Thursday, August 28, 2014

Lawatan Penandaarasan Amalan Persekitaran Berkualiti 5S

INTAN Wilayah Utara telah menerima kunjungan penandaarasan 5S dari Lembaga Hasil dalam Negeri, Sungai Petani Kedah pada 28 Ogos 2014. Seramai 20 orang wakil dari pelbagai unit telah hadir untuk mendalami konsep 5S dan melihat sendiri bagaimana warga INTURA mengaplikasikan konsep 5S darap urusan kerja seharian.

Antara pengisian lawatan termasuklah ceramah mengenai “Ekosistem Kondusif Sektor Awam” oleh En. Norshuhaidy bin Shabudin dan taklimat “Pengalaman dan Cabaran 5S” oleh Pn. Zahidah bt. Abdul Jalil selaku Penyelaras 5S INTURA.


Sejurus selepas ceramah, para pelawat telah dibawa meninjau sekitar Pentadbiran, Latihan, Pusat Sumber Maklumat dan Domestik untuk menimba pengalaman dan sesi perkongsian ilmu diberikan oleh Ketua Zon setiap unit berkenaan.


















Tuesday, August 26, 2014

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Monday, August 25, 2014

Twelve Cs for Team Building

Executives, managers and organization staff members universally explore ways to improve business results and profitability. Many view team-based, horizontal, organization structures as the best design for involving all employees in creating business success.
No matter what you call your team-based improvement effort: continuous improvement, total quality, lean manufacturing or self-directed work teams, you are striving to improve results for customers. Few organizations, however, are totally pleased with the results their team improvement efforts produce.
If your team improvement efforts are not living up to your expectations, this self-diagnosing checklist may tell you why. Successful team building, that creates effective, focused work teams, requires attention to each of the following.
  • Clear Expectations: Has executive leadership clearly communicated its expectations for the team's performance and expected outcomes? Do team members understand why the team was created? Is the organization demonstrating constancy of purpose in supporting the team with resources of people, time and money? Does the work of the team receive sufficient emphasis as a priority in terms of the time, discussion, attention and interest directed its way by executive leaders?
    Read more about Clear Performance Expectations.

  • Context: Do team members understand why they are participating on the team? Do they understand how the strategy of using teams will help the organization attain its communicated business goals?

    Can team members define their team's importance to the accomplishment of corporate goals? Does the team understand where its work fits in the total context of the organization's goals, principles, vision and values?
    Read more about Team Culture and Context.

  • Commitment: Do team members want to participate on the team? Do team members feel the team mission is important? Are members committed to accomplishing the team mission and expected outcomes? Do team members perceive their service as valuable to the organization and to their own careers? Do team members anticipate recognition for their contributions? Do team members expect their skills to grow and develop on the team? Are team members excited and challenged by the team opportunity?

  • Competence: Does the team feel that it has the appropriate people participating? (As an example, in a process improvement, is each step of the process represented on the team?) Does the team feel that its members have the knowledge, skill and capability to address the issues for which the team was formed? If not, does the team have access to the help it needs? Does the team feel it has the resources, strategies and support needed to accomplish its mission?


  • Charter: Has the team taken its assigned area of responsibility and designed its own mission, vision and strategies to accomplish the mission. Has the team defined and communicated its goals; its anticipated outcomes and contributions; its timelines; and how it will measure both the outcomes of its work and the process the team followed to accomplish their task? Does the leadership team or other coordinating group support what the team has designed?

  • Control: Does the team have enough freedom and empowerment to feel the ownership necessary to accomplish its charter? At the same time, do team members clearly understand their boundaries? How far may members go in pursuit of solutions? Are limitations (i.e. monetary and time resources) defined at the beginning of the project before the team experiences barriers and rework?

    Is the team’s reporting relationship and accountability understood by all members of the organization? Has the organization defined the team’s authority? To make recommendations? To implement its plan? Is there a defined review process so both the team and the organization are consistently aligned in direction and purpose? Do team members hold each other accountable for project timelines, commitments and results? Does the organization have a plan to increase opportunities for self-management among organization members?

  • Collaboration: Does the team understand team and group process? Do members understand the stages of group development? Are team members working together effectively interpersonally? Do all team members understand the roles and responsibilities of team members? team leaders? team recorders?

    Can the team approach problem solving, process improvement, goal setting and measurement jointly? Do team members cooperate to accomplish the team charter? Has the team established group norms or rules of conduct in areas such as conflict resolution, consensus decision making and meeting management? Is the team using an appropriate strategy to accomplish its action plan?

