Transitional bulletin for Universiti Utara Malaysia for execution starting AUGUST 2007.

1. Bil 3: 7 Ogos 2007
Pasukan Penerangan
Jelaskan Struktur Baru
B eberapa Pasukan Penerangan yang
terdiri daripada Profesor UUM dan
anggota pentadbiran tertinggi universiti
ditubuhkan serta merta untuk memberi
penerangan mengenai penstrukturan baru
universiti ke fakulti, selaras dengan keputu-
san perbincangan Lembaga Pengarah
Universiti (LPU), anggota Senat dan Persatu-
an Kakitangan UUM , semalam.
Penubuhan pasukan penerangan yang
terdiri daripada sekurang-kurangnya tiga
orang dalam satu pasukan bagi menyam-
paikan taklimat ke peringkat fakulti itu,
diputuskan dalam mesyuarat pasukan petu-
gas khas penstrukturan yang dipengerusikan
oleh Timbalan Naib Canselor Akademik dan
Antarabangsa, Prof. Madya Dr. Abdul Razak
Chik, pagi ini.
Dr. Abdul Razak berkata, penambah-
BERI PENJELASAN... Tan Sri Samsudin Osman menjawab soalan yang ditanyakan oleh ahli mesyuarat mengenai
baikan melalui sumbang saran akan terus
penstrukturan semula.
dilakukan dari semasa ke semasa.
katanya ketika membincangkan mengenai Dr. Abdul Razak berkata, pasukan
“Lembaga Pengarah Universiti dan
keputusan Taklimat Penstrukturan Sistem penerangan itu akan menjelas sambil
Mesyuarat Senat iaitu jawatankuasa tertinggi
Fakulti Kepada Kolej Kepada Lembaga mengumpul pandangan pensyarah dan pen-
dalam menentukan pengurusan akademik
Pengarah Universiti, Senat dan Persatuan tadbir universiti mengenai penstrukturan
universiti sudah bersetuju dengan konsep
Kakitangan Universiti. baru ini.
cadangan penstrukturan ini kerana ia mem-
Pengerusi LPU, Tan Sri Samsudin Osman ”Oleh itu masih ada ruang untuk mem-
beri kebaikan kepada masa depan UUM.
dalam perbincangan semalam, bersetuju perbaiki sedikit sebanyak penstrukturan
”Oleh itu apa yang dirancang akan
supaya visi penstrukturan ini dijelas dan ini demi memastikan perkongsian visi dan
diteruskan bersama-sama dengan peneran-
dikongsi kepada semua peringkat kakitan- hasrat penstrukturan,” katanya.
gan menyeluruh oleh barisan profesor dan
gan di universiti ini.
anggota pengurusan tertinggi universiti,”
Minit Mesyuarat Siap Kurang 12 jam
S truktur baru, budaya kerja baru. Ahli- mesyuarat utama disiapkan paling lewat
ahli Mesyuarat Jawatankuasa Petugas tiga hari. Syabas dan tahniah boleh diberi-
Khas yang dipengerusikan oleh Timbalan kan kepada urusetia yang diketuai oleh Pen-
Naib Canselor Akademik dan Antarabangsa, garah Jabatan Hal Ehwal Akademik, Encik
Prof. Madya Dr. Abdul Razak Chik terkejut Baharudin Yaacob.
dibekalkan dengan minit Taklimat
Penstrukturan LPU, Senat dan Persatuan Perubahan yang akan berlaku di UUM ini
Kakitangan UUM yang berakhir jam 6.30 nampaknya memberi perubahan juga
petang semalam, boleh diedarkan kepada kepada budaya kerja. Kepantasan merupa-
semua ahli-ahli jam 8.30 pagi ini. kan elemen penting dalam pengurusan
yang cekap, untuk membolehkan keputu-
Ini merupakan budaya kerja baru yang selari san dan susulan boleh dibuat juga dengan
dengan hasrat Naib Canselor supaya minit cepat.
