faculty member in the former

Department of Botany and

Department of Biological

Sciences in NUS, with heavy

teaching load, major efforts

were still devoted to research,

as part of my long-term goal

to establish the scientific

identity. The research life

was tough with tremendous

pressure. In order to succeed,

I needed to work long hours

and very often scarificing

weekend and public holidays.

These could not have been

possible without strong

support and understanding

from my wife and the family.

In 2004, I resigned from NUS

and returned to Malaysia in

June to resume duty as an

inaugurated Head of the

School of Art and Sciences

at MUSC. My main aims

were to develop the Art

and Science disciplines and

the School, and to build an

environment conducive for

research. Because I had little

management experience

prior to joining MUSC,

managing the staff and

students from two distinctive

disciplines in a new School

became a major challenge

for me. After working for four

years, with strong support

from the staff and former Pro

Vice-Chancellor, Professor

Merilyn Liddell, both

disciplines developed well

and expanded considerably.

As a result, the former School

of Art and Sciences were

separated to form the new

• Born and educated in Sekinchan up to the secondary

school level, and later received high school education

in Klang

• 1969: left Malaysia for university education in Taiwan

• 1974: BSc, National Taiwan University, Taiwan

• 1979: MSc, McGill University, Canada

• 1983: PhD, McGill University, Canada

• 1983-1985: Post-doctoral Fellow, University of

Calgary, Alberta, Canada.

• 1985-1986: Research Associate, Rockefeller University,

New York, USA

• 1986-2004: Research Scientist, Senior Lecturer,

Associate Professor, National University of Singapore,

Singapore

• 2004-2008: Head of School of Art and Sciences,

Monash University Sunway Campus, Malaysia

• 2009-2011: Principal cum CEO, New Era College,

Malaysia

• 2012-present: Deputy Vice-Chancellor, Sunway

University, Malaysia


mbaedgeTM 19

School of Science and School

Art and Social Science in 2008.

Because of my overwhelming

administrative and

management responsibilities,

I did not manage to do

research, but I volunteered to

deliver some lectures in plant

biotechnology and other

subjects in undergraduate

teaching. At MUSC, I had

edited three books entitled

Transgenic Crops IV, V and

VI in a Biotechnology in

Agriculture and Forestry

series, published by Springer

in 2007. These books have

been used as reference for

plant biotechnology-related

research.

I left MUSC at the end of

2008 to take up an offer for

the position of Principal cum

CEO of the New Era College

(NEC) located at Kajang. This

college has been funded by

the Chinese community since

its inception in 1998. As a

member of the community,

I joined NEC with the main

aim at elevating the academic

profile of NEC, leading

to upgrading NEC to the

university college status.

However, I experienced a

turbulent start for the first

few months at NEC. This was

caused by the carry-over

fall-out from bitter disputes

in 2008 between the former

NEC administration and the

Board of Directors from Dong

Jiao Zong Higher Learning

Centre Bhd Ltd, which has the

ownership of NEC. The fall-

out clearly affected negatively

teaching and learning of staff

and students. It also caused a

sharp decline in new student

intake. As the situation was

critical, it prompted me to

conduct many rounds of

dialogues with the staff and

students, and meeting with

the Chinese community

across the country. After a

few months of hard work,

NEC gradually regained

its excellent campus for

teaching and learning, with

strong support from the staff,

students and the community.

The stable working

environment had facilitated

preparation of NEC for

upgrading. With dedication

and strong commitment of

the staff, NEC had applied

to the Ministry of Higher

Education for upgrading in

July 2010. As my aims in NEC

were fulfilled, I left NEC at the

end of 2011.

Q. In terms of biotechnology, what do you see as the development in the field in the next 5 to 10 years as far as Malaysia is concern?

To project the future

development of Malaysia

biotechnology, we need

to understand the current

status of biotechnology in

this country. Malaysia became

serious about biotechnology

only in 2005. In 2005, the

government has put in place

the biotechnology-friendly

policies and incentives by

introducing the National

Biotechnology Policy (NBP),

under which Malaysia

Biotechnology Corporation

was formed. NBP aims at

making biotechnology as

a key driver of economic

growth and spearhead the

country’s effort in moving into

a knowledge-based economy.

The government has pursued

biotechnology development

vigorously for the past few

years. This is evidenced from

the ambitious plan to develop

a 72-acre biotechnology park

in Iskandar, Johor, where it can

house a cluster of research

centres and biotechnology-

related companies and

manufacturers. The

drive has generated

positive results. In 2009,

biotechnology was reported

to contribute 2.2% to the

national Gross Domestic

Product (GDP). In addition,

Malaysia Biotechnology

Corporation has facilitated

the development of 207

BioNexus-status companies in

Malaysia since 2005, with the

total approved investment

of RM 2.1 billion. Recently,

an Indian biotechnology

giant that has a 33-year

history in biopharmaceutical

manufacturing, Biocon Ltd,

has planned to set up a

RM500 million plant located

at Iskandar. The plant is

expected to offer 600 jobs

and will be in operation in

2014.

Malaysia can provide

opportunities for global

participation and robust

development in the

biotechnology sector,

because the costs of doing

business here are relatively

lower. In addition, the

political & financial system in

Malaysia is stable, and we also

have a dynamic physical and

human capital infrastructure.

These factors, together with

strong support from the

government and attractive

incentives, biotechnology

development in Malaysia for

the next 5-10 years will be

optimistic.

Q. Would it be impossible for Malaysia to make a mark as the best place for biotech R&D? What does it take to reach that level?

Biotechnology is a fast-

growing and highly

competitive industry.

Although Malaysia possesses

a good potential for

biotechnology development,

as mentioned earlier,

whether it can become a

competitive hub or centre for

biotechnology R&D in future

depends on several factors.

Like China and Singapore,

to sustain the growth of

biotechnology industry,

consistent and friendly

policies and strong financial

support and investment

from the government are

important. It is also crucial

to develop highly-qualified

manpower and infrastructure

Although my life has changed quite drastically compared to those years living overseas, I am very happy to be able to make contributions to higher education in Malaysia. More importantly, I was able to spend more time with my mother until she passed away last year at the age of 95.


20 mbaedgeTM

related to biotechnology.

The development in Chinese

biotechnology may be used

as a model or reference for

the future development of

Malaysia biotechnology.

China is emerging rapidly,

aiming at becoming the

major global player in the

biotechnology industry,

although the industry has

been dominated by USA

and Europe for decades.

To date, biotechnology has

become a strategic pillar

industry in China. The Chinese

government has planned

to invest two trillion yuan

($308.5 billion) in science and

technology development for

the period of five years (2011-

2015), with biotechnology as

a top priority. The investment

is expected to generate one

million jobs, and making

China the 3rd largest

pharmaceutical market in the

world, after USA and Japan.

Q. Do you still spend significant time on research? What are your areas of interest now?

I did not manage to do

research after returning to

Malaysia. This is due mainly to

the change in my portfolio in

the institutions, where I play

a role in senior management.

However, I remain keen on

publishing books related to

biotechnology, which can

be used as references for

research. In addition to the

books mentioned earlier, my

latest books entitled Plant Developmental Biology – Biotechnological Perspectives vol. I & II were published in

2010 by Springer.

My main focus now is on

higher education in Malaysia,

although I very much hope to

publish a few biotechnology

books if time permits. I

became interested in the

development of higher

education in Malaysia after

coming back to Malaysia. To

date, there are 500 higher

learning institutions (HLIs)

in Malaysia. As Malaysia

has a population of 28

million, the number of

HLIs is too high. This has a

constrain of resources, and

overlapping or duplication

of the programmes among

HLIs. As a result, the quality

of higher education may

suffer due to the thinning

effect of resources in terms

of funds, students and

lecturers. Likewise, the three

community-funded colleges

(NEC, Southern College and

Han Chiang College) also

encounter similar constraints.

“It has been well recognised that

biotechnology is a powerful tool that

offers solutions to food scarcity, energy deficit, environmental damage,

medical need and industrial pollution”.


mbaedgeTM 21

I have been calling, through

the press, for consolidation

of funds and resources by

merging the three colleges to

form a new university.

Q. As the deputy vice-chancellor of Sunway University, what are the university’s aspirations for the next three years?

In my view, Sun-U’s

aspirations for the next three

years are to be recognised

as one the best institutions

for higher learning in

Malaysia, and making

valuable contributions to

the community and society.

To realise that aspirations,

major efforts need to be

made to recruit high-calibre

dedicated academicians and

experts to elevate the quality

of teaching and learning and

research. Furthermore, it is

equally important to diversify

collaborations with academic

institutions internationally,

especially those from China

and Taiwan.

China has been emerging

rapidly and is now the second

largest economy in the world.

Malaysia is aware of emerging

China and its possible impact

on the country. In order to

strengthen our relationship

with China, Malaysia and

China signed a Mutual

Recognition Agreement

on Higher Education last

year, followed by the

recent announcement that

Malaysia has recognized 146

Chinese universities. This

development may also lead

to the recognition of degrees

from Taiwan universities by

Malaysia in near future.

The partnerships with China

and Taiwan universities

can lead to a wide range

of academic collaborations

with Sun-U, including the

exchange of academic staff

and students, joint research

projects and supervision

of postgraduate students,

exchange of scholarly

materials and information,

and development of double-

degree courses. Furthermore,

the collaborations may also

help training graduates to be

proficient in both English and

Chinese languages, thereby

raising the competitiveness

and employability of Sun-U

graduates. Producing

graduates proficient in both

languages will contribute

to the effort of Malaysia to

attract investment from

China.

Q. What is your advice for students who are interested to pursue advanced courses and research in biotechnology?

Professor Chen-Ning Yang,

the Nobel Laureate in

Physics, delivered a public

lecture in Malaysia a few

years ago, stated that the

21st Century is the Century

of Biotechnology. It has

been well recognised that

biotechnology is a powerful

tool that offers solutions to

food scarcity, energy deficit,

environmental damage,

medical need and industrial

pollution. Like China, Malaysia

is an agricultural country and

is rich in natural resources,

offering great opportunities

for biotechnology

development. It is hoped that

more Malaysian students can

opt for biotechnology to help

the country building up the

critical mass for driving the

development in this industry.

“In my view, Sun-U’s aspirations for the next three years are to be recognized as one the best institutions for higher learning in Malaysia, and making valuable contributions to the community and society”.


22 mbaedgeTM

To date, the top 50

universities in the world with

best biotechnology research

are located in USA, UK, France

and Canada. For those who

are keen to pursue advanced

study in biotechnology can

select the best university of

their choice using the website

http://worldranking.blogspot.com/2008/12/world-top-50-biotech-universities.html as

reference.

Biotechnology is a discipline

with intensive research. After

completing the PhD degree,

it is advisable to work for

few years as a post-doctoral

fellow or research scientist

in reputable institutions

Having defined a research topic and decided on a list of

hypotheses/propositions, a researcher is then busy with collecting information from research subjects to affirm or refute the hypotheses/propositions. An instance of a research subject is the young Malaysian entrepreneurs who are sourcing their first business fund from families (Ng , Muthu & Teh 2012). Subsequently, the results drawn are supposed to be representative of the whole population of young entrepreneurs in Malaysia.

But do the result and conclusion of a case hold true for other cases? This is the question of generalisability of empirical findings, and the topic of our discussion. By ‘empirical findings’ we mean that the findings from an inquiry that is grounded in

the world of experience and are evidence-based.

Sampling logics are often used to draw a statistically representative sample in order to obtain a certain generalisability from a population that is too large to research as a whole. However, it is not always possible to achieve a good statistical representation because the population may be heterogeneous, and not all data (e.g., customer satisfaction and quality of service) are quantifiable. When sampling is in doubt, any generalisation is likely to be a guessing game.

A question pertinent to our topic is whether the same results from multiple cases in a qualitative research are generalisable to the whole population of the research subjects. For lack of space,

The science of generalisation in qualitative

researchDr hendry hS Ng

or biotechnology industry

to gain academic and/or

industrial experience before

returning to Malaysia.

Coming back to Malaysia

was the most important

decision in my life. Although

my life has changed quite

drastically compared to

those years living overseas, I

am very happy to be able to

make contributions to higher

education in Malaysia. More

importantly, I was able to

spend more time with my

mother until she passed away

last year at the age of 95. ME


mbaedgeTM 23

a qualitative research is defined here as “a form of systematic empirical inquiry into meaning” (Shank 2002, p.5). A qualitative researcher tries to understand how research subjects make sense of their experience. It is typically an experimental research designed to seek answers to the ‘why’, not ‘how’ of a phenomenon through the analysis of semi or unstructured information in order to reveal a subjects’ range of behaviour and the perceptions that drive it. For example, a researcher asks a young entrepreneur about his experience of soliciting business funds from the family.

The research subjects, in the example of young Malaysian entrepreneurs, need not consist of a representative sample of a population. In fact, the experimentation

may be replicated with other subjects so as to affirm or to falsify certain propositions drawn from prior theory/theories belonging to past researchers. Instead of generalisation from a statistical representative sample to a population, Yin (1984) suggests a replication logic to achieve certain generalisation from one case to other cases. More precisely, it is a theoretical generalisation through replication of cases. A prior theory from past research is the vehicle for theoretical generation to other cases. A saturation point is reached (refer to Figure 1) when no new finding contradicts the earlier findings.

Other researchers have extended Yin’s theoretical generalisation model. Smaling (2003) interprets Yin’s model to be

Figure 1 – Theoretical generalisation

Figure 2 Qualitative research based on analogous generalisation

Dr Hendry HS Ng, Head, Victoria University MBA programme at Sunway College may be contacted at [email protected]

embedded with analogical generalization based on analogous reasoning. In other words, a researcher will purposefully look for cases that are expected to give the same research results. These analogous cases are supposed to affirm some analogical argumentations explicitly stated in the form of propositions drawn from prior theory/ theories, as illustrated in Figure 2.

In summary, statistical generalisation favoured by most quantitative researchers does not have to be the only form of generalisation for all situations. Theoretical generation using a replication logic of cases is increasingly used by qualitative researchers. In particular, analytical generalisation based on good analogical reasoning is more suitable when similar research

findings are expected from

multiple cases. ME

References

Ng, H.S., Muthu, K. & Teh, Y.Y. (2012) “Factors influencing the sourcing of family funds by young Malaysian entrepreneurs” MBA Edge, Jan/Feb. no.6.

Shank, G. (2002) Qualitative Research: a personal skills approach. New Jersey: Merril Prentice Hall.

Smaling, A. (2003) “Inductive, analogical, and communicative generalisation”, International Journal of Qualitative Methods, vol. 2 no. 1.

Yin, R.K. (1984) Case study research: Design and methods. London: Sage.

Article : The Science of Generalisation in Qualitative Research ME

24 mbaedgeTM

Evelyn Ch’ng, AICI

FLC is the founder

and principal image

consultant of Emage Style

Consultancy & Emage

Grooming Boutique, the

author of The Power of Charm and a highly dynamic

speaker and trainer. She has

worked with top international

corporates like Zurich,

Samsung, Amway, Herbal Life,

SAP, Ricoh and transformed

more than 20,000 executives

and entrepreneurs through

her seminars and workshops

all over Malaysia, Singapore,

China and Taiwan. She is also

the face for NTV7’s Women’s

Zone 2011, columnist for Qijie & Backstage magazine and

has been contributed to Sin

Chew Daily, Nanyang Siang

Pau, Red Tomato, Citta Bella,

Her World, Cleo and many

other media. Before venturing

into image consulting, Evelyn

was a fashion editor, stylist,

TV commercial producer,

scriptwriter and has been

working globally to equip

herself with a sense of

branding and media skills.

Evelyn strongly believes that

“The Power of attraction

& confidence is the key to

success” and her mission is

“To empower every being to

find their love and live their

dreams!”

www.emagestyle.com, www.facebook.com/Emagestyle

Q. Why is a personal or professional image important?

Because it represents your

branding, the quality of the

products or services that you

are marketing. Imagine that

you are the brand, what kind

of message you project will

affect people’s perceptions

about your product.

