Sunday, 20 November 2011
Corporate governance
Corporate governance is a number of processes, customs, policies, laws, and institutions which have impact on the way acompany is controlled.An important theme of corporate governance is the nature and extent of accountability of people in thebusiness, and mechanisms that try to decrease the principal-agent problem.
Sunday, 13 November 2011
Master
A master's is an academic degree granted to individuals who have undergone study demonstrating a mastery or high-order overview of a specific field of study or area of professional practice. Within the area studied, graduates are posited to possess advanced knowledge of a specialized body of theoretical and applied topics; high order skills in analysis, critical evaluation or professional application; and the ability to solve complex problems and think rigorously and independently.
In some languages, a master's degree is called a magister, and magister or a cognate can also be used for a person who has the degree. There are various degrees of the same level, such as engineer's degrees, which have different names for historical reasons. See List of master's degrees.
There has recently been an increase in programs leading to these degrees in the United States; more than twice as many such degrees are now awarded as compared to the 1970s. In Europe, there has been a standardisation of conditions to deliver the master's degrees and most countries present degrees in all disciplines.
Wednesday, 9 November 2011
Dunia ini pinjaman
Saturday, 5 November 2011
ENGINEERS – A FAILURE IN LEADERSHIP?
IEM Essay Writing Competition 2005
Page 1 of 6
2nd Prize Winner
Category I (Public, Members and Graduates)
ENGINEERS – A FAILURE IN LEADERSHIP?
by Calvin Tey Choo Yew
Engineers are often perceived to be followers rather than leaders. It is said than an engineer merely implements a plan rather than play any role in creating the plan. As most people say, the engineers are the ones who simply carry out the dirty work. He is simply playing a “small” role in a bigger scheme of things. Needless to say such a negative perception has removed much shine from this once coveted profession. Why has the profession come to such a state? Are we really lacking of engineers with good leadership capabilities? Or is it really true that engineers and leadership simply does not go together?
There should be a serious examination of the profession and concerted effort to instill leadership. There must be an understanding of contemporary needs in order to keep engineers abreast with the time. By doing so, the status of the profession can be raised and the interests of the engineering fraternity can be further advanced.
Dilemma of an Engineer
But first, we have to acknowledge the present state of engineers vis-à-vis leadership – the dilemma of engineers not being regarded as good or effective leaders. Is it a universal fact? How severe is the dilemma? Do we even have to be concerned at all?
The scenario could not be more apparent if we examine the corporate scene of Malaysia. There are many major corporations with engineering concern being helmed by a leader devoid of any engineering background. Isn’t this a classical example of a business graduate being the boss and the engineer becoming a subordinate? This is the case even in many engineering-based companies. The list of such organizations is endless. We do not question the suitability of the business leader. There must surely be plus-points which have enabled a person to climb up the leadership stairs. However, we do ponder the dilemma of engineers who just don’t quite seem to make the grade. Why have they been sidelined? Is he not competent enough? But isn’t he the best engineer around in his
organization?
The engineer is supposed to be technically competent in his field. With years of professional training and working experience, he should be blessed with a strong logical mind to mitigate a wide variety of issues. In an engineering organization, an engineer should be the one who has the full and complete understanding of the goings-on of the organization. After all he knows the technical details right down to the last bolt and nut!
Unfortunately, he seldom makes it to the top. Despite years of effort and commitment, an engineer is most likely to remain just that, an engineer, not a leader. Is this really an international phenomenon? Not quite. This is not really the norm in other well-known international companies such as Siemens AG and Bharat Heavy Electricals. These established corporations with heavy dealings in the engineering world are led by prominent engineers in their respective field. They must have been effective leaders too as their sprawling corporations have made their presence felt in every nook and cranny of the globe.
The situation is even bleaker if we dare take a glimpse of the political arena. It is really quite unlikely to find many engineers as ministers or holding prominent public office in Malaysia. On the contrary, there seems to be an abundance of doctors and lawyers holding such important positions. Aren’t they just like us, professionals? What made us less a leader? On the global platform, we have even less engineers with a position to influence or to make an impact. Fancy an engineer prime minister?