Prof. Madya Dr. Abdul Razak Chik

2. Transisi 7 Ogos 2007
Kita Perlu Berubah – Presiden KESKA
D alam era kita selesa dengan kerja kita mahu menikmati gaji baru, cara kerja
lama, kita telah didendangkan dengan yang baru juga akan digerak secara ser-
irama baru iaitu sistem fakulti akan ditukar entak bersama hasrat Universiti. Suntikan
kepada kolej. Sebelum ini kita hanya den- semangat yang baru juga perlu demi
gar khabar dari jauh apa yang akan berlaku kecemerlangan universiti kita sendiri.
perubahan dalam kampus kita. Semasa Kita perlu menganggap pembaharuan
mencari-cari siapa yang akan menerang- pasti akan berlaku baik dalam organisasi ma-
kan kepada kita konsep yang baru, KESKA hupun diri kita sendiri demi mengangkat mar-
telah dijemput duduk bersama-sama ahli tabat kita. Kita perlu membalas budi apa yang
MEU bagi membantu jawatankuasa proses telah diberi oleh Kerajaan, dengan mening-
transisi. Bagi mewakili kumpulan sokongan katkan sumbangan kita kepada organisasi kita
yang akan terlibat juga dalam sistem baru yang seumpama ibu kita di mana tempat kita
ini, kita juga boleh memberi pandangan mencari makan, berteduh dan sebagainya.
dalam membuat penyusunan sistem fakulti Semoga kita bersama-sama bekerja.
dan Senat. Kita sebagai rakan kongsi bijak
ke kolej. bagi menjulang nama UUM kita supaya akan
telah memberi pandangan agar pandangan
Kepimpinan Yang Berbahagia Tan Sri terbilang selari dengan universiti ternama
KESKA juga diambil kira dalam proses pertu-
Dr. Nordin Kardi telah mengorak langkah dalam dunia. Kita dan anak-anak cucu kita
karan sistem baru ini.
dengan membuat cadangan perubahan sis- akan bangga jika kita bekerja di sebuah uni-
Dalam kita hendak merangka sistem
tem baru ini untuk penambahbaikan kepada versiti yang ternama dan terbilang.
kerja yang baru ini pasti akan berlaku
yang lebih baik dari sedia ada. Semalam perkara di luar dugaan kita tetapi kita perlu
Ku Azmi Ku Ibrahim
juga kita telah dijemput sekali lagi bagi berubah seiring dengan kenaikan gaji baru-
Presiden KESKA
meluahkan pandangan bersama ahli LPU baru ini yang telah pun kita nikmati. Semasa
Isu Beratur Panjang
Maklum Balas Pelajar Tentang
Tunggu Bas
Penstrukturan Semula Fakulti
E koran kenyataan yang dibangkitkan
seorang siswi dari Kolej Yayasan Al-
Bukhari dan Kolej Muamalat yang
menggunakan perkhidmatan bas kitaran dalam
kampus yang disiarkan dalam Transisi 5 Ogos lalu,
Pengarah Urusan UNIC Berhad, Arman Wadi Abdul
Latif berkata:
“Perkhidmatan bas di UUM disedia-
kan seawal jam 7.15 pagi untuk membawa
pelajar ke kelas tetapi kebanyakan pela-
jar hanya akan turun sekitar jam 7.35 ke atas
untuk menunggu bas, inilah sikap pelajar yang
perlu diubah.
“Mereka tidak sepatutnya menunggu pada
saat-saat terakhir untuk menaiki bas sebaliknya
cuba turun lebih awal dan saya pasti masalah ini
akan dapat diatasi,” katanya.
A Z
nnam a/p Selvarajan, 23 menyifatkan ul Edzhar Ahmad, 22 berkata langkah Arman Wadi menjelaskan, jika pelajar
penstrukturan semula Universiti Utara penstrukturan semula ini satu langkah menunggu bas dalam lingkungan jam 7.40
ke atas dan setiap hari hampir 1,000 pelajar
Malaysia (UUM) adalah langkah baik kerana bijak yang dibuat oleh Naib Canselor. Den-
mempunyai kelas pada 8.00 pagi, pihaknya
dapat melancarkan sistem pentadbiran gan ini ia lebih memudahkan sistem pentad-
terpaksa menyediakan 15 hingga 17 bas.
dan pengurusan universiti dengan lebih biran yang sedia ada. Sistem yang diambil ”Kami mengharapkan pelajar memahami dan
berkesan. daripada universiti terbaik dunia ini boleh dapat bekerjasama untuk turun lebih awal,” kata-
Pelajar semester lima Program Kewangan menjadikan UUM akan muncul sebagai se- nya.
Bagaimanapun, dalam tinjauan Transisi hari
itu juga beranggapan dengan langkah baru buah universiti yang berprestij di rantau ini.
ini, kelihatan tidak panjang lagi pelajar beratur un-
ini dapat meningkatkan lagi prestasi pentad- Pelajar Program Ekonomi ini sangat
tuk tunggu bas pada jam 7.45 pagi.
biran UUM di arena antarabangsa dan mem- menyokong penuh idea penstrukturan se-
beri kesan positif kerana ramai pelajar akan mula UUM ini.