Q. Is there such a thing as

one best image?

There is no just one best

image that you should

project but how to make it

consistent or distinctive. For

example the fashion designer

Anna Sui has always had her

bob and Tan Sri Lim Kok Wing

is famous for his black attire.

Q. Image can be deceiving when it is not backed by substance. how do we avoid this?

Yes, that’s true, when we

train and coach my client on

image branding, we look into

three areas: ABC, which stands

for Appearance, Behaviour &

Communication. You need to

know how to carry yourself

inside out, how to bring out

your best in order to have the

appropriate image branding.

I would also look into the

entire MEPS (mentality,

emotion, physical & spiritual)

to enhance and upgrade

one’s image.

Q. how does one begin to change one’s image?

We have a system to train

people to know themselves.

We have a holistic system,

the 5 C’s methodology for

Personal Branding Coaching

where we look into the areas

of Clarity goal settings, refine

their winning Character,

bring out their Charisma,

Communicate effectively

and presenting with Civility,

which is my combination of

image and branding to help

you to reach your target and

enhance your total branding!

For the physical side, we

use the SEASONAL COLOUR

SYSTEM to help client find

their energy colour to dress,

how to dress according

to their personality and

profession by providing a

PERSONALITY STYLE TEST

ThE POWER OF ATTRACTION &

CONFIDENCE IS ThE KEY TO SUCCESS

Inter view with Evelyn Ch’ng Emage Style Consultancy

www.emagestyle.com

ME Interview : The Power of Attraction & Confidence is the Key to Success

mbaedgeTM 25

and how to find the right cut

by checking their BODYLINE

ANALYSIS. It’s all about

knowing yourself and making

it a system for you to manage

your image in the long term,

so you won’t waste your

money and time buying the

wrong stuff.

Q. you provide image consultancy. What does that entail?

We provide corporate

training in the topic of Power

Image Branding, Business

& Social Etiquette, How to

brand your front liner or

Customer Service Training

etc, depending on the clients’

needs.

For the public, we offer a

two-day Brand New You

image workshop (for ladies)

or Professional Presence

Management (for men) every

month. Within two days, we

can help them transform

themselves by doing all the

abovementioned Seasonal

Colour test, Personality

Style and Bodyline Test and

self-evaluation on their self-

esteem and how to bring

out their characters as well.

We want the participants

to understand beauty is

from inside out and how

to maintain that for the

long term. For the second

day, we even have a make-

up and hairstyling section

and shopping exercises to

execute your transformation

process. For the men,

we provide NLP (neuro-

linguistic programming)

techniques to boost up your

charm and enhance your

communication skills by an

experienced NLP coach and

image consultant.

If you don’t have time to

participate in a workshop,

you can engage us for

Personal Coaching which

guarantees your changes as

we coach through a period of

at least three months.

Q. Who should consider such services?

People who are in the line

of sales and marketing,

entrepreneurs, CEOs,

investment planners, network

marketers, professionals and

speakers who want to be

leaders in their market should

consider this essential.

Q. Who are some of your clients?

I have corporate clients

like Zurich, ING, CIMB,

Amway, Herbal Life, Ricoh,

P&G, Watson, Eu Yan Sang,

McDonalds’s and many

others. For personal clients,

I do have some Dato’ and

Datin clients or professional

speakers like Carol Yip (Author

of Money & You), CIMB award

winner Fiona Tahir, Heidrun

(German Interior Colour

Coach), Datin Kuan Chu Ling,

agency managers like Fredrick

Wong, Sau Pheng (Allianz),

celebrities such as Lee Xin Jie,

Christy Chung (Hong Kong),

Zhao Wei( China), Amber

Chia, Elaine Daly, Jojo Struys,

Rachel Tan and many others.

Q. Image consultants are mostly women. Why is that so? Are there male consultants as well?

Yes, there are male image

consultants, and they are

more common in the US. I

will also be training one male

consultant this May. There are

just a few in Malaysia as there

might be a wrong perception

that this industry is for

women only.

Q. What about a career as an image consultant? What are the requirements? What are the prospects?

It’s a very exciting and

interesting career as you get

to inspire, transform and

empower people. If you

have the desire and passion,

you just need to get the

certification of Train The

Trainer (how to become an

image consultant) from an

established image consultant

in the region to acquire the

knowledge. We have trained

over five batches of image

consultants since 2009 and

some of them have already

started their own training

or work with us as our

associate consultant. Your

past experience and your

passion in fashion, beauty and

training are equally important

too.

Q. What is your advice to graduates entering the image consultancy field?

You can take this as a tool to

enhance your credibility or

presentation skills. You can

choose to go into the HR

or training department of a

corporation once you acquire

the image consulting skill

as almost all corporations

need this area of soft skill

training. Once you obtained

the certification in this field,

you have to give a lot of free

talks and training to gain

experience as your own

case studies and sharing

are powerful and important

to influence others. So my

advice is to learn from a

master who really knows

how to run this business,

get mentorship from her

after graduation and it will

accelerate your success!! ME

Interview : The Power of Attraction & Confidence is the Key to Success ME

26 mbaedgeTM

Dr Peter Aun-Chuan Ooi has a PhD from Universiti Malaya,

Kuala Lumpur (1988). He was the Regional Director of the Asian Regional Center AVRDC-The World Vegetable Center, based in Bangkok (2006-2009). With 12.5 years working for the Plant Protection Division of the Department of Agriculture, MoA, Malaysia, he honed his skills and knowledge of tropical ecology. This is consolidated in his nine years working for CAB International as Scientist-in-charge in Malaysia. Using his vast experience in research, he has focused on bringing science

to resource poor farmers. This is evident in his 11.5 years working for the Food and Agriculture Organization (FAO) of the United Nations where he enhanced his commitment to participatory farmer education. He has helped farmers empower themselves to become research partners thereby becoming more self-reliant to face arising problems. Dr Ooi has contributed a total of 225 publications, including three books on insects. In 2010, he co-edited the book entitled IPM in Vegetables: Enhancing its implementation in rice-based cropping systems.

Dr Ooi was an adjunct

lecturer at the Asian Institute of Technology for five years (2005-2009) while based in Bangkok and was responsible for Integrated Pest Management (IPM) for MSc and PhD students. In 2011, he was an adjunct professor at the National Institute of Education of Nanyang Technological University, Singapore and currently holds the Professorial Chair for agricultural science at the Universiti Tunku Abdul Rahman (UTAR).

Professor Peter talks to MBA Edge Postgraduate Studies about his field.

Q. What is Integrated Oil palm production?

A process whereby palm oil factory and plantation can become more efficient in both processing the palm oil as well as grow healthy palms, contributing to sustainable agriculture and profits.

Q. What is agro-biodiversity? Why should UTAR focus on this?

Agro-biodiversity is the sub-set of Biodiversity that is associated with agriculture. In the narrow sense, agro-biodiversity covers crop plants and livestock, but in a broad sense it also covers

Professor Dr Ooi Aun ChuanhEAD OF DEPARTMENTAGRICULTURAL & FOOD SCIENCEFacult y of Science & Professorial Chair (Tan Sri Dato’ Philip Kuok Professorial Chair in Agricultural Science), UTAR

ME Interview : Professor Dr Ooi Aun Chuan

mbaedgeTM 27

the pollinators of crop plants, the weeds that compete with crops, the organisms that affect crops and livestock as pests and diseases, the organism that help to control those pests and diseases and the organisms that maintain soil fertility and water quality.

To be relevant, UTAR has to focus on developing and sharing knowledge of agro-biodiversity for sustainable agriculture and food security.

Q. What are the downsides of using chemical pesticides?

Very often, outbreaks of insect pests result from the

use of chemical pesticides.

Q. What is the role of education in advancing agriculture in the world?

A knowledgeable work force will ensure profitability and enhancement of food security in Malaysia as well as protect the health of consumers in the country.

Q. What evidence is there of pesticide resistance in agricultural pests?

The most conspicuous evidence of pesticide resistance is in the diamondback moth on

cabbages. This is the first agricultural pest in the world to become resistant to chemical pesticides and very often farmers in Cameron Highlands had to resort to use a mixture of more than five chemical pesticides with concentrations up to 10 times the recommended rates for each of the chemical used.

Q. What are career prospects in agriculture?

There is a big gap for agriculturists by the various agriculture industries as the country as the need for safe and healthy food soars. This can be observed in the

drive for organic food in supermarkets.

Q. What steps need to be taken to encourage more people to study agricultural science?

To encourage more people to study agricultural science, there is a need to educate new generations of problem solvers that will address the needs of the growing population in terms of food and health. The old understanding of agriculture must give way to a better understanding of the ecology

of our land. ME

“The most conspicuous evidence of pesticide resistance is in the diamondback moth on cabbages. Farmers in Cameron Highlands had to resort to use a mixture of more than five chemical pesticides with concentrations up to 10 times the recommended rates for each chemical used.”

Interview : Professor Dr Ooi Aun Chuan ME

28 mbaedgeTM

mbaedgeTM 29

30 mbaedgeTM

Studied MBA at Universiti Tunku Abdul Rahman

Year graduated: 2011

Occupation: Relationship Manager

Relationship manager of TA Investment Management Berhad. Responsible for the regional sales distribution activities in central for IUTA channel. My department and I are linked to TAIM’s funds’ key fund managers to receive and disseminate all investment information relating to how TAIM’s funds are managed.

Q. What do you consider the best takeaway value from your MBA?

Be simple in everything! Before I took up the MBA programme, I was an engineering guy who saw everything in a complicated way. After having been through all the processes in MBA, I finally realised that the essence of the programme

required one to think differently and be simple in one’s actions! Be it in my career and relationship, the MBA does help me realise a lot of things!

Q. What is your advice to prospective MBA students to prepare them for the MBA?

First of all, you have made the right choice! However, please prepare yourself mentally and physically. This is because the MBA programme requires you to have strong stamina in meeting deadlines and high EQ to cope with the stress.

Q. Where do you see yourself in five years?

As a business owner.

Q. What is your motto in life?

“Everything should be made as simple as possible, but not simpler.” – Albert Einsten.

Studied at: Universiti Tunku Abdul Rahman


Email: [email protected]

Name of postgraduate programme: Master of Science

Occupation: Sales & Marketing Executive

Implement strategies and take part in promoting medical devices to hospitals.

Q. What do you consider the best takeaway value from your postgraduate programme?

I developed myself as a better person, with better management skills (time and resources) and trained myself to be more disciplined, self-motivated and responsible.

Q. What is your advice to prospective postgraduate students to prepare them for this programme?

Interest and commitment are important in conducting research, so get well prepared for it!


I see myself a better person in next five years and will be devoting my time and effort to build my career.


The outcome of a work is directly proportional to a person’s effort and commitment to excellence. The right thoughts and right efforts will always bring you the right results.

Gan Guan Joo Leong Mui Lan

ME Profile : Postgraduate Students

mbaedgeTM 31

32 mbaedgeTM

Biodiversity is the collective term for all life forms on earth,

from microscopic bacteria to large timber trees and giant animals. Agro-biodiversity is the sub-set of biodiversity that is associated with agriculture. In a narrow sense, agro-biodiversity covers crop plants and livestock, but in a broad sense, it also covers the pollinators of crop plants, the weeds that compete with crops, the organisms that affect crops and livestock as pests and diseases, the organism that help to control those pests and diseases, and the organisms that maintain soil fertility and water quality. Knowledge of biodiversity is important for sustainable agriculture and food security.

Introduction

The huge variety of species, ranging from microscopic bacteria to large timber trees and giant animals and the almost infinite variety of

individuals that make up each species is collectively referred to as bio-diversity. Malaysia is one among the top dozen countries in the world for wealth of biodiversity. About 145 years ago, Alfred Russel Wallace confirmed this wealth of biodiversity (Wallace, 1869).

Agriculture began about 10,000 years ago when humans began to farm various species of plants and animals. The starting point may have been accidental, perhaps with discarded seeds that germinated in the rubbish dumps created by hunting and gathering nomads. Rubbish dumps may have been the first farms. The development of farming systems has continued throughout human history, with new species co-opted from the wild from time to time in response to new or expanding human needs. The domestication of rubber began about 100 years ago in response to the growth of the

motorcar industry. Captive farming of fish is still an ongoing process involving an increasing number of species. Timber that used to be harvested from natural forests is now increasingly coming from timber farms.

Nature also provides immense diversity in individual variation and such variation has been exploited through selection and cloning of superior individuals. Good examples are the selection and cloning of D24, “Musang King” and other genotypes from the huge amount of individual variation found in durians. The doubling and quadrupling of yields in rubber was due to selection and multiplication of high yielding clones. Improvement in yields of oil palm had been made possible by controlled crosses between selected individual palms.

The first insight into the rich

agro-biodiversity in Malaysia was perhaps by Wood (1968) and further explained in the Memoirs of the Ecological Society of Australia (Wood, 1973). The work on the causes of outbreaks of oil palm bagworms stands today as a lesson about how to enhance sustainable agriculture taking cognizance of the rich agro-biodiversity in Malaysia. Indeed, the work of Wood in oil palm has helped Malaysia to become a leading producer of palm oil in the world.

The issue of outbreaks of rice pests, particularly the brown planthopper (BPH), is another example of a man-made crisis in Malaysia (Ooi, 2010). This paper offers evidence that an understanding of the rich agro-biodiversity in Malaysia should be the starting point for all agriculture students as education provides an opportunity for the young minds to understand the nature of

FOCUSING ON AGRO-BIODIVERSITY in UNIVERSITI TUNKU ABDUL RAhMAN

by Francis Ng and Peter A. C. Ooi

ME Article : Focusing on Agro-biodiversity

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sustainable agriculture. It is not surprising that a big focus of the agriculture course in Universiti Tunku Abdul Rahman (UTAR) is on an understanding of agro-biodiversity, starting in the first year followed by efforts to bring a better understanding of how advances made in the field of chemistry, biotechnology and molecular science can work together with agro-biodiversity to bring about sustainable agriculture in Malaysia.

Agro-biodiversity for Sustainable Agriculture

Agro-biodiversity is the subset of biodiversity that covers crop plants and livestock. In its broadest sense, it also covers all the organisms that affect agricultural production (Collete et al., 2011), including the pollinators of plants, the weeds that compete with crops, the organisms that affect crops and livestock as pests and diseases, the organisms that help to control those pests and diseases and the organisms that maintain soil fertility and water quality.

Another way to look at this subject is that offered by Shand (1997) that suggests that agro-biodiversity refers to the part of the biodiversity that feeds and nurtures people. Shand (1997) also concluded that it would be impossible to separate agro-biodiversity from human cultures that lead to sustainable agriculture.

Until recently in the tropics, forests were seemingly indestructible. Human activities such as farming and timber extraction did not permanently damage the forests, and the forests would reclaim any land that had been abandoned. Similarly, the rivers and oceans were

bountiful without apparent limits. Hence biodiversity was taken for granted.

However, since the end of World War II, human activities have expanded to the extent that human actions have overtaken natural forces in shaping the surface of planet earth and all that live on it. On the geological time scale, we have entered a new epoch – the anthropocene – and have collectively become responsible for the future of biodiversity on earth.

Our knowledge of biodiversity is still in a state of flux and various systems have been proposed during the past 50 years for the classification of biodiversity at its most basic level, of Kingdoms. In Whittaker’s system of 1969 (Whittaker, 1969), biodiversity is divided into five Kingdoms, as follows:

• Monera: mainly bacteria

• Protista: mainly protozoa

• Plantae: green plants

• Fungi: mushrooms and related organisms

• Animalia: animals

Each of these Kingdoms makes their own impacts on the environment and on food security.

Food Safety and Security

Many of the big upheavals in history can be traced to crises in food and agriculture. Famous examples include the collapse of the Roman Empire, the Irish potato famine, the French and Russian revolutions and the rise and fall of Chinese dynasties (Fraser and Rimas, 2010). Social unrest was caused by a breakdown of food production and distribution. Typically, food production declined due to loss of soil fertility,

temperatures getting warmer or cooler by several degrees or changes the quantity and timing of rainfall. Diseases have also wiped out crops.