Some engineers may beg to differ. “Aren’t there many engineers who have worked their way up to become managers?” some may say. They may add, “These managers lead many people of different professional background in their respective departments or divisions.” This is true, but a manager is a manager. He is not necessarily a leader. Leadership will require much more personal qualities that may not be possessed by a manager. A manager organizes and controls. A leader guides and provides vision. It is this vision that really makes the difference. There are plenty of engineer-managers, but not many who are leaders are the same time. Not in the true sense anyway.
On the micro level, engineers have also much catching up to do. Many young engineers are able to perform superbly on their job but failed to exhibit sound leadership prowess. They simply perform their work as “prescribed”, lacking in creativity and fresh ideas. Some fail to convey their opinions effectively and some fail to provide guidance to their subordinates. This is probably due to the spoon-fed education system Malaysians are so accustomed to.
The dilemma is very real in Malaysia. It may not be a trend globally, but it is definitely of concern in Malaysia. We ought to take definitive steps if we do not want to be led down the drains.
Where has it led the engineers?
The boss speaks and makes promises. The engineers have to slave it out and get the job done. He knows the details, what can be done, what is not plausible; but the boss simply has it his way. An engineer says, “it is wrong and unethical to do so and so…it will collapse… life will be lost” The boss says, “Just do it!” Haven’t we learnt this from stories of the ill-fated Discovery space shuttle? Failure of an engineer to exhibit leadership capability may compromise the professional code of ethics. This is not a mediocre matter – this is putting the image of the profession at stake!
It is really no wonder that the general public no longer look upon engineers with high esteem. In fact, engineers are seldom credited for their contributions. But when the flyover cracks or a slope gives way, lo and behold, the engineer is to blame! A massive power outage, blame the engineers – “they’ve made some mistake!” After all the general public is more excited when there are scandals. No comment when things are peaceful and in order.
With such arguments, surely not many will aspire to become an engineer. What is the point of loathing day and night at an engineering school to just become a follower, a subordinate till the end?
Nevertheless, engineering remains one of the most sought after undergraduate course. Universities and colleges throughout Malaysia continue to churn out new graduate engineers at breakneck speed. It is tough to be admitted into an engineering school and it is even tougher to become a competent professional engineer. Yes, we have the technical and professional standards but it is somehow lacking something. And we have to do something about that “something”!
Engineers to become leaders?
That something is leadership and it must be instilled from the very beginning and kept alive thereafter. Plant the seed, we must and water it we should. It should start from school and continue throughout a person’s professional life. An engineer must live up to its name and reengineer to keep up with the times. Only by doing so, he can continue to contribute to the society in a more effective manner.
There must be a concerted effort in reviewing and possibly revamping the engineering education system in the country. There is no doubt that local institution of higher learning produce highly competent engineers in their field of study. Engineers graduating from renowned engineering schools such as that of Universiti Malaya or Universiti Teknologi Malaysia are highly sought after. Even newer universities such as Universiti Tenaga Nasional and Multimedia University have made their mark. But is it enough just having engineers who are technically competent? They may be well versed in thermodynamics, current and voltage or slope design. But are they also familiar with ringgit and sen, for instance? Are they able to communicate their opinions and professional judgment? Are they able to develop good interpersonal skills? Can they build a lasting relationship with their friends, counterparts and clients? Are they independent, or rather inter-dependent as Stephen Covey puts it? Can they be depended upon as leaders?
In order to produce all-rounder engineers, there should be more than just engineering curricula. Engineers ought to be made aware of the inter-relationship between engineering, business, economics, socio-politics and other aspects. There ought to be an awareness that the works of an engineer is meant to provide various conveniences to mankind. As such, engineers should reach out and understand the needs of different people. Only by doing so, can an engineer provide the necessary vision and guidance to others and thus become a leader.
Engineers should not just be competent technically; he must be competent in the so- called soft skills. These are exactly the type of skills most often ignored and as a result engineers will have to pay dearly for it. In fact some say, leaders are mostly endowed with excellent soft skills, even if they are technically incompetent. Engineers, on the other hand are so technically savvy they just lost touch with the softer things in life. Heard of the term “nerds” often associated with engineering students? Those bespectacled young ladies and gentlemen talking in weird jargon and poring over thick volumes of engineering books throughout their university life? Yes, the technically savvy who lost touch with the wider society.