Pengumuman
memilih UUM sebagai pilihan pertama. Tanpa perlu menoleh lagi ke belakang,
Sesiapa yang berminat untuk membuat
”Walaupun mungkin terdapat sedikit sesuatu perubahan harus dilakukan walau-
penyelidikan atau menulis buku mengenai
kesukaran, tetapi saya percaya ianya dapat pun pelbagai tohmahan dilemparkan.
aspek tertentu pengurusan dalam
diatasi dalam masa yang singkat dan warga “Mungkin usaha ini tidak menampa-
perspektif Islam. Geran penyelidikan
UUM dapat menerima perubahan tersebut kan hasil dalam waktu yang singkat tetapi
sehingga RM30,000. Sila kemukakan
dalam usaha membangun dan menjadikan saya percaya kecemerlangan tersebut akan
cadangan kepada Pejabat Naib Canselor
UUM antara universiti terbaik dunia,” katanya. menyusul juga,” katanya.
dengan kadar segera.
Jawatankuasa Buletin Transisi
PENAUNG: Tan Sri Dr. Nordin Kardi KETUA PENGARANG: Mohd Zaini Nasri PENGARANG: Dr. Faridahwati Mohd Shamsudin, Noor Fadhilah Mat Nayan,
Kori Ariff, Suraya Deraman, Ku Azmi Ku Ibrahim, PERSATU, PERPATI, KESKA PENYELARAS PENERBITAN: Mohammad Amzari Bakri REKA BENTUK MASTHEAD:
Nor Azli Abdul Aziz PENERBITAN ELEKTRONIK: Azmi Abu Seman DICETAK OLEH: Jabatan Perhubungan Awam
Sebarang pandangan dan cadangan boleh dihantar terus melalui e-mel: prouum@uum.edu.my

3. Vol 3: 7 August 2007
It’s Time to Transform
Y on the decisions made. Meetings are
esterday we talked about the reasons Similarly, in efforts to ensure that
conducted every Thursday, 9.00am.
why the new system is being imple- the transformation is implemented as
Chairperson: Vice Chancellor/Deputy Vice
mented. Today, we will look in more planned, three main committees have
detail at the different stages or phases of been formed: Chancellor (International and Academic
this transformation. Affairs);
1. A committee to oversee that the des- Members: Deputy Vice Chancellors, Reg-
As with all transformations, particularly
ignated duties are being carried out.
for a big organisation such as UUM, the istrar, Bursar, Chief Librarian, President of
process and journey will be a long and Meetings are conducted everyday from PERSAT, President of PERPATI, President
tedious one. To ensure that is this transfor- 5–15th August 2007, 4.30 – 6.30 pm. of KESKA, Director of Public Relations
mation runs smoothly and as scheduled, it The committee comprises: Department, Director of Academic Affairs
Chairperson: Registrar
has been divided into two main phases: Department;
Members: Bursar, Director of Academic Secretary: Special Officer to the VC.
The First Phase (15th August – 31st Affairs Department, Human Resource
December 2007) Management Officer The main issues that will be discussed in
Secretary: Chief Assistant Registrar,
The consolidation of the 13 faculties will these three main committees include:
commence 15th August 2007. This first Registrar’s Department. w Work and responsibilities which need to
phase will encompass: be continued by the new office bearers.
2. A committee to coordinate the duties
w The appointment of the new office w Financial matters including trust ac-
and decisions made.
bearers in the respective colleges. counts.
w The relocation of administrative build- Meetings are conducted everyday from w Matters related to assets and invento-
ings and offices in each college. 5–15th August 2007, 12.00-1.00pm. ries.
w The reshuffling of staff The committee comprises: w Matters related to appointments and
Chairperson: Vice Chancellor/Deputy
w Training for the administrative staff a detailed list of designated job duties
w Transition/ Development of the ASIS Vice Chancellor (International and Aca- for academic, administrative and sup-
and GAIS system demic affairs) port staff.
Members: Deputy Vice Chancellors
w Amendments in UUM’s statute and w Performance evaluation – to take
constitution. Registrar, Bursar, Deputy Registrar (Hu- into consideration ranking based on
man Resource), Director of Academic seniority, for example, professors will
Allowances for the newly appointed Affairs Department assess associate professors, senior
Secretary: Deputy Registrar, Registrar’s
office bearers will only be paid commenc- lecturers will assess lecturers and so
ing January 2008. Department on and so forth.