  • Communication: Are team members clear about the priority of their tasks? Is there an established method for the teams to give feedback and receive honest performance feedback? Does the organization provide important business information regularly?

    Do the teams understand the complete context for their existence? Do team members communicate clearly and honestly with each other? Do team members bring diverse opinions to the table? Are necessary conflicts raised and addressed?

  • Creative Innovation: Is the organization really interested in change? Does it value creative thinking, unique solutions, and new ideas? Does it reward people who take reasonable risks to make improvements? Or does it reward the people who fit in and maintain the status quo? Does it provide the training, education, access to books and films, and field trips necessary to stimulate new thinking?
  • Consequences: Do team members feel responsible and accountable for team achievements? Are rewards and recognition supplied when teams are successful? Is reasonable risk respected and encouraged in the organization? Do team members fear reprisal? Do team members spend their time finger pointing rather than resolving problems? Is the organization designing reward systems that recognize both team and individual performance? Is the organization planning to share gains and increased profitability with team and individual contributors? Can contributors see their impact on increased organization success?

  • Coordination: Are teams coordinated by a central leadership team that assists the groups to obtain what they need for success? Have priorities and resource allocation been planned across departments? Do teams understand the concept of the internal customer—the next process, anyone to whom they provide a product or a service? Are cross-functional and multi-department teams common and working together effectively? Is the organization developing a customer-focused process-focused orientation and moving away from traditional departmental thinking?

  • Cultural Change: Does the organization recognize that the team-based, collaborative, empowering, enabling organizational culture of the future is different than the traditional, hierarchical organization it may currently be? Is the organization planning to or in the process of changing how it rewards, recognizes, appraises, hires, develops, plans with, motivates and manages the people it employs?

    Does the organization plan to use failures for learning and support reasonable risk? Does the organization recognize that the more it can change its climate to support teams, the more it will receive in pay back from the work of the teams?
    Read more about culture change

    Spend time and attention on each of these twelve tips to ensure your work teams contribute most effectively to your business success. Your team members will love you, your business will soar, and empowered people will "own" and be responsible for their work processes. Can your work life get any better than this?

Dizziness, Fatigue, Feeling Faint and High Blood Pressure [Information]

There are 88 conditions associated with dizziness, fatigue, feeling faint and high blood pressure. The links below will provide you with more detailed information on these medical conditions and help provide a better understanding of causes and treatment of these related conditions.

Sunday, August 24, 2014

Program Kecergasan INTURA (i-Fit) 2014

Program Kecergasan INTURA (i-Fit) merupakan aktivi sukan dalaman yang dijalankan secara berkala setiap tahun. Program ini bukan sekadar  sukan semata-mata tetapi peluang untuk bertemu dan mengeratkan silaturrahim antara warga kerja tanpa mengira pangkat dan peringkat.

Program i-Fit pada tahun ini telah dijalankan pada 24 Ogos 2014. Program ini telah dirasmikan oleh YBrs. Dr. Zurina bt. Abdul Hamid dan tema i-Fit pata tahun ini ialah Kearah Transformasi Kecergasan.


Antara pengisian i-Fit kali ini ialah majlis perlantikan pengurus pasukan, senamrobik, bolajaring dan bolatampar. Semua warga menggunakan peluang ini untuk bersama-sama bersukan dan program ini juga merupakan persediaan untuk Kejohanan Sukan Antara Kampus yang akan berlangsung di INTURA pada tahun ini.

















Wednesday, August 20, 2014

Majlis Sambutan Aidilfitri 2014

Pada 19 Ogos 2014 telah berlangsung Majlis Sambutan Aidilfitri Tahun 2014 bertempat di perkarangan bangunan domestik dan pentadbiran, INTAN Wilayah INTURA. Majlis ini dijalankan secara dalaman yang melibatkan lebih kurang 200 orang yang terdiri daripada warga INTURA, peserta kursus dan pekerja kontrak INTURA.

Disamping hidangan juadah hari raya, pertandingan gerai makanan tercantik yang melibatkan peserta DPA dan unit-unit dalaman INTURA juga turut dijalankan bagi memeriahkan suasana.
Majlis ini turut dihadiri oleh YBrs. Dr. Zurina bt. Abdul Hamid, Pengarah INTAN Wilayah Utara.


Secara keseluruhannya majlis ini secara tidak langsung dapat merapatkan hubungan antara warga INTURA dan peserta kursus. Sekalung tahniah diucapkan kepada semua di atas kerjasama dalam penganjuran majlis ini.