An engineer should gain an understanding of financial and commercial aspects of life. After all, it is all about money in the end, isn’t it? What use is a piece of start-of-the-art equipment if it costs a bomb and is not feasible in the end? Many engineers who started out on their own business simply go bust because they are blind to things like market forces or financial ratios. Without the necessary financial knowledge, engineers will find it hard to elevate to become a leader. This is probably the reason many organizations are not led by engineers, but by business graduates. The business graduate may not know the micro-details of say, a pump but he does know how to pump the dollars and cents out and keep it flowing!
An engineer should develop good management skills. This encompasses management of his personal works and that of others. By doing so, he would be able to put first things first and get things done in proper sequence with proper results. An engineer should also instill a sense of responsibility and accountability. Such qualities will help build trust and confidence of others on him. Trust is a pre-requisite to being a leader. A dishonest and fraudulent person hardly makes a leader.
Interpersonal skills are just as important. An engineer must develop good personal skills in dealing with people. The way he identifies himself to others will portray the image and gives a lasting impression on others. His ability to communicate his sincere feelings and sound professional judgment will enable him to be heard and understood. It makes him convincing and respected. He can thus influence and persuade. His thoughts will be considered and not merely put aside. A good proposal remains a proposal if it is not articulately presented. A good plan turns awry, if relationship sours due to poor interpersonal skills.
The various soft skills should be emphasized right from the beginning and given prominence throughout the professional career. Presently, subjects like management or ethics are often relegated as miscellaneous, to be taken just to fulfill the requirements to graduate. As if not bad enough, these subjects are taken usually at the end of the engineering course, kept to the last. Even after graduation, similar courses are only taken simply because it is necessary in order to satisfy the requirements of the Board of Engineers. This should not be the case. Such courses should instead be regarded as value- added knowledge to enhance an engineer’s technical know-how. Engineers do not live in their own world; their world is also shared by others from very different backgrounds.
These softer things are a must to bridge the gap between people from diverse background.
In addition, engineers should be well read and well informed. There is a need to keep abreast with not only new technologies but also new ideas and thoughts. Motivational reading materials such as those written by Anthony Robbins, Stephen Covey and Norman Vincent Peale help provide new guidelines and thoughts on leading an effective life and building effective leadership. Thoughts of great world leaders such as Tun Dr. Mahathir and Lee Kuan Yew make excellent source of information for aspiring leaders. Engineers too should not miss out on it. There is no better place to learn but from the real gurus in leadership.
Engineers in Malaysia are not really working in the framework of Malaysia only. With an increasingly globalized world, the inter-dependency of various countries is becoming more pronounced. A leader has to be in touch with the workings and realities of other communities in the world. Malaysia is not alone. We are but a member of a larger global community.
An engineer should also possess sound and unwavering principles. A principle-centered engineer with a clear conscience will inspire and motivate others. By giving paramount importance to the welfare of the community, engineers will earn the respect and awe accorded to a true leader. In this respect, the professional code of conduct and engineering ethics are already in place and continuously promoted by the Institution of Engineers and Board of Engineers. These should not be brushed aside as a proper conduct is necessary to instill proper leadership. After all, what use do we have of an unscrupulous “leader”? “Leaders” of the likes of Hitler and Pol Pot are definitely not desirable, if not downright disastrous!
Leadership is not a clear-cut skill which can be discerned from some text book. It cannot simply be learnt from attending some course. It has to be instilled and given time as well as opportunity to grow. It cannot be the task of the academia or Institution of Engineers alone. It has to be a personal endeavor and awareness. With leadership comes heavy responsibility as well. A leader has to be accountable for what he leads. He has to lead with conscience and with vision. It is by no means a simple task. It is harder than calculus or all the engineering design calculations. It is not something we can grasp with our hand. The skill is vague but the result is clear.
Can we make it?