Famine was a periodic event until recent times when food production capacity was multiplied several fold through genetic improvement of crops and livestock, greater mechanization, greater use of fertilizers and pesticides, and the diversion of rivers for irrigation. In the past 50 years, fewer and fewer people have been needed to produce food for the world. As a result, by the year 2000, the number of people living in urban areas had begun to exceed those living in rural areas in almost every country. Globally, populations have been rising steeply, yet food has been plentiful. This has produced a sense of security. For two generations, there has not been a famine in Asia and people do not expect famines to recur.

However, food is highly perishable, and reserves cannot be stored for long, so if harvests fail simultaneously

in a few key areas, the effects could be catastrophic worldwide. The chances of this happening on a large scale are increasing with changes in the climate.

On a lower scale of danger, people are increasingly concerned over the use of pesticides and other substances in farming that leave toxic residues in food and water.

At an immediate level, the agricultural sector in Malaysia is almost fully dependent on immigrant workers. Only the managers and technical officers are local. The estate sector is finding it difficult to recruit competent graduates for managerial and technical posts. At the same time, independent farmers are ageing and few young people are willing to take up farming.

Agriculture of the future

The management of agriculture and food security is ultimately the management of risk and the ideal preparation for the management of risk is to train people with the knowledge

Article : Focusing on Agro-biodiversity ME

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and skills to respond quickly and effectively. Malaysian agriculture has been shaped by researchers who were able to use biodiversity successfully at critical times.

This has involved species replacement, e.g., the replacement of coffee by rubber and rubber by oil palm, the replacement of crop varieties developed through breeding as in the case of rice and by the selection and cloning of superior individuals as in the case of clonal rubber and clonal durians. For oil palm, the solution to pollination problems was found in the introduction of pollinating weevils from Africa. All these solutions to problems were solved by using the biodiversity resources of the world. The agriculturists of the future must understand biodiversity in order to use it effectively. We cannot foretell the future, but with knowledge of biodiversity in our tool kit, we are better equipped to respond to new challenges. Biodiversity itself needs to be protected, otherwise our range of options will be progressively

restricted. ME

References

Collette, L., Hodgkin, T, Kassam, A., Kenmore, P., Lipper, L., Nolte, C. Stamoulis, K. and Steduto, P. 2011. Save and Grow. (A policymaker’s guide to the sustainable intensification of smallholder crop production) Food and Agriculture Organization (FAO), Rome 102 pp.

Fraser, E. D. G. and Rimas, A. 2010. Empires of Food Feast, Famine and the Rise and Fall of Civilizations. First published in 2010 in UK by Random House, Paper back by Arrow Books in 2011.302 pp.

Ooi, P. A. C. 2010. Rice Plant Hopper Outbreaks: A man-made plague? PANAP Rice Sheets 12 pp. Pesticide Action Network Asia and Pacific, Penang.

Shand, H. 1997. Human Nature: Agricultural Biodiversity and Farm-based Food Security. Rural Advancement Foundation International (RAFI), Ottawa 94 pp.

Wallace, A. R. 1869. The Malay Archipelago (The land of the orang-utan and the bird of paradise. A narrative of the travel with studies of man and nature) First published by MacMillan & Co., UK in 1869 and subsequently reprinted in 1983 by Graham Brash (Pte) Ltd, Singapore 515 pp.

Whittaker, R.H. 1969. New concepts of kingdoms or organizms. Evolutionary relations are better represented by new classifications than by the traditional two kingdoms. Science 163: 150–160

Wood, B. J. 1968. Pests of oil palms in Malaysia and their control. Incorporated Society of Planters, Kuala Lumpur.

Wood, B. J. 1973. Integrated Control: a critical assessment of case histories in developing economies. In: Geier, P. W.; Clark, L. R.; Anderson, D. J.; Nix, H. A. (eds) Insects: studies in population management. Memoirs of the Ecological Society of Australia 1: 196-229

Dr Francis Sp Ng is a graduate of the University of Tasmania (BSc Hons) and University of Oxford (DPhil). He is now Consulting Editor of the Journal of Tropical Forest Science and Advisor to the Malaysian Ministry of Tourism on Parks and Gardens. He developed the Secret Garden of I Utama and the Rainforest in the Mall for the 1 Utama City Corporation. Dr Ng has authored 160 papers and six books including the Manual of Tropical Fruits Seeds and Seedlings, Tropical Horticulture and Gardening, and 100 Years of Tropical Forestry Research—The Story of the Forest Research Institute Malaysia. In 1998 he was elected Fellow of the Academy of Sciences Malaysia. In 2009 he received the international David Fulbright Medal for Botanical Exploration, in Miami, USA.

Dr peter Aun-Chuan Ooi has a PhD from Universiti Malaya, Kuala Lumpur (1988). He was the Regional Director of the Asian Regional Center AVRDC-The World Vegetable Center, based in Bangkok (2006-2009). Dr Ooi has contributed a total of 225 publications, including three books on insects. In 2010, he co-edited the book entitled IPM in Vegetables: Enhancing its implementation in rice-based cropping systems. He was an adjunct lecturer at the Asian Institute of Technology for five years (2005-2009) while based in Bangkok and was responsible for Integrated Pest Management (IPM) for MSc and PhD students. In 2011, he was an adjunct professor at the National Institute of Education of Nanyang Technological University, Singapore and currently holds the Professorial Chair for agricultural science at the UTAR.

ME Article : Focusing on Agro-biodiversity

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Stud

iesPOSTGRADUATEMALAYSIA’S PREMIER POSTGRADUATE GUIDE

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Studied MBA at: Universiti Tunku Abdul Rahman


Occupation: Banker

From year 2009 to March 2012, I was in the field of Customer Relationship Management i.e., identifying customers’ needs based on historical banking behaviour and transactions to offer the most suitable product and/or services to the right customer at the right time via the right channel. This is an interesting and the most popular subject in the industry. I found myself falling in love with it.

Due to personal reasons, I am now in the bank’s sales team, in particular promoting Unit Trust to the right customers.


For a person with a non-business background and a fresh graduate without work experience like me, the MBA has equipped me with the fundamental business knowledge and skills that I needed to start my journey in the industry.

Q. What is your advice to prospective MBA student to prepare them for the MBA?

For fresh graduates, especially those who are not from business backgrounds, to be mentally prepared to take up the challenge as MBA is not as easy as ABC; for those with work experience, be prepared to enjoy the interesting classes and find opportunities to widen your network and probably increase business opportunities.


I see myself in a senior position, having more responsibilities, coaching other employees and managing people to achieve the bank’s goal.


No pain, no gain. I strongly believe that there’s no such thing as a free lunch, efforts will be paid off!

Studied MBA at: Universiti Tunku Abdul Rahman


Occupation: Purchasing Officer

• To manage and control the vendors by monitoring their quality,delivery, and service

• To negotiate with vendor to get the best price from vendor for the existing product or new product.

• To ensure supplier delivers and supplies on time to avoid production line stop and affect production efficiency.


To practise the business philosophy and theory in a social environment. I also expanded my network to cooperate with different people from different levels of society. I was also able to improve my knowledge by exploring global views and mindsets.

Q. What is your advice to prospective MBA student to prepare them for the MBA?

To prepare for the MBA, you must clearly define the target you wish to achieve from the course. You can only motivate yourself to overcome challenges with proper objectives. A good learning is also important.


I foresee things to be more challenging in the next five years. I believe the MBA will increase my competitiveness and prepare me for the future.


Always be prepared.

Wan Jing Ying Chew Yih Lam


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University: Kuala Lumpur Infrastructure University College (KLIUC)

Occupation: Programmer


Job Description:

i. Define and analyse user requirements.

ii. Design workable and effective system processing methods.

iii. Develop applications based on system designs.

iv. Implement system at user’s place.

v. Provide system support such as conducting training for end users.

vi. Produce documentation for the developed application.

vii. Enhance existing application.

viii. Responsible for developing Windows-based applications.

ix. Involved in developing pavement management system.

x. Involved in processing

survey data.

xi. Involved in report preparation.

Why made you want to pursue postgraduate studies?

I realised that something was still lacking in my life and it’s never too late to learn something new. Learning is a continuous process in life and it will never end. Thus, I decided to obtain my MBA in order to achieve the following objectives:

i. To acquire further qualification and deepen my knowledge.

ii. To move to the next level from where I am now.

iii. To acquire skills which lead to a strategic work in business world.

iv. To obtain a competitive advantage as to prepare for a bright and successful future.

v. To prepare myself as an applicant for a PhD programme.

What inspires you?

To be an idol for my child.

Lee Sze Fang Logesvari Saniasy

University: Kuala Lumpur Infrastructure University College (KLIUC)

Occupation: Account Executive, KLIUC


Brief Job Description: Involved in bursary unit activities/tasks

Q. Why made you want to study for an MBA?

I believe MBA is one of those courses that will help us move ahead in our careers. Since I started attending MBA lectures, I’ve learnt many new ideas from the lecturers and my course mates. Having an MBA is not a criterion to succeed in life but what’s important is the will and strength to achieve your goals.

The MBA course serves as a form of personal development for an individual. To be frank, completing MBA will be one of the challenges in my life, as I am pursuing it part-time and it’s new for me to try to

balance my work with my studies. I have always wanted to pursue higher education and my parents always say, “there is no age limit for education”.

Q. What inspires you?

My parents are my inspiration. They have sacrificed a lot for us.


“Honesty is the first chapter of the book of wisdom. ~Thomas Jefferson”


mbaedgeTM 41

Zainal Abidin Talib was awarded a Bachelors of Science in Physics

from Southern Illinois University in 1982. He was offered the young lecturer scheme from Universiti Pertanian Malaysia and was offered to do his Masters and a PhD. He graduated with his Masters’ degree in Physics in 1984 and PhD in Molecular Science specialising in Gaseous Electronic and Mass Spectrometry in 1991 at Southern Illinois University.

He came back and started life as a lecturer at UPM in 1991. He was appointed the Head of Physics Department in 2002 and Deputy Dean of Academic in 2006. He went on sabbatical the following year and was reappointed as the Head of Department upon the completion of

his sabbatical and was later appointed the Deputy Dean (Development and Finance) in February 2009, Deputy Dean (Research and Postgraduate Studies) in 2010 and later Dean of Faculty of Science in October, 2011. He was awarded the “Anugerah Khidmat Cemerlang” in 1999 and 2004, and Fellowship Naib Canselor 2008 (Pengajaran). His services are not only limited to the faculty but also to other government agencies and several non-profit organisations. He serves as the Chief Examiner, examination paper assessor and a member of the Curriculum Review Committee for Malaysian Higher School Certificate Examination for physics. He is a life member of the Malaysian Solid State Science

and Technology Society and has been the treasurer since 2004 and the technical editor for Journal of Solid State Science and Technology. He is also a member of Sigma Pi Sigma, a society for Honours Physics Students in USA.

Q. What make the Faculty of Science strong?

It is one of the best groups of people here with 26 professors, 21 associate professors and 45 senior lecturers. The human factor is important. We have quality professors and students, very highly educated and highly motivated. Our CDPA is over 3.0.

UPM’s research output contribution is considerable and done very well. The faculty plays a major role in maintaining the RU status in

Conversations : Professor Dr Zainal Abidin Talid ME

POSTGRADUATE EXCELLENCE IN ThE SCIENCESConversation with Associate Professor Dr Zainal Abidin TalidUNIVERSITI PUTRA MALAYSIA

42 mbaedgeTM

terms of research output. The faculty spends a considerable amount on equipments and tools necessary to conduct research and to enable high-quality research.

Q. how do you attract high calibre scholars and professors to UpM?

The key is to provide a conducive environment for academicians to thrive in. We give them space and academic freedom to excel.

Q. how does a postgraduate student find a suitable supervisor?

In terms of procedure, the

student must know what he/she wants to do. Then look at our website to find out whether the faculty is offering the subject areas he/she is interested in. Then identify the professors involved in these areas and contact the professors directly for further exploration and subsequently fill in the form from our website with the specific professor as the supervisor.

The other way is to specify in detail the subject areas and topic and the university will assign a suitable professor. Once approved, the appointment letter will be issued within a month.

Q. Are there any scholarships or grants for postgraduate study?

As a research university, we have extra grants. We use this grant to create a Graduate Research Fellow. GRF issues grants for Masters and PhD students who qualify for the normal duration of the programme. There is also the MyPHD and MyMaster grant under the MoHE. Postgraduate study requires grants to conduct research, to cover cost of consumables used in experiments and to cover the cost of attending conferences.

“The key is to provide a conducive environment

for academicians to thrive in. We give them space

and academic freedom to excel”.

ME Conversations : Professor Dr Zainal Abidin Talid

mbaedgeTM 43

Q. What are the English language and Bahasa Malaysia language requirements for postgraduate students?

For local undergraduates, we do not stipulate a minimum requirement. For international students from non-English speaking countries, we require an ELTS of 6.0 or TOEFL of 5.50. We strongly encourage students to write their thesis in English.

Q. What is the average duration of postgraduate degrees?

For Masters level, the average is four semesters. For doctorate level, the average is eight semesters.

Q. how do you monitor the progress of postgraduate students?

Internet Graduate Information

System (IGINS) is a robust system to monitor the students’ progress reports submitted every semester and the interactions between the supervisors and their students. Both students and lecturers use this portal actively. An evaluation process is in place to assess progress. Assignment and endorsement of courses by supervisors and discussions are carried out within the IGINS between supervisors and students.

Q. Do students work alone or in a community?

Students are supervised individually. In our weekly meetings, the supervisors engage a group of students and require them to share findings and problems. This allows for cross sharing of ideas and brainstorming for solutions. This is a good

combination of working alone and working in a group.

Q. What are some popular areas in science at postgraduate level?

We offer postgraduate courses in mathematics, biology, chemistry and physics. Our popular enrolment is in chemistry because chemistry is a very broad subject that permeates all facets of our daily lives including biochemistry, pharmacology, cosmetics,

and many other areas. ME

Conversations : Professor Dr Zainal Abidin Talid ME

“Postgraduate study requires grants to conduct research, to cover cost of consumables used in experiments and to cover the cost of attending conferences”.

44 mbaedgeTM

Biotechnology is the utilization of bioprocesses to obtain

useful products or services. When we say bioprocesses, inevitably we are talking about enzymes. Be in fermentation or molecular biology, the objective is to enhance catalytic activity or metabolic reactions, as such we cannot ignore the fact that ultimately we have to study and understand how an enzyme functions, and subsequently apply and control its reaction to acquire the product in demand.

Search for Enzymes

Enzymes are the most remarkable molecules because of their catalytic power and their extraordinary specificity. Our focus has been on reactions that produced oil based, added value products through enzymatic processing. Enzymes related to oleochemical processing have been acquired via natural screening from the environment. In our laboratory, a number of proteases and lipases have been isolated. The enzymes were purified and characterized to assess its

ability to withstand varied reaction conditions and a variety of reactions. We have isolated enzymes that can withstand high temperature and we have found enzymes that are tolerant to organic solvents (Salleh, et al., 2006)

Enhancement of enzyme yield

Enzyme production can be optimised and scaled up (Ebrahimpour, 2008). In addition, molecular biology approaches can be adopted to further enhance enzyme production. A number of enzyme genes has been isolated and cloned, and expressed with enhanced yield. For example, Leow, et al. (2004) has succesfully cloned an expressed lipase gene from Geobacillus sp. Strain T1 whereas Baharum, et al. (2010) and Ebrahimpour, et al. (2011) obtained similar achievement with lipase from Pseudomonas aeroginosa S5 and Geobacillus sp. Strain ARM respectively. Proteases, notably from Bacillus stearothermopilus F1, and Pseudomonas aeroginosa strain 115b have been cloned and expressed (Zhibiao et al. 2003, Rahman, et al. 2007). Lately, we have been looking

at yeasts as the host for enzyme production (Oslan, et al. 2012)

Designing enzymes

Interestingly, it may be possible to design enzyme for specific purposes. Initially we have derivitised enzymes by attaching them to insoluble matrices, a process referred to as enzyme immobilization (Salleh, et al. 1991., Zaidan, et al. 2011). Through immobilization, enzyme was found to be more stable and of greater interest as immobilised enzymes can be recycled, an important criterion for commercial application. Later on, we modified proteins by chemically attaching hydrophobic groups onto specific amino acids (Salleh, et al. 2002; Cheong, et al. 2011). The modified enzymes became more soluble and tolerant to organic solvents and exhibited higher esterification activities.