The new office bearers will operate in w The restructuring of the administra-
3. A committee to review and give rec-
the Operations Rooms situated at three tion of the residential colleges
ommendations or suggestions based
locations identified below: w Setting up task force committees at
the colleges
w Revising the Work Procedure Manual,
COLLEGES LOCATION Desk File and ISO documents
General Office of the Faculty of Business
1. Business The date 15 th August 2007 has been
Management
chosen to commemorate the official date
UUM started its operations at the Sintok
campus on 15 August 1990.
Law, Government and
2. General Office of the Faculty of Law
It is also timely as it coincides with the
International Studies
mid-semester break of the first semester,
2007/2008 session.
General Office of the Faculty of Human and And for the second phase? Let’s talk
3. Arts and Sciences
Social Development about that tomorrow…

4. Transition 7 August 2007
Perspectives
Decentralisation of Colleges
T he term college in a university usually refers to a residential college. However, in certain uni-
versities, a college can also refer to an independent entity that operates under the umbrella of
the parent university. In fact, the college can be more successful and well known than the parent
university. The structural transformation, currently underway at UUM from the faculty concept
to the college concept, which is seen as a transformation from centralised to decentralised in its
governance, hopes to enable UUM to change itself into a universal management university.
It is envisaged that with this new concept more graduate students can be produced and
higher quality inter-disciplinary research in the field of management can be conducted. It is ex-
pected that, through the college system, inter-disciplinary research, publications and consulta-
tions could be easily managed and at the same time reduce administrative costs. This new system
is seen to have autonomy in administrative decisions and in generating income to the college.
This concept is in line with the Fourth Strategy of the University Strategic Planning, which is the
capability to generate income.
In general, decentralisation refers to giving some administrative and decision-making power
of a central organisation, to a smaller part of an organisation, or withdrawing the administrative and decision-making power
from a centre or place of concentration. It is hoped that with the college system, a big administrative bureaucratic entity can be
transformed to smaller entities which would increase efficiency and reduce bureaucratic processes.
However, the success of this decentralised system is highly depended on two factors; first, the leadership and the innovation
of the colleges involved, and second, the clarity of boundary and power of authority within the college (intra-college), among
colleges (inter-college), and with the parent university.
The vagueness in the boundary of authority will not only delay the decision-making processes but also hinder the flow of
information. Worst yet, this vagueness might induce the negative factors of nepotism, patronage and paternalism in the deci-
sion-making process. Those in the management level should be seen as role models in their respective fields. Their positions
should reflect their academic excellence, rather than just some position with the power of authority.
Assoc. Prof. Dr. Asan Ali Golam Hassan @ Mohammad
Faculty of Economics
T he dictum ‘Change is inevitable…’ is about to unfold in Malaysia’s premier management univer-
sity – Universiti Utara Malaysia. In particular, the university populace will brace themselves with
the restructuring of academic units from 13 faculties to three (3) colleges – Business, Arts and Sci-
ences, and Law, Government, and International Studies. Optimists and sceptics have been bustling
with hopes and doubts on what the future can offer for them. Let me take the side of the former
and scribble some thoughts on what lies ahead with this looming organisational change.
I see the restructuring as a ‘differentiation strategy’, one that can provide us something that is
unique and distinctive in the Malaysian higher education landscape. This will also allow us to re-
channel and optimise our financial resources for academic programmes, services, and products
that are highly in demand and responsive to local and global educational needs. I am positive that
the restructuring will serve as a platform for us to improve our financial efficiency in its broadest
sense.
In addition, it will hopefully ‘right-size’ our human resources, both academic and non-academic, and minimise or avoid any job
redundancy, if any. I am positive that it will also foster better and closer working relationships as there will only be three big
‘families’ to manage as compared to the existing 13 ‘households’. As we get ‘smaller’, there will be more chances for social inter-
action, professional dialogues, and academic discussions that will subsequently facilitate better morale, higher team spirit, and
stronger cohesion.
The future is definitely uncertain, as things may change and metamorphise into something unexpected although carefully
planned. Nevertheless, it is this uncertainty that gives a spectrum of motivation and challenge to continually search for what is
best for the greater good of the constituents. Being a management university, to innovate and lead is of utmost concern, and I
see this restructuring initiative as a commendable move. Que sera sera….
Assoc. Prof. Dr. Reynaldo Gacho Segumpan @ Rizal Zuhairi Abdullah
Deputy Director
Executive Development Centre