Of recent years, we have been blessed with several prominent leaders from engineering backgrounds. We are not lacking of leaders in the engineering fraternity. It is just that many remain undiscovered and they should be helped and given the right awareness to emerge as one.
Tan Sri Francis Yeoh of the YTL Group is a civil engineer by profession who is now a leader of a fast-growing empire, which spans the construction, power and cement industries. His thoughts on leadership are not simply a boon on his business endeavors. It has become a source of inspiration to many others. His annual leadership conference draws hundreds of YTL employees who come to listen to him share his views on leadership. He is ample proof that engineers too can be a leader and inspire others.
Tan Sri Tajuddin Ali, the former Chief Executive Officer of TNB, the biggest electricity utility company in South East Asia is also a well-known engineer. Under his stewardship, TNB has grown by leaps and bounds recovering from the several national blackouts in the 1990’s. He is highly regarded in having turned the utility giant around through his brand of leadership. Yet another proof that engineers go well with leadership.
Politically, a young and aspiring Ir. Wee Ka Siong is fast becoming a well-respected Member of Parliament from Johor. An engineer by profession, he has shown that engineers can also become a leader and serve his community. His excellent communication and interpersonal prowess have made him a promising star in the political arena in years to come.
There are of course many other exemplary engineer leaders in Malaysia. We just have to create even more of them. The engineering fraternity has to work tirelessly to bring leadership into engineers. Doing so will help raise the status and further advance the interest of the engineering profession. Sounds familiar? This is one of mission statement of the Institution of Engineers, Malaysia. Engineers are not failures in leadership and we can prove it!
Page 1 of 6
2nd Prize Winner
Category I (Public, Members and Graduates)
ENGINEERS – A FAILURE IN LEADERSHIP?
by Calvin Tey Choo Yew
Engineers are often perceived to be followers rather than leaders. It is said than an engineer merely implements a plan rather than play any role in creating the plan. As most people say, the engineers are the ones who simply carry out the dirty work. He is simply playing a “small” role in a bigger scheme of things. Needless to say such a negative perception has removed much shine from this once coveted profession. Why has the profession come to such a state? Are we really lacking of engineers with good leadership capabilities? Or is it really true that engineers and leadership simply does not go together?
There should be a serious examination of the profession and concerted effort to instill leadership. There must be an understanding of contemporary needs in order to keep engineers abreast with the time. By doing so, the status of the profession can be raised and the interests of the engineering fraternity can be further advanced.
Dilemma of an Engineer
But first, we have to acknowledge the present state of engineers vis-à-vis leadership – the dilemma of engineers not being regarded as good or effective leaders. Is it a universal fact? How severe is the dilemma? Do we even have to be concerned at all?
The scenario could not be more apparent if we examine the corporate scene of Malaysia. There are many major corporations with engineering concern being helmed by a leader devoid of any engineering background. Isn’t this a classical example of a business graduate being the boss and the engineer becoming a subordinate? This is the case even in many engineering-based companies. The list of such organizations is endless. We do not question the suitability of the business leader. There must surely be plus-points which have enabled a person to climb up the leadership stairs. However, we do ponder the dilemma of engineers who just don’t quite seem to make the grade. Why have they been sidelined? Is he not competent enough? But isn’t he the best engineer around in his
organization?
The engineer is supposed to be technically competent in his field. With years of professional training and working experience, he should be blessed with a strong logical mind to mitigate a wide variety of issues. In an engineering organization, an engineer should be the one who has the full and complete understanding of the goings-on of the organization. After all he knows the technical details right down to the last bolt and nut!
Unfortunately, he seldom makes it to the top. Despite years of effort and commitment, an engineer is most likely to remain just that, an engineer, not a leader. Is this really an international phenomenon? Not quite. This is not really the norm in other well-known international companies such as Siemens AG and Bharat Heavy Electricals. These established corporations with heavy dealings in the engineering world are led by prominent engineers in their respective field. They must have been effective leaders too as their sprawling corporations have made their presence felt in every nook and cranny of the globe.
The situation is even bleaker if we dare take a glimpse of the political arena. It is really quite unlikely to find many engineers as ministers or holding prominent public office in Malaysia. On the contrary, there seems to be an abundance of doctors and lawyers holding such important positions. Aren’t they just like us, professionals? What made us less a leader? On the global platform, we have even less engineers with a position to influence or to make an impact. Fancy an engineer prime minister?