However, through bioinformatics and molecular biology we can identify specific domains and amino acids that determine the structural conformation and stability, and more importantly catalytic activity

and specificity. Through molecular modeling we have been able to simulate the structure of a number of lipases and proteases either by comparative (homology) modeling, fold recognition or ab-initio prediction. Based on structural studies, it would be possible to engineer a specific mutant that produces a protein with specific characteristics. Some of these proteins have been crystallized and the structure validated through X-ray crystallography (Khusaini, et al. 2011) Molecular modeling via molecular dynamic simulation facilitates identification of binding/ active sites and critical points on the protein structure. By selecting and substituting specific amino acids, the structure of these macromolecules maybe altered through rational design. Improved characteristics of the proteins, such as enhanced stability, altered specificity and activity may be developed (Ruslan, et al. 2011)

high value added products

Green chemistry is a requirement for future

ENZYME TEChNOLOGY The basis for biotechnological

developmentDATO’ ABU BAKAR SALLEh

Professor of Biochemistr yFacult y of Biotechnology & Biomolecular Sciences

UNIVERSITI PUTRA MALAYSIA

A model of lipase from Geobacillus zalihae Strain T1, the first protein crystallized in Malaysia and recrystallised under microgravity during the flight of the first Malaysian in space

ME Article : Enzyme Technology

mbaedgeTM 45

processing. Using enzymes and natural bioresources in processing would certainly fit into the environmental-friendly agenda. Palm-based wax esters can be synthesized enzymatically. Wax esters are important in cosmetic industry. Wax esters can also be formulated as highly effective cleansers, and moisturizers for skin and hair, and with the right component be turned into superior lubricants for machines and engines. Wax esters functionalized with hydroxyl group show interesting surface active properties and can be used as plasticizers and chemical intermediates. Amino acid esters can also be enzymatically synthesized with antimicrobial that has surface active, biocompatible surfactant properties, which is useful in application requiring biological contact. Meanwhile kojic acid, primarily used as skin lightener, is a starting material for a few important drugs. Kojic acid can be enzymatically esterified to attain greater hydrophobicity that is a required property in

the formulation of cosmetic, pharmaceutical and certain food products. Use of enzyme in chiral resolution, is of course, essential, especially in the development of drugs, agrochemicals, flaorus and fragrances. We have utilized lipases to separate racemic mixtures through direct esterification. Enzymtic synthesis of these value-added esters was expounded by Basri, et al. (2005).

The future for enzyme technology is limitless. Call it enzyme design, or metabolic engineering, the scope for discovery and innovation is potentially immeasurable. To follow up the green agenda, we develop cell factories, we coin system biology and we preposition synthetic biology. But ultimately, we know it boils down to understanding how enzyme functions and

controlling its reaction. ME

References

Baharum, S. N., Rahman, R. N. Z. R. A., Basri, M. and. Salleh, A. B (2010). Chaperone-dependent gene expression of organic solvent-tolerant lipase from Pseudomonas aeruginosa strain S5. Process Biochemistry 45 (3), pp. 346-354

Basri, M., Soo, E. L. and Salleh, A. B. (2005) Specialty Esters: Alternative Green Synthesis process, UPM Press, Serdang

Ebrahimpour, A., Rahman, R. N. Z. R. A., Ch’ng, H. E., Basri, M. and Salleh, A. B. (2008) A modeling study by response surface methodology and artificial neural network on culture parameters optimization for thermostable lipase production from a newly isolated thermophilic bacterium, Geobacillus stearothermophilus strain ARM. BMC Biotechnology 8:96

Ebrahimpour, A., Rahman, R. N. Z., Basri, M. and Salleh, A. B., (2011) High level expression and characterization of a novel thermostable, organic solvent tolerant, 1,3-regioselective lipase from Geobacillus sp. Strain ARM, Bioresource Technology 102, 6972–6981

Cheong, K.W., Leow, T.C., Rahman, R.N.Z.R.A., Basri, M., Rahman,M.B.A.,Salleh,A.B.(2011)Reductive Alkylation Causes the Formation of a Molten Globule-Like Intermediate Structure in Geobacillus zalihae strain T1 Thermostable Lipase, Applied Biochemistry and Biotechnology 164 (3), 362-375

Khusaini, M.S., Rahman, R.N.Z.R.A., Mohamad Ali, M.S., Leow, T.C., Basri, M., Salleh, A.B. (2011) Crystallization and preliminary X-ray crystallographic analysis of a thermostable organic solvent-tolerant lipase from Bacillus sp. strain 42 Acta Crystallographica Section F: Structural Biology and Crystallization Communications, 67 (3), 401 – 403

Leow, T. C., Rahman, R. N. Z. A., Razak, C. N. A., Basri, M. and Salleh, A. B. (2004) High level expression of thermostable lipase from Geobacillus sp. Strain T1. Bioscience, Biotechnology, and Biochemistry, 68(1), 96-103

Oslan, S. N., Salleh,A.B., Rahman, R.N.Z.R.A., Basri, M.,and Adam Leow T. C. (2012) Locally isolated yeasts from Malaysia: Identification, phylogenetic study and 1 characterization, Acta Biochimica Polinica (in press)

Rahman, R. N. Z. R. A., Muhamad, S., Salleh, A. B., and Basri, M. (2007). A New Organic Solvent Tolerant Protease from Bacillus pumilus 115b. Journal of Industrial Microbiology and Biotechnology. 34: 509–517

Ruslan, R., Rahman, R.N.Z.R.A., Thean Chor Leow, Mohamad Ali , M. S., Basri, M., and Salleh, A. B. (2012) Improvement of Thermal Stability via Outer-Loop Ion Pair Interaction of Mutated T1 Lipase from Geobacillus zalihae Strain T1, International Journal of Molecular Sciences, 13(1), 943-960

Salleh, A.B., W.M.Z. Wan Yunus, K. Ampon, C.N.A. Razak and M. Basri (1991). Lipase immobilised onto Amberlite XAD-7 for hydrolysis of oil. Asean Journal of Science Technology for Development , 8(2), 87-93.

Salleh, A. B., Basri, M., M. Taib, Jasmani, H., Rahman, R. N. Z. A., Rahman, M. B. A. and Razak C. N. A. (2002) Modified enzymes for reactions in organic solvents. Applied Biochemistry & Biotechnology 102-103, 349-357

Salleh, A. B., Rahman, R. N. Z. anjd Basri, M. (2006) New lipases and Proteases, Nova Science Publisher, Inc. New York,

Zaidan, U.H., Rahman, M.B.A., Othman, S.S., Basri, M., Abdulmalek, E., Rahman, R.N.Z.R.A., Salleh, A.B.(2011) Kinetic behaviour of free lipase and mica-based immobilized lipase catalyzing the synthesis of sugar esters, Bioscience, Biotechnology and Biochemistry 75 (8), pp. 1446-1450

Zhibiao Fu, Hamid, S. A., Razak, C. N. A. Basri, M., A. B., Abd. Rahman, R. N. Z, (2003) Secretory expression in Escherichia coli and single step purification of a heat-stable alkaline protease. Protein Expression & Purification, 28, 63 - 68

“We cannot ignore the fact that ultimately we have to study and understand how an enzyme functions and subsequently apply and control its reaction to acquire the product in demand”.

Article : Enzyme Technology ME

Dato’ Abu Bakar Salleh

46 mbaedgeTM

Chang Sui Kiat Mustapha Umar Imam

PhD Student

University: Universiti Putra Malaysia


In my line of work, I use molecular diagnostic techniques to study the effects of dietary components and functional foods on health promotion and disease prevention (Nutrigenomics). Specifically, I study Nutrigenomics of a special variety of rice called germinated brown rice (GBR) on type 2 diabetes, trying to determine its effects as opposed to the more commonly consumed white rice (WR) on the disease. Since WR is now linked to development and worsening of type 2 diabetes, it is imperative for rice eating populations of Asia and Africa to get healthier alternatives in order to curb the rising incidence of the disease. This is an issue I have passionately been trying to address with my research.

Why made you want to pursue postgraduate studies?

My deeply ingrained interest in postgraduate studies on molecular medicine was conceived right from early medical school days when I was exposed to the stark reality of the interplay between diseases and their molecular basis. This, coupled with my zeal for research studies, inspired me to pursue broader concepts related to applications of molecular medicine. Then, I became greatly enthralled to further my study in an area that will have the most impact on human health (Molecular medicine).

What inspires you?

I take my inspiration from Islam for being a complete guide for all aspects of my life, and from nature because it teaches me that everything in life is beautifully planned to go a certain way with multiple routes to an endpoint. At the end, our will, conscience and efforts determine which route we take to the endpoint.

Q. What is your favourite Quote?

“Sometimes life is gonna hit you in the head with a brick. Don’t lose faith” – Steve Jobs

PhD student (Nutritional Sciences)

University: Universiti Putra Malaysia


My work in nutritional sciences focuses on learning advance laboratory methods applied in current issues in food chemistry, nutritional biochemistry and food safety where I have to acquire competency in critique of publications, manuscript preparation and seminar/academic presentations. I am also a community nutritionist who works part time in various events and community settings, giving nutritional advice to the public and nutritional talks to educate the public on how to live healthily.

Q. Why made you want to pursue postgraduate studies?

I have always enjoyed studying in my own field, nutritional sciences, and it was

not enough for me even after I finished my undergraduate studies. My studies helped me to switch to a new career as the knowledge acquired helped me to be competent in the new discipline. I would also like to share my skills and expertise with future generations.

Q. What inspires you?

My actions in doing things. I believe that inspiration seldom generates action but only action will generate inspiration and hence, we should not wait for inspiration to start anything thing. It is not knowing what to do but doing what we know.

Q. What is your favourite Quote?

“Stay hungry, Stay foolish.”


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Burkholderia pseudomallei was firstly identified by Whitmore

and Krishnaswami in 1911. This bacterium, a Gram negative soil saprophyte, is the causative agent of melioidosis. In the past decade, melioidosis has been recognised as the main cause of human mortality and morbidity, especially in the tropics. This disease is endemic in Southeast Asia and Northern Australia, and it accounts for 20 to 30 per cent of deaths associated with bacterial septicaemia. In Malaysia, melioidosis cases have been reported in various parts of the country, including Pahang, Johor Bharu and Kuala Lumpur. A study conducted by Hassan et al., shown that in year 2005 to 2008, a total of 16.35 melioidosis cases for every 100,000 individual per year has been reported in Alor Setar, Kedah. The possibility of re-emergence of melioidosis in Malaysia was recently highlighted by an outbreak in Maran, Pahang in 2010. In the

other parts of the world, an increase in number of cases was observed in China, Hong Kong, Taiwan, Southern India, Brunei and Laos. Sporadic cases were also reported in Middle East, middle and Southern America, the Pacific, Western and Eastern Africa and the Caribbean.

Melioidosis is acquired through cutaneous inoculation, inhalation and aspiration of B. pseudomallei contaminated environment, though the relative contribution of each in the transmission of the disease remains unknown. The clinical presentations of melioidosis cover a broad spectrum ranging from asymptomatic, acute septicaemia, pneumonia to skin and soft tissue infections being the commonest manifestation. Currently, the isolation of B. pseudomallei from bodily fluid or samples remains the gold standard in diagnosis and requires the use of selective media. Its main drawback is time consuming

and might be too late for successful management, as a high percentage of patients admitted for acute septicaemia die within 24 to 48 hours after admission. Speed of diagnosis is important where cases of suspected bacterial sepsis may be treated with empiric antibiotic regimens that do not provide adequate cover for melioidosis and thus resulting in the patients’ death.

B. pseudomallei is resistant towards a variety of antibiotics, including gentamicin, streptomycin, penicillin, ampicillin, first and second generations of cephalosporin. The current treatment recommendations for melioidosis are parenteral ceftazidime or a carbapenem for 10 to 14 days or longer, followed by oral trimethoprim-sulfamethoxazole (TMP-SMX) with doxycycline for at least 12 to 20 weeks. Long-term antibiotic treatment or therapy is essential in

eliminating B. pseudomallei’s infection and to prevent relapses and recurrences.

Despite being recognised for more than 100 years, there is still a lack of information pertaining to disease progression and management. To date, there is no vaccine that has been reported to be effective in controlling this disease. A number of putative vaccine candidates have been studied, which include flagellin protein, lipopolysaccharide, polysaccharide capsule and outer membrane proteins, but none were tested and verified clinically. More research into elucidating the pathogen’s behaviour during infection and discovering novel early preventive and adjunctive therapy is needed to ensure that B. pseudomallei doesn’t remain

as the unbeaten old foe. ME

Burkholderia PseudomalleiThE UNBEATEN OLD FOEBy Dr Slyvia (Biochemistry), KLIUC

Article : The Unbeaten Old Foe ME

50 mbaedgeTM

The Guru Guide

Choose them.

Rank them.

Tell us why.

• Make a personal select of your top three management gurus you consider as the greatest of all times.

• Rank them 1,2,3.• Tell us in a few sentences why.• Provide us your name, email, university,

course you are studying in and a nice photo.

• We will feature you and your selections in our magazine!

• email your entry before 15 June 2012 to [email protected].

Here’s how . . .

ME Advertorial

mbaedgeTM 51

52 mbaedgeTM

jobs compared toany other job site

Look no further. Find your ideal senior level job requiring MBAqualifications on JobStreet.com.

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mbaedgeTM 53

jobs compared toany other job site

Look no further. Find your ideal senior level job requiring MBAqualifications on JobStreet.com.

1.8Million1.8

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MostJobSeekers

MostEmployers50,000

Active50,000Active

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Find your Dream JobAnytime, Anywhere with theJobStreet Mobile App

or Snap the QR code with a QR Reader**Download a QR Reader to your smart phone.

JobStreetJobStreet

JobStreet

54 mbaedgeTM

RESOURCES

BUSINESSWide Lens by Ron Adner, RM81.50

The Advantage by Patrick Lencioni, RM79.00

The Apple Experience by Carmine Gallo, RM90.00

Warren Buffett Stock Portfolio by Mary Buffett, RM94.90

Inside Coca-Cola by Neville Isdell, RM52.90

SCIENCEThe Hidden Reality by Brian Greene, RM54.95

Evolution: The Human Story by Dr Alice Roberts, RM99.95

Maphead by Ken Jennings, RM92.50

Climate Wars by Gwynne Dyer, RM57.95

Physics of the Future by Kaku Michio, RM49.95

Borders the Curve

Lot G16, Ground Floor, The Curve

No.6, Jalan PJU 7/3, Mutiara Damansara,

47800 Petaling Jaya

Phone No: 603-77259303

Borders Queensbay, Penang

1F-93 & 1F-93A, Queensbay Mall,

100, Persiaran Bayan Lepas,

11900 Bayan Lepas, Pulau Pinang.

Phone No: 604-6468758

Borders the Gardens Mall

Lot T-216B, Third Floor,

The Gardens, Mid Valley City,

Lingkaran Syed Putra, 59200 Kuala Lumpur.

Phone No: 603-22874530

Borders Tropicana City Mall

Lot L1-39 & 46-47, 1st Floor

Tropicana City Mall, No.3, Jalan SS 20/27,

47100 Petaling Jaya

Phone No: 603-77279203

Borders Berjaya Times Square

LG – 11, 12 & 13, Lower Ground Floor, West Wing,

Berjaya Times Square,

No.1, Jalan Imbi, 55100 Kuala Lumpur

Phone No: 603-21410288

Borders Bangsar Village II

No.2F – 36,37 & 38, 2nd Floor,

Bangsar Village II, No. 2, Jalan Telawi Satu, Bangsar

Baru, 59100 Kuala Lumpur

Phone No: 603-22881812

Borders Malaysia offers a wide selection of

books, magazines, educational toys and gifts.