Some engineers may beg to differ. “Aren’t there many engineers who have worked their way up to become managers?” some may say. They may add, “These managers lead many people of different professional background in their respective departments or divisions.” This is true, but a manager is a manager. He is not necessarily a leader. Leadership will require much more personal qualities that may not be possessed by a manager. A manager organizes and controls. A leader guides and provides vision. It is this vision that really makes the difference. There are plenty of engineer-managers, but not many who are leaders are the same time. Not in the true sense anyway.
On the micro level, engineers have also much catching up to do. Many young engineers are able to perform superbly on their job but failed to exhibit sound leadership prowess. They simply perform their work as “prescribed”, lacking in creativity and fresh ideas. Some fail to convey their opinions effectively and some fail to provide guidance to their subordinates. This is probably due to the spoon-fed education system Malaysians are so accustomed to.
The dilemma is very real in Malaysia. It may not be a trend globally, but it is definitely of concern in Malaysia. We ought to take definitive steps if we do not want to be led down the drains.
Where has it led the engineers?
The boss speaks and makes promises. The engineers have to slave it out and get the job done. He knows the details, what can be done, what is not plausible; but the boss simply has it his way. An engineer says, “it is wrong and unethical to do so and so…it will collapse… life will be lost” The boss says, “Just do it!” Haven’t we learnt this from stories of the ill-fated Discovery space shuttle? Failure of an engineer to exhibit leadership capability may compromise the professional code of ethics. This is not a mediocre matter – this is putting the image of the profession at stake!
It is really no wonder that the general public no longer look upon engineers with high esteem. In fact, engineers are seldom credited for their contributions. But when the flyover cracks or a slope gives way, lo and behold, the engineer is to blame! A massive power outage, blame the engineers – “they’ve made some mistake!” After all the general public is more excited when there are scandals. No comment when things are peaceful and in order.
With such arguments, surely not many will aspire to become an engineer. What is the point of loathing day and night at an engineering school to just become a follower, a subordinate till the end?
Nevertheless, engineering remains one of the most sought after undergraduate course. Universities and colleges throughout Malaysia continue to churn out new graduate engineers at breakneck speed. It is tough to be admitted into an engineering school and it is even tougher to become a competent professional engineer. Yes, we have the technical and professional standards but it is somehow lacking something. And we have to do something about that “something”!
Engineers to become leaders?
That something is leadership and it must be instilled from the very beginning and kept alive thereafter. Plant the seed, we must and water it we should. It should start from school and continue throughout a person’s professional life. An engineer must live up to its name and reengineer to keep up with the times. Only by doing so, he can continue to contribute to the society in a more effective manner.
There must be a concerted effort in reviewing and possibly revamping the engineering education system in the country. There is no doubt that local institution of higher learning produce highly competent engineers in their field of study. Engineers graduating from renowned engineering schools such as that of Universiti Malaya or Universiti Teknologi Malaysia are highly sought after. Even newer universities such as Universiti Tenaga Nasional and Multimedia University have made their mark. But is it enough just having engineers who are technically competent? They may be well versed in thermodynamics, current and voltage or slope design. But are they also familiar with ringgit and sen, for instance? Are they able to communicate their opinions and professional judgment? Are they able to develop good interpersonal skills? Can they build a lasting relationship with their friends, counterparts and clients? Are they independent, or rather inter-dependent as Stephen Covey puts it? Can they be depended upon as leaders?
In order to produce all-rounder engineers, there should be more than just engineering curricula. Engineers ought to be made aware of the inter-relationship between engineering, business, economics, socio-politics and other aspects. There ought to be an awareness that the works of an engineer is meant to provide various conveniences to mankind. As such, engineers should reach out and understand the needs of different people. Only by doing so, can an engineer provide the necessary vision and guidance to others and thus become a leader.
Engineers should not just be competent technically; he must be competent in the so- called soft skills. These are exactly the type of skills most often ignored and as a result engineers will have to pay dearly for it. In fact some say, leaders are mostly endowed with excellent soft skills, even if they are technically incompetent. Engineers, on the other hand are so technically savvy they just lost touch with the softer things in life. Heard of the term “nerds” often associated with engineering students? Those bespectacled young ladies and gentlemen talking in weird jargon and poring over thick volumes of engineering books throughout their university life? Yes, the technically savvy who lost touch with the wider society.
An engineer should gain an understanding of financial and commercial aspects of life. After all, it is all about money in the end, isn’t it? What use is a piece of start-of-the-art equipment if it costs a bomb and is not feasible in the end? Many engineers who started out on their own business simply go bust because they are blind to things like market forces or financial ratios. Without the necessary financial knowledge, engineers will find it hard to elevate to become a leader. This is probably the reason many organizations are not led by engineers, but by business graduates. The business graduate may not know the micro-details of say, a pump but he does know how to pump the dollars and cents out and keep it flowing!
An engineer should develop good management skills. This encompasses management of his personal works and that of others. By doing so, he would be able to put first things first and get things done in proper sequence with proper results. An engineer should also instill a sense of responsibility and accountability. Such qualities will help build trust and confidence of others on him. Trust is a pre-requisite to being a leader. A dishonest and fraudulent person hardly makes a leader.
Interpersonal skills are just as important. An engineer must develop good personal skills in dealing with people. The way he identifies himself to others will portray the image and gives a lasting impression on others. His ability to communicate his sincere feelings and sound professional judgment will enable him to be heard and understood. It makes him convincing and respected. He can thus influence and persuade. His thoughts will be considered and not merely put aside. A good proposal remains a proposal if it is not articulately presented. A good plan turns awry, if relationship sours due to poor interpersonal skills.
The various soft skills should be emphasized right from the beginning and given prominence throughout the professional career. Presently, subjects like management or ethics are often relegated as miscellaneous, to be taken just to fulfill the requirements to graduate. As if not bad enough, these subjects are taken usually at the end of the engineering course, kept to the last. Even after graduation, similar courses are only taken simply because it is necessary in order to satisfy the requirements of the Board of Engineers. This should not be the case. Such courses should instead be regarded as value- added knowledge to enhance an engineer’s technical know-how. Engineers do not live in their own world; their world is also shared by others from very different backgrounds.
These softer things are a must to bridge the gap between people from diverse background.
In addition, engineers should be well read and well informed. There is a need to keep abreast with not only new technologies but also new ideas and thoughts. Motivational reading materials such as those written by Anthony Robbins, Stephen Covey and Norman Vincent Peale help provide new guidelines and thoughts on leading an effective life and building effective leadership. Thoughts of great world leaders such as Tun Dr. Mahathir and Lee Kuan Yew make excellent source of information for aspiring leaders. Engineers too should not miss out on it. There is no better place to learn but from the real gurus in leadership.
Engineers in Malaysia are not really working in the framework of Malaysia only. With an increasingly globalized world, the inter-dependency of various countries is becoming more pronounced. A leader has to be in touch with the workings and realities of other communities in the world. Malaysia is not alone. We are but a member of a larger global community.
An engineer should also possess sound and unwavering principles. A principle-centered engineer with a clear conscience will inspire and motivate others. By giving paramount importance to the welfare of the community, engineers will earn the respect and awe accorded to a true leader. In this respect, the professional code of conduct and engineering ethics are already in place and continuously promoted by the Institution of Engineers and Board of Engineers. These should not be brushed aside as a proper conduct is necessary to instill proper leadership. After all, what use do we have of an unscrupulous “leader”? “Leaders” of the likes of Hitler and Pol Pot are definitely not desirable, if not downright disastrous!
Leadership is not a clear-cut skill which can be discerned from some text book. It cannot simply be learnt from attending some course. It has to be instilled and given time as well as opportunity to grow. It cannot be the task of the academia or Institution of Engineers alone. It has to be a personal endeavor and awareness. With leadership comes heavy responsibility as well. A leader has to be accountable for what he leads. He has to lead with conscience and with vision. It is by no means a simple task. It is harder than calculus or all the engineering design calculations. It is not something we can grasp with our hand. The skill is vague but the result is clear.