The first Borders store opened its doors for

business in 2005 at Berjaya Times Square, Kuala

Lumpur. Today, there are six Borders stores,

located at The Curve, Mutiara Damansara; The

Gardens, Mid Valley City; Tropicana City Mall,

Petaling Jaya; Bangsar Village II, Bangsar and

Queensbay Mall, Penang.

mbaedgeTM 55

HAPPENINGS

Universiti Tunku Abdul Rahman (UTAR) hosted the 31st Progress in

Electromagnetics Research Symposium (PIERS), which was held for the first time in Malaysia, at a Sunway Resort Hotel & Spa in Petaling Jaya from 27 to 30 March 2012.

UTAR successfully brought the symposium, considered as the most prestigious for researchers in the electromagnetics field, to the country after it had been held 30 times in many countries around the world.

“UTAR is indeed glad and feels honoured to be given the opportunity to host the first ever prestigious PIERS in Malaysia,” said UTAR President

Ir Professor Academician Dato’ Dr Chuah Hean Teik, who is also PIERS 2012 Kuala Lumpur General Chairman, adding that the symposium has attracted slightly more than 600 participants and presenters from 50 countries.

PIERS 2012 Kuala Lumpur, the name adopted for the 31st PIERS, offered more than food for thoughts to the participants. Sumptuous local food served in a ballroom livened by live performances of songs, music and dances in a banquet dinner held at the hotel on 29 March 2012 was also part of the ingredients of the otherwise serious academic and scholarly meeting of like minds to share

ideas and gain knowledge from electromagnetics research.

Minister of Tourism Dato’ Sri Dr Ng Yen Yen graced the banquet dinner as the guest of honour. Also present at the dinner were PIERS Chairman Professor Leung Tsang, Editor-in-Chief of JEMWA/PIER Journal Professor Chew Weng Cho, PIERS 2012 KL General Vice Chair Professor Ewe Hong Tat, who is also UTAR Vice President of Internationalisation and Academic Development, PIERS 2012 KL Organising Committee Chair Professor Faidz Abd Rahman, who is also UTAR Director of the Institute of Postgraduate

UNIVERSITI TUNKU ABDUL RAHMAN (UTAR)HOSTS PIERS 2012, THE FIRST IN MALAYSIA

Prof Faidz (seventh from left), Prof Chuah (ninth from left), Prof Ewe (fourth from right) and the attendees of the Business Lunch Meeting at the symposium

Studies and Research (IPSR), and representatives of the symposium sponsors.

Dato’ Sri Dr Ng lauded the University for being the first Malaysian university to bring the symposium to the country. In her speech, she said, “I would like to commend the initiative of UTAR and Professor Chuah in bidding for the hosting of 31st PIERS to be held for the first time in Malaysia”.

At the banquet dinner, the diners were entertained by the Chinese Orchestra, the Choir and Sharizan Tan from UTAR, who rendered songs made popular by international and local artistes. In addition, dance

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performances reflecting the multi-ethnic and multi-cultural dimensions of Malaysian society, which were sponsored by the Malaysia Convention & Exhibition Bureau (MyCEB) of the Malaysian Ministry of Tourism, added variety and colour to the banquet dinner.

PIERS was initiated by the late Professor Jin Au Kong (1942-2008) of Massachusetts Institute of Technology, who also founded The Electromagnetics Academy which is based in the USA. The first PIERS was held in 1989 in Boston, Massachusetts.

PIERS provides an international forum for reporting progress and advances in the

modern development of electromagnetic theory and its new and exciting applications in the areas such as spectra that range from statics to RF (radio frequency), microwave, and photonics. Topics discussed in the symposium are radiation, propagation, diffraction, scattering, guidance, resonance, power, energy and force issues, and all other latest developments in the field.

The Electromagnetics Academy, which sponsors PIERS, is devoted to academic excellence and the advancement of research and relevant applications of the electromagnetic theory and to promoting educational objectives of the electromagnetics profession.

The academy publishes leading journals with high impact factors such as Journal of Electromagnetic Waves and Applications (JEMWA) and Progress in Electromagnetics Research (PIER) which are indexed and abstracted in Thomson Reuters Science Citation Index.

The main sponsors for PIERS 2012 Kuala Lumpur are Motorola Solutions Malaysia Sdn Bhd, Telekom Malaysia Berhad, and Telekom Research and Development Sdn Bhd, and co-sponsor is Malaysia Convention and Exhibition Bureau (MyCEB). Exhibitors include Abex, ATK, ATM Solution, Computer Simulation Technology, and other supporters include Tourism Malaysia,

A session of the symposium in progress: Prof Xie Ganquan of GL Geophysical Laboratory, USA, presenting his views on BioMedical Electromagnetic Instruments.

Participants visiting an exhibition booth of PIERS 2012 KL

Dato’ Sri Dr Ng addressing the banquet dinner guests

UTAR Chinese Orchestra entertaining the guests at the banquet dinner

ASEAN Federation of Engineering Organisations, The Institution of Engineers Malaysia, Suruhanjaya Tenaga, Akademi Sains Malaysia, ASEAN Academy of Engineering and Technology, Multimedia University, Zhejiang University, and The Electromagnetics Academy.

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MBA EdgeTM Postgraduate Studies Magazine is proud to showcase the Jobstreet 13th Malaysia Career & Training Fair, 30th March to 1st April 2012

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The award-winning culinary team at Dorsett Regency

Kuala Lumpur continues to fill their expanded trophy cabinet with their latest achievements. This time around, the hotel’s Demi Chef Gerard Jerome Selvaraj grabbed the spotlight when he won two main awards at the 2nd Glittering Stars of Kuala Lumpur Hotels Awards 2011 held recently in the city.

Initiated by Malaysian Association of Hotels - KL Chapter, the annual event is aimed at recognising the services and contributions of employees working in Kuala Lumpur-based hotels, particularly those who demonstrated outstanding services, displayed exemplary standards, as well as contributed to the community.

For Chef Gerard, who took home the much sought-after CSR Star Award – for his outstanding contribution to community services and for the wellness of others – as well as the illustrious Superstar Award - bestowed upon a hotelier who has

single-handedly influenced the entire industry and displayed exemplary standards in major aspects of the profession – the success came as a surprise.

“I was not expecting to win as there were many experienced and talented chefs competing for the awards and I felt slightly humbled by their presence,” said Gerard unassumingly.

He added, “However, winning these awards is more significant to the whole team at Dorsett Regency Kuala Lumpur rather than for me alone. This is not just about the culinary team; it is for everyone from the kitchen, to the service personnel, and right up to the human resources department.”

Winning awards is not something new to Gerard since joining Dorsett Regency Kuala Lumpur as a trainee in 2008. His collection of accomplishments from the hotel includes Employee of the Month Award (2010), Dorsett Regency Star Quarterly Award (2011), Group General Manager

Certificate (2011), 2nd Quarter Star Award (2011) and Star of the Year (2011).

Gerard also gained national recognition at Culinaire Malaysia 2011 where he won silver medal in the Seafood Main Course category, bronze medal in Remy and Linguini Team category, and helped Dorsett Regency Kuala Lumpur to the overall second runner-up spot in the competition.

“I have been very blessed to have attained all that I have in my life so far. I feel that it is only right for me to give back to the society and to the communities that need our help and support,” explained Gerard.

Besides being a photography enthusiast, Chef Gerard has also inked his position as Dorsett Regency Kuala Lumpur’s leading crooner, as he frequently shows off his talent during activities and CSR projects carried out by the hotel.

“Gerard is well liked by his colleagues because of his friendly nature and positive personality. While he unquestionably has the talent, it is his teamwork and is willingness to help others and to guide the younger staffs in the team that makes him stand out from the rest,” pointed out Dorsett Regency Kuala Lumpur Executive Chef, Yau Kok Kheong.

Having emerged as the overall winner of 2nd Glittering Stars of Kuala Lumpur Hotels Awards 2011, Chef Gerard Jerome will proceed to represent Malaysian Association of Hotels - KL Chapter at the national-level culinary competition at end of the year. Expect the generous

chef to win over more hearts then!

About Dorsett Regency Kuala Lumpur

Dorsett Regency Kuala Lumpur is located in the heart of Kuala Lumpur’s Golden Triangle, at the start of Bintang Walk. It is just a stone’s throw away from the capital’s finest shopping malls, entertainment centres and sightseeing spots. The hotel’s commitment towards “value-for-money” pricing and its unique personal touch has truly differentiated it from the rest of other establishments.

For more information on Dorsett Regency Kuala Lumpur, visit: www.dorsettregency.com/kualalumpur

About Kosmopolito hotels International (KhI)

Kosmopolito Hotels International Limited (KHI) is an Asia-based hotel group with hotels located in major cities throughout the region.

Listed on the Hong Kong Stock Exchange, KHI (HKSE:2266) currently operates 17 hotels including in Hong Kong, Shanghai, Wuhan, Kuala Lumpur, Labuan and Johor Bahru. An additional 6 new hotels are being built around the region including in Singapore, Hong Kong, Zhongshan and Chengdu, as well as in London, KHI’s first hotel property in the United Kingdom.

KHI owns and manages four key hotel brands - upscale Grand Dorsett, Boutique Series by Kosmopolito, midscale business hotel Dorsett Regency and value Silka Hotels. For more information on KHI, visit:

www.kosmohotels.com ME

Dorsett Regency Kuala Lumpur’s Demi Chef Gerard

Jerome Selvaraj with his two awards won at the 2nd

Glittering Stars of Kuala Lumpur Hotels Awards 2011.

DORSETT REGENCY KUALA LUMPUR’S ‘SINGING’ CHEF WINS HEARTS AT GLITTERING STARS OF KL HOTELS AWARDS 2011

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The spacious, ultra-contemporary, newly-completed Graduate

Centre of Sunway University sets the standard in world class learning. It houses three halls designed in the Harvard style, each with tiered, semi-circular seating and cutting edge AV systems. Hall 1 and Hall 2, both accommodate up to 90 persons each while Hall 3, the largest has a seating capacity of 152. The building’s environmentally-friendly design provides 33,465 sq. feet in gross area and features a central atrium allowing natural ventilation, while abundant natural lighting is made possible by generous use of glass panels and high ceilings.

There are five break-out rooms of various sizes, the smallest of which can hold 24 persons to the largest which can accommodate up to 60. The state-of–the-art building which costs an estimated RM18.44 million has a basement car park and landscaped internal courtyard.

The Graduate Centre is the focal point for postgraduate students and faculty to partake in conferences and programmes in an environment conducive for learning. The students of the Sunway University Doctor of Philosophy (Computing), MSc in Computer Science (By research), Masters in Management, Masters in Money, Banking and Finance and MSc in Psychology (Organisational) will be among the first users of the

centre. The Graduate Centre will also be the venue for the Tan Sri Jeffrey Cheah Distinguished Speakers Series which invites eminent scholars and experts to give lectures to the Sunway community as well as the public. The objective of the Series is to bring world class speakers to the community, encourage intellectual discourse as well as to promote life-long learning.

The Centre is connected by elevated covered walkways to the rest of Sunway University, Sunway College and Monash University as well as by a five-minute scenic walk through the Canopy Walk to Pyramid Mall and Sunway Lagoon Theme Park. The Graduate Centre is wheelchair accessible and offers disabled-friendly toilet

facilities. ME

THE GRADUATE CENTRE: A CENTRE DEDICATED TO LEARNING, SUNWAY UNIVERSITY

1. A training session in progress. 2. spacious concourse area for break outs and refreshments. 3. The Graduate Centre

1

2

3

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Top Glove (TG) Foundation and Universiti Tunku Abdul

Rahman (UTAR) signed an agreement to establish the chair of Top Glove Professor of Chemistry at the Head Office of Top Glove Corporation Berhad in Klang on 18 April 2012.

Signing the agreement were UTAR President Ir Professor Academician Dato' Dr Chuah Hean Teik and Top Glove Corporation Berhad Founder and Top Glove Foundation Chairman Tan Sri Lim Wee Chai. Associate Professor Dr. Lim Tuck Meng, Dean of UTAR Faculty of Science and KM Lee, Managing Director of Top Glove and a Trustee Member of Top Glove Foundation, signed as witnesses.

Present to witness the signing were Deputy Higher Education Minister Dato’ Dr Hou Kok Chung and UTAR Council Chairman Tun Dr. Ling Liong Sik.

Top Glove Foundation was founded on 14 June 2009 by Top Glove Sdn Bhd, Tan Sri Lim and wife Puan Sri Tong Siew Bee with the objective of providing funds for the purpose of charity, education and activities related to environment and community. In the last three years, the foundation has contributed to various corporate social responsibility causes and provided education aid in the form of scholarships and donations to schools.

Under the agreement, UTAR would receive RM1.25 million from Top Glove Foundation

to establish the chair under the Faculty of Science at UTAR Perak Campus in Kampar. The chair aimed to achieve multi-faceted objectives which include advancing research and development, education and training; promoting exchange of technical expertise; collaborating with government, industry and organisations; and strengthening the pool of expertise from UTAR and Top Glove in R&D projects.

“The establishment of the chair for Top Glove Professor of Chemistry is a combined effort to synergise the respective strengths of UTAR research programmes and Top Glove’s resources and expertise to boost research and development activities,” said Tan Sri Lim.

“R&D is vital in the innovation and continuous improvement process in developing new products and services that enable Top Glove to gain better position to achieve and maintain competitive advantage in the increasingly globalised marketplace,” added Tan Sri Lim.

Tan Sri Lim anticipates that the benefits of this collaboration will be significant and will bring more new R&D findings and results that will contribute positively to the future development for Top Glove, UTAR and the country.

Thanking Top Glove for their generous gesture, Professor Chuah said, “While the monetary donation is a definite measurable quantum, the confidence and trust the

Top Glove Foundation and Tan Sri Lim have on the ability of the University to deliver is definitely immeasurable.”

“I am glad to highlight that this Chair, which will be established at the Faculty of Science in UTAR Perak Campus, would enable the appointment of an excellent expert to lead research and

TOP GLOVE AND UTAR SIGN PACT FOR ENDOWED CHAIR

development in the area of Chemistry,” added Professor Chuah.

The chair of Top Glove Professor of Chemistry is the ninth of such academic chairs in UTAR since the university established its first chair in banking and finance in May

2009. ME

Prof. Chuah (right) exchanging documents with Tan Sri Lim while (from right) Dr. Lim, Tun Dr. Ling, Dato’ Dr. Hou and Lee look on.

Tan Sri Lim (left) presenting the mock cheque to Prof. Chuah while (from left) Lee, Dato’ Dr. Hou, Tun Dr. Ling, and Dr. Lim look on.

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It is always gratifying to be invited to grace academically beneficial

events, made more significant when it involves a private company extending financial contribution to a higher education institution, more so a private-run institution, in this instance UTAR. Hence, my presence here on the invitation of UTAR and Top Glove Foundation to witness the signing of the agreement for establishing the endowed chair of Top Glove Professor of Chemistry, is something I look forward to very much.

I take this opportunity to congratulate the signing partners, UTAR and Top Glove Foundation, for coming together to initiate such a strategic association which will be benefitting not only the academia and industry, but also the economy and nation as a whole. I understand well the challenges faced by higher education institutions, both public and private alike, to receive financial contributions from entities other than the Government to fund academic programmes and activities. Thus, each time a contribution

happens, the Ministry of Higher Education is highly appreciative of it.

On behalf of the Ministry, I like to thank Top Glove Foundation for coming forward with this benevolent contribution, which is precisely what the Ministry would like to see happen on a more regular basis in the higher education sector. Such initiatives will only help enhance and enrich higher education in Malaysia, and for certain would inspire the receiving institution to excel, not only in providing quality education to students but to also widen its Research, Development and Innovation (R & D & I) capacity.