Can we make it?
Of recent years, we have been blessed with several prominent leaders from engineering backgrounds. We are not lacking of leaders in the engineering fraternity. It is just that many remain undiscovered and they should be helped and given the right awareness to emerge as one.
Tan Sri Francis Yeoh of the YTL Group is a civil engineer by profession who is now a leader of a fast-growing empire, which spans the construction, power and cement industries. His thoughts on leadership are not simply a boon on his business endeavors. It has become a source of inspiration to many others. His annual leadership conference draws hundreds of YTL employees who come to listen to him share his views on leadership. He is ample proof that engineers too can be a leader and inspire others.
Tan Sri Tajuddin Ali, the former Chief Executive Officer of TNB, the biggest electricity utility company in South East Asia is also a well-known engineer. Under his stewardship, TNB has grown by leaps and bounds recovering from the several national blackouts in the 1990’s. He is highly regarded in having turned the utility giant around through his brand of leadership. Yet another proof that engineers go well with leadership.
Politically, a young and aspiring Ir. Wee Ka Siong is fast becoming a well-respected Member of Parliament from Johor. An engineer by profession, he has shown that engineers can also become a leader and serve his community. His excellent communication and interpersonal prowess have made him a promising star in the political arena in years to come.
There are of course many other exemplary engineer leaders in Malaysia. We just have to create even more of them. The engineering fraternity has to work tirelessly to bring leadership into engineers. Doing so will help raise the status and further advance the interest of the engineering profession. Sounds familiar? This is one of mission statement of the Institution of Engineers, Malaysia. Engineers are not failures in leadership and we can prove it!
NOKIA
Nokia bermula dengan perniagaan kertas yang juga merupakan alat untuk berkomunikasi. Fredrik Idestam seorang anak jati Finland telah membina kilang kayu pulpa di sepanjang tebing Sungai Tammerkoski dalam tahun 1865. Beliau ialah seorang jurutera dan telah mengaplikasi pengetahuan dan kepakarannya dalam bidang kejuruteraan untuk memproses kayu dan menghasilkan kertas dengan harga yang murah. Proses ini merupakan suatu revolusi kepada industri pembuatan kertas pada waktu itu. Fredrik memenangi pingat gangsa di Ekspo Dunia di Paris pada tahun 1867. Selepas satu abad proses penggabungan dan pengambil alihan beberapa syarikat, Nokia mula melibatkan perniagaannya dalam bidang komunikasi mudah alih sekitar awal tahun 1980-an. Kini Nokia bernilai kira-kira AS29.5 bilion.
Coca Cola
Coca-Cola
Produk yang telah memberikan dunia rasa yang paling terkenal telah dilahirkan di Atlanta, Georgia, pada 8hb Mei 1886. Siapakah pengasas syarikat jenama tersohor ini? Ramai tidak akan menyangka bahawa Dr. John Stith Pemberton, seorang ahli farmasi sebenarnya tidak dilahirkan dalam golongan yang kaya raya. Selepas pengalaman dan kecederaan beliau di medan perang sekitar tahun 1860-an, Dr. Pemberton bertekad mengaplikasi pengetahuannya dalam bidang farmasi dan melaburkan semua wangnya untuk penyelidikan dan mencipta sejenis minuman tonik. Pada waktu tersebut permintaan terhadap ubatan dan tonik sedang meningkat diseluruh Amerika Syarikat. Berbekalkan semangat yang kental, beliau memulakan penjualan minuman sirap bercampur air berkarbonat yang diberi nama Coca-Cola di kaunter sebuah farmasi. Campuran yang amat serasi ditambah pula dengan tema yang sesuai iaitu “Yang Lazat Dan Menyegarkan” menarik perhatian orang ramai untuk membelinya. Apatah lagi, segelas Coca-Cola pada waktu itu hanya dijual pada harga lima sen sahaja! Dr. Pemberton juga tidak menyedari bahawa minuman ciptaannya berpotensi untuk berjaya dan terkenal di seluruh dunia seperti hari ini. Hari ini bernilai AS70.5 bilion.
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