I am told this will be the ninth UTAR’s endowed chair. This brings to my notice of the ease with which UTAR seems to be able to attract contributors, not just any contributors, but quality ones. UTAR, despite being a young university, must be doing all the right things to be able to secure these confidence. I am sure it has everything to do with the excellent governance UTAR is experiencing, leading

SPEECH BY YB DATO’ DR. HOU KOK CHUNG, DEPUTY MINISTER OF HIGHER EDUCATION MALAYSIA AT THE AGREEMENT SIGNING CEREMONY OF TOP GLOVE PROFESSOR OF CHEMISTRY BETWEEN TOP GLOVE FOUNDATION AND UTAR WEDNESDAY, 18TH APRIL 2012

it to be the most progressive and forward-looking, not-for-profit university, in the country.

I am proud to learn that Top Glove Corporation Berhad, The World’s Largest Rubber Glove Manufacturer is a Malaysian home-grown company. I am also inspired by the establishment of Top Glove Foundation by the Chairman of Top Glove Corporation Berhad, Tan Sri Lim Wee Chai and his wife Puan Sri Tong Siew Bee, which was purely out of a deep sense of responsibility towards society. Having built-up a successful business, they turned their attention and energies to share their successes with society through Top Glove Foundation.

As our nation marches confidently to become an innovation-led high-income economy by 2020, funds to boost research, development and innovation (R & D & I) activities cannot be left entirely to the Government alone. The entire nation, both the public and private sectors, has to pull all the resources together towards the eventual

realisation of the vision. For that reason, contributions, big or small, towards the enhancement of higher education in the fields of R, D & I, are vitally essential for the country to achieve its various goals, come 2020.

The field of the endowed chair which is Chemistry, not only is timely but aptly reemphasise the importance of Chemistry, lest it is pushed into the back seats, favouring more popular fields such as Medicine, Dentistry, Pharmacy, to name a few. Chemistry, unknowingly to many, is of vital importance to both our society and industry as it is involved in almost every aspects of life. Almost everything we see, touch and use is composed of a chemical make-up. Even human beings have different gases and other chemical compounds in our bodies. Chemistry can explain these.

Within industry, chemical reactions and experiments have allowed scientists to develop new products and experiment with ways of making existing products better. Our healthcare industry also depends a lot on new

YB Dato’ Dr Hou Kok Chung

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innovative products or drugs produced within the field of chemistry. In short, chemistry and its development are critical for the country to achieve the objectives of other National Key Economic Areas or NKEAs, for example, Petrochemicals for Oil, Gas and Energy; Agrochemicals for Agriculture and Palm Oil; and Biochemistry for Healthcare.

It is without doubt, the wide-ranging applications of chemistry are very far reaching to humankind. The potential to discover the undiscovered through chemistry continues to await scientists and researchers. New discoveries can bring a myriad of benefits to society and mankind. This sponsorship by Top Glove

Foundation to UTAR is a way-forward initiative, which should be emulated by many other foundations and corporations.

Only through sustained R & D & I activities, we can achieve discoveries and innovation. And to be able to perform sustained R & D & I activities, universities must allocate ample funds to support them. As such, a university must have a strong R & D & I culture, and this culture must also transcend through the academic staff and equally important, the students. What is a university without an R & D & I culture, made worse with non-existence facilities and even capabilities. When a strong R & D & I culture is in placed; then only it can claim success as a university.

Having said that, I once again, like to commend Top Glove Foundation’s choice of UTAR to establish the endowed chair Top Glove Professor of Chemistry. The endowment for the professorial chair will benefit many parties, and the sponsorship certainly complements the Government’s efforts to spur R & D & I activities among universities. I wish the two partners and the endowed chair every success in the

future. ME

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The MBA EdgeTM Business Competition Season 3

mbaedgeTM

When Tom Peters coined the term personal branding” in his 1997 article “The Brand Called You” in Fast Company, he had this to say: We are CEOs of our own companies: Me Inc.

Dan Schawbel puts it this way: Personal branding is the process of how we market ourselves to others. The way we manage our careers is changing, due to the rise in competition and the introduction of web 2.0. In order to extend our reach, visibility and networking capabilities, we must turn to personal branding as our savior. In the digital age, our name is our only currency.

Personal branding is like your fingerprint. It is unique to you. But how

does one create a powerful personal brand?

The MBA Edge Business Competition is now in its third season. For this season, prepare a powerpoint presentation (target audience 28 to 35 years old business executives) on “The Salient Points of Creating a Powerful Personal Brand in the Malaysian Context Today” with presentation notes for each slide.

Rules• Maximum 30 slides.• Proof of purchase

- a receipt for 1 copy of MBA EdgeTM Postgraduate Studies magazine.

• 3 winners will be judged by the impact, persuasiveness, and pragmatism of the advices.

• This is an individual competition open to current MBA students studying in Malaysia.

Entry SlipName of participant:

Email & Mobile:

University name:

University chop:

• All submissions will be blind judged by a panel of judges

• Winners will be contacted directly.

• Decisions of judges are final. No queries will be entertained.

• The Organizer reserves the rights to substitute prizes of equal worth.

• The Organizer reserves the rights to publish the entries submitted with due credits to the students.

PrizesEach winner will win a prize consisting:• Certificate of

achievement.• Faber-Castel Premium

Pens.• 1 session of

personality-style test by professional image consultant.

• Make up & hair styling (2 themes).

• Fashion styling.• 8 touch-up photos

(print).• 20 softcopy photos in

CD.

Submit by email to:

[email protected] before 15th November 2012 or by mail to: Penerbit Wawasan Nusa (M) Sdn Bhd, Wisma Wawasan, 19-1 & 19-2, Jalan PJS 8/12, Dataran Mentari, 46150 Petaling Jaya, Bandar Sunway, MALAYSIATel: 603 - 56301802, Fax: 603 - 56301803

presents

Contest ME

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MBA EdgeTM Postgraduate Studies Magazine is proud to showcase the FACON EDUCATION FAIR at KLCC 17th - 18th MARCH 2012

ME Happenings

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Happenings ME

Date: 22/3/2012

Venue: Sunway University Campus, Bandar Sunway, Selangor

Speaker: Lenny Chiah

Coordinator: Sue Ann of Student Service Department, Sunway University

During the sharing session, Personal Branding was defined as who we are, what we want to be known for and be connected with what we have to offer. Lenny Chiah further emphasised that every one of us is the Founder, CEO and Chief Marketing Officer of a “Me” Organisation managing a brand called “Me”. The main task is to market and package ourselves like any other products and services. Like products and services, people can also make a snap assumption and perception of us, whether to prefer or take us for their specific needs and requirements.

Yes, the same strategies that apply to brand products and services can also be leveraged to brand ourselves to impress people and make ourselves desirable. Therefore, there are bare essentials which must be planned for Personal Branding, namely:

(1) have a visionary goal with a mission statement.

Our mission is what we do daily – why we do it?

The questions are: • What to do in order to achieve our ultimate goal in the future?• How do people resonate with our goals?

(2) have a positioning statement

This helps people to identify us readily. How do we want people to remember and associate us with what business expertise or social works, etc.? For example, as someone with a caring heart for the single mothers who are the hardcore poor; a management guru in a specific field like branding or social responsibility work, etc., or as a photographer specialising in social causes and the like.

The questions are:

• What do we have that can benefit people?

• What is so invaluable and unique about us that people have to choose us and not others?

(3) have a positive self-image and good brand attributes

How do we describe ourselves and other people describe us? We can proclaim ourselves as honest, ethical, fun, hardworking, approachable, etc. But it’s important to note that what we claim ourselves to be should equate to what people think of us. The discrepancy gap in opinions may also mean that we do not do what we preach. For example, we aspire to be a corporate leader, but in day-to-day work, we act like a junior executive. Remember, we are what we say and do based on even the slightest and finest details.

The questions are:

• How do we make people feel and talk about us?

• How do people perceive and describe us?

(4) have a target outreach and audiences

We can’t appeal to every one, so we need to filter down our specific audiences who are interested in what we have to offer and get benefits mutually. Have a targeted message to reach out and to engage them. These specific audiences are some of our stakeholders, like shareholders, superiors, co-workers, business partners, job interviewers, career headhunters and also people in our social circles, etc.

The questions are:

• What profession or niche expertise can we offer them?

• How best to involve them to give them the benefits needed?

(5) have lasting passion. Live and learn your personal brand!

Every day, we live through feedback in order to learn our strengths and weaknesses, so that we can become the better personal brand from time to time.

The questions are:• Which iconic people should we model ourselves on? (Steve Jobs? Bill Gates? Mark Zuckerberg?)• Whose mantra do we use to motivate us every day ?(Steve Jobs’ “Stay Hungry. Stay Foolish”… or Bill Gates’ “Reward

worthy failure – Experimentation”)

Lastly, our personal brand is everything. It’s our reputation as the greatest asset.

It can even help us when we fail. With good reputation, we are able to quickly pick up and go on with graciousness and ease, without having to start from scratch or

zero all over again! ME

During the sharing session, Lenny Chiah also talked about the many ways to build positive self-image due to the fact that positive self-image is very fundamental to personal branding. Those ways are not included in this article as they were quite lengthy and detailed. Contents of the above sharing session have been modified by Lenny Chiah to include information which was not shared during the session due to time factor.

Lenny Chiah Len Fong• MBA, University Victoria• Advertising Diploma• Management Diploma• Over 20 years in the media industry• Seven years in the advertising industry. • Mentoring/coaching jobs and forum speaker on individual social responsibility• Regular article contributor to MBA Edge magazine• Co-authors of Book titles: MBA Edge/MBA Edge Unlimited• Author of Learning from Championship Brands

A ShARING SESSION WITh Sunway Universit y

UndergraduatesTOPIC: PERSONAL BRANDING 1 2

1. Miss Lenny Chiah2. Audience enjoying the moment

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3Warren Buffet is one of the world’s richest men. His main source of wealth comes from his company Berkshire Hathaway, a conglomerate holding company headquartered in Omaha, Nebraska, United States. His philosophy of value investing and prudence has influenced many investors worldwide.

Reasons:

He lives simply; cycling to work and only having a single telephone at home. He displays great humility and the purity of his pursuit by his spending. Instead of becoming complacent or distracted by riches after a while, he is very clear that his objective is to accumulate wealth.

I respect him for the way he has succeeded in not spoiling his children. In fact, he is viewed as quite a miser in relation to his kids. He went so far as to say that he wants to distribute 99% of his wealth and thus only leave 1% to his heirs. As a leader, one must remember the purpose by which one is in leadership; not to take from the world, but to be an asset and a person of value to the world. That is the attitude of any successful leader.

2Almost everybody knows about Li Ka-Shing, who built a fast-growing business and an excellent reputation through his determination and his ability to become one of Hong Kong’s most famous entrepreneurs within a few decades.

Reasons:

A good leader exudes unselfish generosity. Li controls a business enterprise with investments all over the world, but it is his unselfish generosity which inspires me. He said, 'My life will be more meaningful if I can plant some seeds which will be fruitful for my fellow human beings'. He not only holds this belief but also puts it in action. He said, 'My success in business enabled me to have more resources at my command. I can do more for society and our people'. He is particularly supportive of education and medical services, giving generously to these causes.

I hold fast to what Li Ka-Shing has said, when you believe first, in time you come you will become the man you have to be to fulfil the vision of yours. Once you have the vision and believe with your heart that you can achieve it, your journey to that vision will bring with it lessons and experiences that will mould you into the man that you need to be!

1John D. Rockefeller is an American oil magnate and the first billionaire in the history of the world. In today’s dollars, Rockefeller is still considered the richest man in modern history. He was also one of the first few philanthropists in the world, giving back a huge portion of his wealth to the community.

Reasons:

As a leader, we have to learn to be wise in handling other people as well. While it is important for us to have character, it is also imperative that we are shrewd enough in dealing with people we are not sure about.

From the first few dollars he made, he began giving 10% to the church he attended. Throughout his life, he used his money for medical research and educational institutions in the US and other parts of the world. I believe that the source of his wealth was in his immense capacity to give from the very start. We have to learn to adopt the same attitude of giving as well. Our money is the expression of our heart attitudes, and a leader must take the attitude of the giver, not the taker.

ME The Guru Guide

GURU GUIDE Who are your top 3 gurus?

Vincent Ng Kim Sheng

• [email protected]• Universiti Tunku Abdul

Rahman (UTAR)• Master of Business

Administration (MBA)

mY CHOICE

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BUSINESS

SEGMENT


SUBSTANCE, RELEVANCE, SIGNIFICANCE

NEW SECTIO

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profiles of extraordinary peopleDATO’ MICHAEL TIOChief Executive Officer & Managing DirectorPKT Logistics Group Sdn BhdOne Logistics HubTM

Defining the MODERN CEO

hOW A SECOND GENERATION CEO TRANSFORMED A TRADING COMPANY INTO A LOGISTICS GIANT WITh

VISIONARY LEADERShIP AND INNOVATIVE IDEAS.

PKT was established by

Datuk Tio Sook Keo and

was originally called Port

Klang Trading in 1974. In 1996,

Tio’s son Dato’ Michael Tio

(PKT Group Chief Executive

and Managing Director) who

was studying and working in

Britain returned to Malaysia

to take over the reins of the

business from his father.

Q. Dato’ Michael Tio, please tell us briefly about the beginning of pKT.

PKT Logistics was founded in

1974 by my father. Back then

the business was literally run

from our home whereby the

front was converted into an

office. At that point of time

PKT was solely specialising

in custom clearance for cars

under the name Port Klang

Trading & Forwarding Agency.

Q. you studied in the UK. Tell us what you did there.

In 1986 I went to the UK to

pursue my diploma. At the

same time, I was in the used

car business. Starting from

one to two cars a month, I

exported cars to Malaysia.

After my diploma education,

I studied accountancy at the

University of Hull and later

continued my Masters degree

ME BUSINESS SEGMENT: PKT LOGISTICS GROUP & DATO’ MICHAEL TIO

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in International Accounting

from Reading University.

Q. What was your experience exporting the first car?

I still remember clearly when I

bought my first car. It was the

Mercedes-Benz 230E I bought

from an old couple. At that

time I didn’t know how to

drive a car with automatic

transmission. They invited

me to their house for tea to

find out why I wanted to buy

the car. Finally when I got

into the car, I wound down

the window and asked the

couple, “Excuse me, how do

you drive this car?” We all had

a good laugh!

I usually tell this story

because starting a business

is tough. I had to struggle

in the beginning. I had to

drive some 500 miles from

Manchester to London to

the place where they did

container stuffing. After my

first car, things got better and

the business grew. I started

off driving the car myself to

London and taking the train

back to Manchester. Later

I had friends who drove

with me when the business

grew. After completing my

degree in Accounting in Hull,

I decided to study for my

Masters degree at Reading

University under Professor

Christopher Nobes. I was

familiar with his works and

read his books in university.

I completed my Masters in

International Accounting. My

education helped me in my

business. I believe to be a

successful businessman you

need a fair understanding of

accounting and finance.

I stayed in Wimbledon for

another four years running

my used-car business. In 1995,

after my wedding, my father

asked me to take over the

family business. Very quickly, I

made up my mind to give up

my million-dollar business to

come back to Malaysia.

Q. you decided close down a lucrative business in UK to come back to Malaysia in 1996. Why?

At that time I was making

around RM50,000 a month

exporting between 20 and

30 cars a month. But I felt

the used car business in UK

had reached a saturation

point. There were very stiff

price competitions and there

were many Asian dealers

entering the market. My wife

initially suggested that maybe

we could scale down the

operation. I decided to give

up the business altogether

because I believed that if I

wanted to be successful, I

needed to be focused. So

we came back to Malaysia in

1996 and I joined my father’s

company as a director and

took over the management of

the business.

Q. From 1996 to 2012, for 16 years, you were at the helm of pKT. What are the strategic changes that have taken place?

Firstly, we did a restructuring

from a partnership to private

limited company and

changed the name from Port

Klang Trading & Holdings to

PKT Logistics.

Secondly, we grew the

business massively. We are

more than 100 times bigger

in terms of revenue than in

1996. I reckon by end of 2012

we will be 200 times bigger.

Thirdly, we diversify our

revenue. For example, we

partnered with the Japanese

in a JV in 1996 and with the

Koreans in a JV in 2000.

Q. Tell us more about the diversification plans and the rationale for them.

During the first wave of

growth, we diversified

focusing on Japan and Korea.

In 1996 we signed a JV (joint-

venture) with a Japanese

freight forwarder but soon

Malaysia faced the 1997

currency crisis. Malaysia had

the assistance of the USD35

billion Miyazawa Plan from

Japan instead of borrowing

from the IMF and submitting

to their regime. We were

fortunate to have secured the

Rawang to Ipoh double-track

project as the subcontractor

and that cushioned us

throughout the recession.

In 2000, we JV-ed with a

Korean counterpart who had

a lot of Korean LCL (loose

container load). We ended up

handling 50 Korean agents

and became the largest

Korean break-bulk operator in

Malaysia.

For our second wave of

growth, we focused on the

automotive business. In

2002, Naza began the KIA

CKD (complete knock-down)

while Berjaya had the Hyundai

CKD almost at the same time.

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1. In the amply spaced bath and locker areas.2. The gym where staff are encouraged to keep fit and stay healthy.3. The control room where thousands of transport vehicles are monitored for maximum efficiency.4. In his empty office. “I want to make a statement that the modern CEO should not stay in the office”!

BUSINESS SEGMENT: PKT LOGISTICS GROUP & DATO’ MICHAEL TIO ME

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Both their auto parts vendors

introduced us to them and

we started servicing them.

From providing a simple

custom clearance service to

these vendors, we moved

on to providing more and

more other services to them.

We explained to the vendors

that we needed to grow and

we moved to other brands

like Mazda, Skoda, BMW,

Peugeot, Volvo, and others.

In total, we have 11 brands

now. Today the automotive

logistics business is our core

competency.

Q. When did you build your present headquarters, The Ship? how did it come about?

I felt we needed a third wave

of growth and I told my CFO

we needed to diversify again

for exponential growth. As a

result, since 2006, we decided

to venture into warehousing

as a logical diversification

strategy. We bought the

present 27-acre piece of land

to build our headquarters.

I was with my architect,

deciding what to do with the

piece of land. My architect

said, “Since you are in the

shipping business why don’t

you build your headquarters

like a ship?” I thought that was

a fantastic idea and we built

and called our headquarters

The Ship. We had a retreat

and I told my facilitator that I

wanted to prepare my people

for growth. I wanted to aim

for RM1billion in revenue by

2015. The facilitator asked

the group in our retreat if

anyone believed RM1billion

was possible. Only one lady

quickly put up her hand.

When asked why, she said,

“Michael always walks the

talk.”

In 2008, we announced to

the media that we would

be spending RM120 million

on one logistics hub and

we built The Ship (our

headquarters) and The Wave

(our warehouse) within three

years. We devised three grand

visions for the company:

• Wawasan 60:40 – by

2013, we want to

diversify our revenue

and focus on achieving

40% from the non-

automotive industry

• Wawasan Asean 30 – To

achieve 30% of our

revenue outside of

Malaysia

• Wawasan 1B – To

achieve RM1billion

revenue by 2015

Q. What is your main focus now?

Everything we do aims at

the three grand visions.

Personally, I focus a lot of

my energy on achieving the

40% revenue from non-

automotive industry. My main

investment is only into areas

to achieve this 40% target.

We identified FMCG as the

potential area to achieve

this. We spent one year

conducting research into

this area and found that the

FMCG annual revenue was

RM15 billion in 2009, with

20% spent on logistics. That’s

RM3 billion worth of logistics

business. We also discovered

the breakdown of market

share:

• 14% in-house

• 26% domestic logistics

companies

• 60% MNC logistics

companies

We concluded that to capture

the 60% of the market, we

need better infrastructures,

better ICT investments,

and so on. One by one,

we tackled each issue and

invested in it. We invested

RM3 million into a well-

known American warehouse

management system. We

held a big press conference

and MOU signing to make

sure everyone knows we are

serious about our intentions

to penetrate the FMCG

logistics space. We invested in

the first FM global compliant

green 350,000 square feet

warehouse. FM Global

provides comprehensive

global commercial and

industrial property

insurance, engineering-

driven underwriting and

risk management solutions,

groundbreaking property

loss prevention research and

prompt, professional claims

handling. Being FM Global

compliant means that we

have a very safe and secure

warehouse of international

standards. Eversendai

constructed our warehouse in

eight months.

Q. What’s the outcome from all the investment and initiatives so far?

We have seen growth from

2007 to 2009, growth in

new clients and business

to current clients, growing

revenue at 50%, PKT is

growing very fast, faster

than our expectations. So

much that in our recent

retreat we felt ready for USD1

billion by 2020. This round,

all the 52 members of my

management team felt this

could be achieved. But why

the confidence? This shows

that it is very important to

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1. Dato’ Michael explaining how he drew the concept of the “The Wave” warehouse on a carton (the fragment now framed and hung on the wall).2. The TV screen where Dato’ Michael spends “fulltime on facebook”.3. With staff in one of the many comfortable pantries.4. In the boardroom by a huge glass window overseeing the massive warehouse.


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DATO’ MICHAEL and his father, DATO’ TIO SOOK KEO, the founder of PKT Logistics Group Sdn Bhd

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walk the talk and make sure

you follow through to make

it happen. When your people

see it happen, they will

believe in it and automatically

align their mindset towards

that idea. I give the direction,

they believe in it and make it

happen.

Q. Tell us how you use Facebook as a tool for your business.

I have what I call the Milo

van theory. Before youths

join the workforce, I interact

with them. When they grow

up and go to work, they will

remember us and use our

service. I have now as many

as 10,000 university fans on

our Facebook page. I believe

this is a phenomenon, how

we use social media for

business, how it transforms

our workplace. I insist my

staff all uses Facebook and

communicate with me using

Facebook. I created a surname

for my staff, PKTian. They will

use it as their surname.

Some of my Facebook

contacts really adore and

like and sell the company.

These are not employees

and they work harder than

my staff in promoting PKT!

So I invite them into a focus

group as “PKT adopted staff”.

They say, “But I am only a

student”. I said, it is ok, you

can work online. Whoever

is close to me and interact

with me, most are students

and even professionals who

work around here. You can be

an adopted staff but staying

overseas. It is a borderless

world in social media. I confer

them the status by admitting

them in a closed group

on Facebook. I invite these

adopted staff to my open

house every year and give

them a golden access card to

our gym and lounge. These

are some of the privileges of

becoming an adopted staff.

Q. Do fans ask you for jobs on Facebook?

Yes they do, a lot of them

want to work in PKT. We invite

them to join close group

called “PKT Talent Hunter”. We

discuss career opportunities

and prospect with them

there. We have 388 people in

this group on a wait list. Since

our vacancies are all filled, our

HR people will screen these

candidates and help them

find jobs in factories and

companies surrounding us.

They will be screened again

by the respective companies

and be hired if they are found

to be suitable. This is a form of

CSR as well.

Tell us about your “anak

belajar, ibu bekerja” campaign.

I believe in employing locals

and we will do our best

to ensure we put this as a

priority. We embark on this

campaign to hire mothers

among the community we

are in. Our objective is to hire

60 housewives and pay them

RM25 cash daily. We reckoned

that the younger mothers

who have children going

to school in the morning

would not mind working

after sending their children

to school from 8.30am to

12.30pm. We felt the more

mature mothers with children

in Form 1 to 3 will be able to

work from 1.30pm to 5.30pm

before they go home to cook

for the family. We hope to

achieve three objectives with

this campaign:

1. Cut the cost of labour

because we do not need to

employ full-time staff to do

what can be done by part-

time staff.

2. To enable housewives to

bring back RM25 per day

to help cover household

expenses. Imagine these

mothers using the money

to buy food to feed their

growing families!

3. To hire only locals.

Q. Describe your leadership style.

Approachable, show

leadership by example,

respect others first for others

to respect you.

I believe walking the talk is

very important. I ask my staff

to use Facebook because I

believe it is one of the most

power platforms to utilise. I

can see that in three years or

so, Facebook will be the most

important communication

tool in the world. As such, I

wanted my staff to embrace

it. At one point, I told people

who asked me what I do,

“I Facebook fulltime”! And I

told my staff I can only be

contacted through Facebook,

“Private message me and

attach your files there”. My

fans in the Talent Hunter

group know my mission

and vision because they

follow our Facebook page.

When you make Facebook

interesting, people will read

and embrace the information.

Q. Are you worried your competitors will know what you share on social media?

We are providing the critical

mass and leadership for

change, if I want to move

the whole industry we have

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1. “The Wave” warehouse.2. The pineapple farm next to the HQ planted by staff.3. Tour of the new warehouse with Dato’ Mukhriz Mahathir.4. Dato’ Michael poses with a dish of fresh apple. Each floor of the HQ at every pantries has a dish of fresh apples to encourage staff to eat and stay healthy.


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to lead, we have to share. I

am not worried about others

copying us and knowing

what we are doing because

we want to set the example

and lead by example. We

set the benchmark, we set

the standard. We have to

always be one step ahead.

For example, we built a green

warehouse that no one has

done before. The electricity

is generated from solar

panels and we have natural

ventilation and translucent

sheets for natural light to

enter. We recycle rainwater

for our toilets and we are

Green Building Index certified.

We are always pushing the

envelope and being a few

steps ahead.

Q. Do you have a role model?

I enjoy reading a book

entitled The Leadership Secrets of Colin Powell. I suppose Powell is a role

model. I admire how Richard

Branson uses social media. I

believe in emulating positive

attributes from everyone I

meet.

Q. What is the source of your vision, ideas and innovation?

You must have a basic idea

of what you want in life.

If you have money, will it

guarantee happiness? If you

are happy, do you want

others surrounding you who

help you make that money

to be happy too? That’s one

of the reasons we have our

annual management trips. It is

basically an unselfish sharing

of the fruits of labour. We

take two weeks off every year

to travel around the world.

No phone calls, no emails, all

effectively delegated. I tell my

management team, let me

take care of all your needs. I

want you to take care of PKT.

We pay them well and I tell

them I will bring them to see

the world. I personally plan

every detail to make it an

experience money cannot

buy. Whether they want to go

to the Artic or to the Sahara, I

will bring them. Money is not

an issue as I want to give my

team the joy of seeing the

world. I want to see the world

also. I am fanatical about

travelling. I love travelling,

I can spend six months

planning a trip and provide

an in-depth travel guide. I

want it to be an experience to

be remembered, that money

cannot buy. This really builds

the morale and motivation of

my team. Every year, the staff

are excited about the trip and

they are proud to be a part of

the team.

Q. What do you find most challenging?

For the past 16 years, the

most challenging issue is to

get my people motivated

to work for me. I believe the

modern CEO should focus

on motivation, give direction,

be very clear where you want

the company to go. I tell my

staff the past, the present

and what is ahead. They all

follow me on Facebook. I

use Facebook to motivate

them to move in the same

direction. The human touch

in management is important.

You must genuinely want to

do something good for them.

Facebook helps me give

them my side of the story

because when you are at the

top those at the bottom are

too far away and may not

understand your perspective.

I do not like my managers to

mistreat their lower level staff.

If I treat my staff well, they will

not cheat or mismanage the

business. Likewise, I want my

managers to treat their lower

level staff well. In turn, they

will take care of our business.

Q. What is your advise for fresh graduate entering the workplace?

“Susah susah dahulu, senang

senang kemudian”. Work

hard first to enjoy success

later. Without hard word,

your success will not last. You

need a foundation that is

strong. Always strive higher

to achieve more. And always

be honest. If you are without

integrity, you cannot become

an honest person overnight.

You have to start being

honest and being a person

of integrity now. My motto

is, “Happiness is derived from

seeing other people happy.”

When people appreciate your

kind gesture, you are also

motivated and happy at the

same time. ME

Above: Dato’ Michael leads his management team on the much anticipated annual trip “around the world for an experience money cannot buy”.

“We are providing the critical mass and leadership for change, if we want to move the whole industry we have to lead, we have to share”.

BUSINESS SEGMENT: PKT LOGISTICS GROUP & DATO’ MICHAEL TIO ME

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hANLEY ChEWChief Executive Office

Hotel Integrations Sdn. Bhd

Reinventing the hotel

hOTELIER EXTRAORDINAIRE

An Exclusive Conversation with hANLEY ChEW

Hanley Chew started

his career in a travel

agency and later an

airline company, giving him

the opportunity to travel

vastly and amass invaluable

experiences. The nature of the

travel industry also granted

him a prior glimpse into

the world of hoteliers. After

a brief venture into a hotel

reservation business, Hanley

joined the Renaissance and

Marriott Hotel Groups. In

the ensuing years, his global

experience was expanded

with postings in Kuala

Lumpur, Sandakan, Kota

Kinabalu, Bali, Myanmar,

Shandong and Guangzhou in

China. He joined the Sunway

Group in 2000 under its

hospitality arm, overseeing

the management and

expansion of the Sunway,

Allson and the Banjaran

brands in Asia, China, Indo-

China and the Middle East. He

is the author of Hotel Tales, a

compilation of real-life stories

set in different hotels. Hanley

has started a new hotel

management company called

Hotel Integrations Sdn Bhd

providing new and existing

hotel owners prefessional

services on the development

and management of hotels

and resorts. Currently in

the portfolio there are three

operating hotels and seven

more under development in

South East Asia and Australia.

ME BUSINESS SEGMENT: HOTEL INTEGRATIONS & HANLEY CHEW

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Hanley Chew has developed a new concept series of hotel in the Klang Valley which will be announced soon.

Q. you have started your own company. please tell us about it.

I started the company in

January 2012. After spending

almost 20 years with

international hotel companies

and Malaysian home-grown

companies at Sunway, I felt it

was time to set up something

of my own to manage hotels

and blend the best practices

of local and international

hotels. We are currently

working on nine hotel

developments, in Malaysia,

Southeast Asia and Australia.

Q. Could you elaborate on what you mean by “blending the best practices of international and local hotels”?

International hotels have

good practices and operate

all over the world. Local

companies are very profit-

driven and nothing wrong

with that, but the focus is

a lot more on profits rather

than standards. Combining

profitability with standards is

a good balance. That’s what

I’m trying to achieve with

new hotel owners so that

they can both achieve high

standards and maintain good

profits.

Q. What is your vision for the company?

To grow this company

regionally, in the next five

years, and to integrate hotel

service providers. As long

as we can add value to the

owners of the hotel, I want to

integrate their services into

my company.

Q. Why the hotel industry?

I entered into the industry

by accident. I was around

27 years old and that’s a

very dangerous age. You

think you know everything.

I came back from the UK

with an accounting degree,

thought I knew everything to

start my own business and

instead got cheated and lost

a lot of money. After that, a

friend asked if I wanted to

work in a hotel in Sandakan

(at that time I didn’t even

know where Sandakan was).

I packed my bags two days

later, started new life there

and never looked back since.

Q. What’s your favourite aspect of the hotel industry?

It’s meeting new people,

nice and nasty people alike.

Whether it’s a customer or a

hotel, it is a service industry.

Service is a subjective thing,

and dealing with humans

is one of the passions that

I have. I like dealing with

different characters.

Q. What do you find the most challenging starting your own company?

I did it at 27 and failed

miserably because the world

out there is not as cosy as

you think. Lots of people who

would take advantage of you

if you’re not experienced

enough. Getting the right

people to work with you is

most challenging – getting a

team of people to start off is

the most important process.

It is a journey, developing

these people.

Q. What do you look for in the people who make up your team?

I use the acronyms H.I.R.E. and

F.I.R.E.:

H – Honesty

I – Integrity

R – Respect

E – Earned Trust

F – Fight

I – figure of 1 (stand as one)

R – (most important thing

is to) Re-examine yourself

(sometimes you DESERVE to

be fired, look at yourself in the

mirror and ask yourself why

you are fired)

E – Energy (positive energy,

even when you’re under fire)

These are my personal core

values which I share with the

people I hire.

“We are going regional, building hotel brands for owners, adding value for hotel owners. We’re spreading our wings and finding affiliates in the region who share the same values and philosophy.”

Q. What are your plans for the next three years?

We are going regional,

building hotel brands

for owners, adding value

for hotel owners. We’re

spreading our wings and

finding affiliates in the region

who share the same values

and philosophy.

Q. What is the career potential in the hotel industry now?

It’s huge, especially for people

who are willing to work

hard. The hotel industry is a

service industry and not for

everybody. It is also one of

those industries where you

can get exposure overseas.

We speak many dialects and

we are very marketable (in

China, Macau especially, half

staff force are Malaysians). The

challenge at the same time is

BUSINESS SEGMENT: HOTEL INTEGRATIONS & HANLEY CHEW ME

76 mbaedgeTM

how do we keep them here

in the country? I was on the

road for eight years and after

eight years I thought it was

time to come back and that’s

when I came back in 2000.

Q. how do people in the industry handle the 24-7 life the hotel industry entails?

When you are involved in

hotel operations, you are the

host. The hotel is your home.

The guests are your guests.

You have to see to their

comfort and safety, make sure

they’re happy. Hotels never

close. Hoteliers don’t like to

stay at hotels. It’s a 24-7 life,

definitely. It is an artificial

world, you don’t need to

make your bed, you call for

room service for meals. It’s

not real. When you open

your door, you have to dress

nicely. It’s not a real world.

You have to like this kind of

environment. It sounds nice

but it’s not as nice as you

imagine. After a while, it starts

to sink in, I want my bed to

have dirty linen, where’s that

familiar smell? You can get

spoilt, you don’t even have to

buy toilet paper.

Q. you see all sorts of things in the hotel industry, murders, syndicates, crime, people being sick, etc. how does that change you as a person?

We live in a real world where

on the surface it all looks nice

and good but behind each

hotel room door, you have a

different world going on, and

the world could be happily

married couple, credit card/

drug scam going on. I was

also thinking of writing a

book about what the hotel

walls have seen. That same

room houses different things.

Q. Does seeing all these things behind hotel room doors make people in the industry more cynical?

It makes a person more

capable about handling

situations in family and

friends. Because you’ve seen

it, it’s no longer a shock

because you’ve handled it,

like a dead body for example.

Q. What is your advice for graduates entering the hotel industry?

Everyone wants to start

as a manager. Every hotel

graduate should work

through the ranks, start

from rank and file. Start

as doorman, experience

washing plates and so on.

A lot of people don’t go

through that route, they

want to immediately start as

manager. One of the reasons

why I wanted to compile the

book, Hotel Tales, to share the

stories in a hotel, is because

the experiences are so rich. A

lot of these experiences are at

rank and file level. A hotel is

like a village, the most senior

staff can be an expat from

Switzerland and the lower

level staff, a gardener. There’s

a wide variety of people you

work with and that’s what

makes it interesting.

Q. Would the graduate after reading hotel Tales be inspired or scared?

It would give them a glimpse

of the real hotel industry.

What they learn is school is

very theoretical. Whether

positive or negative, I leave it

to them.

Q. Do you plan to publish another book soon, hotel Tales 2 perhaps?

That is in the making.

Yesterday we got a call

that Hotel Tales has been

nominated for the Popular-The Star Reader’s Choice

Award. The book has also

been selling quite well. Hotels

have also been placing the

book in their rooms – it’s

good reading material

compared to the usual

magazines in hotel rooms. ME

Hanley can be contacted at

hanley@hotel-integrat ions.com

“A lot of people don’t go through that route, they want to immediately start as manager. One of the reasons why I wanted to compile the book, Hotel

Tales, to share the stories in a hotel, is because the experiences are so rich. A lot of these experiences

are at rank and file level.”

ME BUSINESS SEGMENT: HOTEL INTEGRATIONS & HANLEY CHEW

mbaedgeTM 77

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LAST WORDS

This real life case

study shows how an

executive can expand a

simple coaching assignment

to benefit his team and the

entire company. I hope the

article also reinforces my

observation that the most

important factor in executive

coaching is not the coach.

Joe Smith is the President

and Chief Executive Officer of

Clarkson Products. Clarkson

Products is a key division

of Clarkson Enterprises and

employs over 40,000 people.

Clarkson Enterprises is a

"Fortune 100" company that

employs over 100,000 people

and is a leader in its industry.

I had the opportunity to

work with Joe as an executive

coach for over a year.

Although I am not sure how

much Joe learned from me

during this period, I learned

a lot from him and from his

team! I hope that the great

work done by Joe and his

team gives you a few ideas

that you can use, either as a

coach or as a person being

coached.

This real life case study shows

how an executive can expand

a simple coaching assignment

to benefit his team and the

entire company. I hope the

article also reinforces my

observation that the most

important factor in executive

coaching is not the coach. It is

the executive being coached

and his or her co-workers.

Getting Started

My coaching process is

somewhat unusual. My

mission is to help successful

leaders achieve positive

change in behavior: for

themselves, their people and

their teams. I work with my

clients and their managers

to determine: 1) who are my

client's key stakeholders and

2) what are the key behaviors

that my client wants to

change. The company pays

me only after my client has

achieved a positive change in

key behaviors as determined

by key stakeholders.

The project began when I

met with Bruce Jones, the

CEO of Clarkson, and Mary

Washington, the EVP of

Human Resources. Bruce

was clearly a "fan" of Joe's.

He let me know that Joe

was a fantastic leader who

had produced consistent

results. He felt that Clarkson

would benefit if Joe played

a greater role in reaching

out across the company

and building relationships

with his colleagues in other

divisions. Mary agreed that

Joe was a key resource for the

company and that the entire

EXPANDING ThE VALUE OF COAChING

Real Life Case Studyby MARShALL GOLDSMITh

ME Last Words : Expanding the Value of Coaching

mbaedgeTM 79

company could benefit from

his increased involvement.

Clarkson, like many of my

clients, is trying to increase

synergy across divisions and

build more teamwork across

the company.

When I first met Joe, I

was impressed with his

enthusiasm and love for his

job. He was clearly in a place

where he wanted to be.

Joe was very proud of what

Clarkson Products produced

and proud of the people

who worked with him. I

have worked with over 70

major CEOs. I have met a lot

of committed leaders. Joe is

one of the most committed

leaders I have ever met.

Joe liked the design of

our coaching process. He

developed a list of key

stakeholders and called Bruce

to validate his list. He decided

to work with me.

Collecting Information

I conducted one-on-one

confidential interviews with

each of Joe's pre-selected

stakeholders. Both colleagues

and direct reports agreed that

Joe was brilliant, dedicated,

hard working, high in

integrity, great at achieving

results, well organized and an

amazing leader of people.

Joe's peers felt that the

company could benefit if he

did a better job of reaching

out and forming partnerships

with them. Some believed

that Joe and his team were so

focused on achieving results

for the Products division that

they hadn't placed enough

emphasis on building synergy

and teamwork across the

entire Clarkson business.

Joe's direct reports agreed

that Joe, his team and the

company would benefit if the

Products team did a better

job of reaching out across the

company. They also wanted

Joe to focus on making sure

that everyone felt included.

Some mentioned that Joe

was so focused on achieving

his mission that he could

(unintentionally) leave out

people or ideas that were not

on his "radar screen".

All of the interview data was

collected by topic, so that no

individual could be identified.

After reviewing the summary

report of the interviews

with Joe, he agreed that he

wanted to work on "reaching

out across the company and

building partnerships with

colleagues" as a personal

goal. He also expanded the

goal to include his entire

team.

Joe also decided to work on

"ensuring involvement and

inclusion" with his direct

reports. Joe checked in with

Bruce and both agreed that

these were worthwhile goals.

Involving Team Members

Our research on behavior

change is clear. If leaders

get feedback, follow-up and

involve their co-workers in

the change process, they get

better. If they don't follow-up

and involve their co-workers,

they usually are not seen as

improving.

As part of the coaching

process, Joe had one-on-one

discussions with each of his

colleagues and direct reports

about what he had learned

in his initial feedback. He

thanked them for their input,

expressed gratitude for their

involvement and positive

comments, openly discussed

what he wanted to change

and asked them for their ideas

on how he could do a great

“My coaching process is somewhat unusual. My mission is to help successful leaders achieve positive change in behavior: for themselves, their people and their teams”.

Last Words : Expanding the Value of Coaching ME

80 mbaedgeTM

job.

After the initial discussions

with his direct reports, Joe

made a minor modification in

one of his goals. He decided

that his direct reports wanted

him to do a great job of

"inclusion and validation".

The Products Division was

going through very turbulent

times. Several of Joe's team

members wanted to make

sure that he was "checking

in" with them and validating

that they were headed in the

right direction during these

changing times.

While I always recommend

that my coaching clients

follow-up with their key

stakeholders to get ongoing

ideas for improvement,

Joe came up with a much

better idea. He got his entire

team involved! Not only did

Joe pick key colleagues to

connect with on a regular

basis, so did everyone on

this team. This expanded

the benefit "reaching out"

far beyond anything that

Joe could do by himself. In

fact Joe's team established

a matrix with ongoing

process checks to ensure

that everyone was "sticking

with the plan". All members

of Joe's team talked about

whom they were contacting

and what they were learning

on a regular basis. They

shared information with each

other to help improve cross-

functional teamwork, synergy

and cooperation.

In the area of ensuring

inclusion and validation with

direct reports, Joe developed

an amazing discipline. He

would consistently ask, "Are

the any more ideas that we

need to include?" and "Are

there any more people that

we need to include?" at the

end of each major topic

change or meeting. This gave

everyone a chance to reflect

and made sure that everyone

had the opportunity to make

a contribution.

Often in the meetings of

high-level executive teams

(like Joe's), there is an "outer

ring" of people who may

attend meetings. These are

people who may report to

team members and may be

providing information on

key topics that are going to

be discussed. Not only did

Joe reach out to make sure

that his team members were

included, he also reached

out to ensure that everyone

in the room was invited to

participate.

Over the course of the year,

I had follow-up discussions

with Joe's direct reports. Not

only did Joe pick an area for

personal improvement, each

one of his direct reports did

as well. This way the process

of change not only benefited

Joe; it benefited everyone.

A couple of his direct reports

showed great maturity

by telling Joe, "When we

started on this process, I was

critical of you for not being

inclusive. In the last few

months, you have been doing

everything that you can do

to include people. You have

asked me for my input on a

regular basis. I have to admit

something. You weren't the

problem in the first place.

Sometimes I just wasn't

assertive enough to say what

I was thinking. It was easier for

me to blame you than to take

responsibility myself."

A year Later

At the end of the coaching

assignment, I had the

opportunity to interview each

of Joe's 15 direct reports and

his 10 colleagues from across

the company. They were

asked to rate his increased

effectiveness on each item on

a "-5" to "+5" scale (with "0"

indicating "no change"). Not

surprisingly, his improvement

scores were outstanding. 40%

of all numerical responses

were a "+5" and over 85%

were a "+3" or above. No

individual had a negative

score on any item. I have

seen hundreds of reports

like this. These scores were

exceptionally positive.

In "reaching out across the

company and building

partnerships" both his direct

reports and colleagues were

extremely satisfied with his

progress. They commented

on his ongoing dedication

to being a great team player.

They noticed how he had

"gone out of his way" in

meetings, phone calls and

e-mails to be a good partner.

“All members of Joe’s team talked about whom they were contacting and what they were learning on a regular basis. They shared information with each other to help improve cross-functional teamwork, synergy and cooperation”.


mbaedgeTM 81

In "ensuring that his

team does a great job of

reaching out and building

partnerships", his scores were

equally positive. Both groups

commented on the ongoing

process that he put in place

with his team. In fact, some of

his direct reports commented

that their colleagues across

the company had also started

becoming better team

players. (It is much easier to

be helpful and supportive

to someone else, if they

are trying to be helpful and

supportive to you!)

In "ensuring validation and

inclusion" his direct report

scores were not just positive;

they were amazing! His fifteen

direct reports had over 100

positive comments and

nothing negative to say. They

almost all talked about the

value of his asking for input

on an ongoing basis and

including everyone who was

involved in the decision.

Like many companies,

Clarkson's business was

dramatically impacted

by September 11 and it's

aftermath. This was an

extremely hard year for Joe,

his team and his company.

Many of his team members

noted how easy it would

have been for Joe to "lose it"

and not reach out to others

during this tough time. He

had every "excuse" not to

put in the time. They were

amazed at his ability to

involve, inspire and motivate

people when times were so

tough. Some of the written

comments were more than

positive, they were moving.

Learning points for Coaching

The key variable in

determining the success of

coaching is not the coach; it

is the person being coached

and their co-workers.

Joe had greater challenges

and problems than almost

any of the people that I have

coached. In spite of this, he

achieved outstanding results

in building relationships with

his colleagues and being

inclusive with his team. He

didn't get better because I did

anything special. In fact, I have

put in much more time with

people who have achieved

much less. He reinforced an

important lesson for me (as

a coach) I only work with

people who care!

As a person who is being

coached, never put the

responsibility for your change

on the coach. It is your life.

Like a personal trainer, the

coach can help you get in

shape. You are the one that

has to do the work.

Not only was Joe a model

of ongoing dedication and

commitment, so was his

team. Every team member

had a positive, "can do"

attitude toward improving

teamwork across Clarkson.

Joe's positive results were not

just a reflection of his efforts;

they were a reflection of his

team's efforts.

True long-term change

requires discipline over time

and process management.

One of the great false

assumptions in leadership

development is, "if they

understand, they will do". If

this were true, everyone who

understood the importance

of going on a healthy diet

and exercising would be in

shape. Every executive that

I meet is smart. In terms of

behavior, they all understand

what they should do. Joe

did it!

“The key variable in determining the success of coaching is not the coach; it is the person being coached and their co-workers”.

Last Words : Expanding the Value of Coaching ME

82 mbaedgeTM

Joe established an ongoing

process and discipline and

"stuck with it". He managed

a process. He made sure

the follow-up discussions

were scheduled. He had the

discipline to ask, "Are there

any people or ideas that

we need to include?" over

and over again. Joe worked

with Carrie, a great executive

assistant, who helped keep

him and his team on track.

By involving team members

and key stakeholders, the

value of the coaching

process can be increased

exponentially.

Not only did Joe get better,

everyone around Joe got

better! Joe's entire team

was involved in the process.

Everyone is his team reached

out across the company

to build partnerships and

increase synergy. Everyone on

Joe's team picked personal

"areas for improvement" and

focused on getting better.

Many of the members of Joe's

team began to implement

the same process with their

own teams. In some cases,

people across the company

began reaching out to

Joe's team in a much more

collaborative way.

Joe was given a simple

challenge to change his own

behavior. Through his effort

at personal improvement,

Joe ended up benefiting

hundreds of people across

Clarkson.

Published in: The Art and

Practice of Leadership

Coaching, edited by Howard

Morgan, Phil Harkins and

Marshall Goldsmith, Wiley,

2005

Dr. Marshall Goldsmith was recently

named winner of the Thinkers50 Leadership Award

(sponsored by Harvard Business Review) as the

world's most influential leadership thinker. Along

with being recognized as the #1 leadership thinker,

Marshall was listed as the #7 greatest business

thinker in the world. What Got You Here Won’t Get

You There was the #2 bestseller on the INC Magazine

/ CEO Read list of business bestsellers for 2011. This

is the fifth year in a row that What Got You Here

Won’t Get You There was in the top ten. MOJO was

listed at #19. This is the second year in a row that it

has been in the top twenty.


“By involving team members and key stakeholders, the value of

the coaching process can be increased exponentially”.










THE MBA EDGE™


(Season 2)

TOPIC:


CONGRATULATIONS

TO THE WINNERS!


mbaedgeTM 83










THE MBA EDGE™


(Season 2)

TOPIC:


CONGRATULATIONS

TO THE WINNERS!


84 mbaedgeTM

Documents

MBA Edge Postgraduate Studies