Learning tricks of the E-commerce trade from mega players of the industry is now within reach in Tunku Abdul Rahman University College (‘TAR UC’).

With the launch of the TAR UC E-commerce Training Centre on 5 November 2019 at its Kuala Lumpur Main Campus, TAR UC is the first institution of higher learning in Malaysia to offer practical and hands-on E-commerce skills for students while exposing them to the latest global E-commerce industry best practices. Through the collaborative efforts between TAR UC, Lingnan Modern Technician College (‘LNMTC’) and Guangdong Zhuoyue Qiancheng Education Services Co. Ltd, the training centre will offer the ‘E-commerce Programme Series’ which is open to TAR UC students and the public.

Tapping on LNMTC’s 10-year experience in the provision of E-commerce vocational skills education in China, the E-commerce Programme Series is divided into 3 categories, Fundamental Courses for E-commerce Beginners, Intermediate Courses for individuals who have E-commerce experiences, and Advanced Certification Courses for professional E-commerce certification.

Participants who complete the programme series will be able to master advanced E-commerce vocational skills with the potential to be qualified E-commerce specialists, establish an online store and start their own E-commerce business. Another benefit to be expected upon completion of the programme is the internship and job placement opportunities in industrial giants such as Jing Dong (‘JD.com’), an E-commerce giant in China and a Fortune Global 500 company, and many other industry players soon to come.

The launch of the TAR UC E-commerce Training Centre saw the attendance of Dato’ Sri Liow Tiong Lai, Chairman of the Board of Governors of TAR UC and Prof Ir Dr Lee Sze Wei, President of TAR UC. The other distinguished guests who attended the ceremony were Mr Zhang Zhen, Cultural Counsellor of the Embassy of the People’s Republic of China to Malaysia, Mr Huang Keming, Member of Board of Governors and President of LNMTC, Mr Zhou Gui, Senior Vice President of Best Study Education Group, Ms Wang Yinghua, General Manager of Guangdong Zhuoyue Qiancheng Education Services Co. Ltd and Mr Sun Shuo, Head of JD Logistics Malaysia.

In his opening speech at the launching ceremony, Dato’ Sri Liow shared his aspiration for the collaboration. “With its growth soaring supported by a comprehensive ecosystem developed by the government, E-commerce is definitely the way forward especially in the digital economy that Malaysia is pursuing. It is therefore imperative that enterprising young Malaysians are well-equipped with the right knowledge to tap into E-commerce which in turn will bolster Malaysia’s economy. As outlined in the recently launched Shared Prosperity Vision 2030, digital economy in which E-commerce is a component, is critical in raising the nation’s well-being. We hope that through TAR UC’s E-commerce Training Centre, we will be able to contribute towards making Malaysia’s E-commerce thriving and evolving,” he said.

Mr Huang Keming in his speech shared his vision of LNMTC’s collaboration with TAR UC. “As one of the leading institutions with more than 10 years of experience in E-commerce, it is an ongoing mission for us to continue developing and enhancing the E-commerce training programmes to be offered at TAR UC through its training centre for TAR UC students and industry at large,” he said.

Meanwhile, Mr Sun Shuo in his speech highlighted the importance of the E-commerce Training Centre in developing the talent pool. “JD.com will definitely require a great pool of talents that upholds JD business culture and possess E-commerce professional skills. To achieve this, JD.com values partnerships with renowned institutions like LNMTC and TAR UC to work together in developing talents and establish industry-academia partnerships by leveraging on each other’s strengths to develop highly qualified and skilled work force,” he elaborated.

In her speech, Ms Wang Yinghua spoke on her thoughts of E-commerce. She said: “I think within the next 10 to 20 years, E-commerce will be the way forward to achieve self-employment with the lowest cost. I hope every student will take part in this programme and be more courageous to seek opportunities to be the master of the future”.

Prior to the launch of the TAR UC E-commerce Training Centre, 62 TAR UC students from the Faculty of Accountancy, Finance and Business (‘FAFB’) had the opportunity to undertake the first part of the E-commerce Programme Series in Guangzhou, China. The students spent 22 days in China from 20 September – 11 October 2019. At the launching ceremony, two students from the group shared their learning experience during the 22-day programme as well as some of the practical training contents which participants can expect to learn when they enroll for the E-commerce Programme Series.

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From
Monet to Money
How Statistics Can Impact Your Bottom-Line

by Dr. Paul Mullenix & Saleha Yusof,
SystatS Consulting Sdn. Bhd.

What does appreciating great works of art, such as Monets? water lily series
have to do with how statistics can improve your business performance? In both
cases you have to take a few steps back to see the big picture (Fig.s 1&2).

Fig. 1. The Water Lily Pond
(1920), Monet

This big picture is organized around three primary activities driving business
processes, viz. characterization, improvement and control. These activities can
be applied to any value-chain function from R&D to Marketing to Sales to
Manufacturing to Customer Service, to name a few.

Fig. 2. Dollar Sign?The
Statistical Big Picture

The fundamental requirement of any business process is the ability to measure
the process. The validity of any measurement process requires a careful
characterization using a statistical measurement system analysis either tailored
to continuous or attribute data. This may recommend further controls for the
measurement process.

When data is taken on many metrics and consigned month after month, year after
year, to large databases, we end up with what statisticians call a data cemetery
(Fig. 3). This is where data goes to die?data goes in, but information never
comes out.

Fig. 3. Data Cemetery

To extract information from these data cemeteries, statisticians use
characterization methods such as Data Mining, also called Exploratory Data
Analysis or a Multi-Vari Study.

If the capability analysis indicates improvement is necessary, then active
process improvement proceeds using Design of Experiments (DOE), Response Surface
Methods (RSM) for manufacturing cases (Fig. 4) or Business Process
Re-engineering (BPR) for service and other business processes.

Fig. 4. Example Experimental
Design

Armed with a complete characterization from either Data Mining or DOE/BPR, the
key factors needing control are now evident or may be derived from a Sensitivity
Analysis. Using Statistical Process Control (SPC), Engineering Process Control (EPC),
poke-yoke solutions or other methods, controls can be tailored to the process.

So the next time you go to an art gallery, remember to take a few steps back?and
the next time you consider how to impact your bottom-line, take a few steps back
to consider the big picture of statistical methods for the big dollars.

Copyright 2005 by SystatS Consulting Sdn. Bhd.

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ISO and IAF (International Accreditation Forum) have agreed on an 18-month transition period for existing ISO 14001:1996 certified organizations to convert to ISO 14001:2004.

ISO and IAF (International Accreditation Forum) have agreed on an 18-month transition period for existing ISO 14001:1996 certified organizations to convert to ISO 14001:2004.

Organizations should make every effort to commence work on the transition at the earliest opportunity and to complete within 12 months of publication (i.e. November 15, 2005). This will help organizations to better prepare for the demands of the work.

With the above transition period, the current accredited ISO 14001:1996 certificates will cease to be recognized beyond May 14, 2006.

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However, although there has been marked improvement, Human Resources Minister, Datuk Dr Fong Chan Onn, feels that a satisfactory level has yet to be reached. ?The progress of many small enterprises is frequently hindered by the lack of skills and capital.?

Under the Small Enterprises Training Incentive Scheme, he said the government would contribute RM2.00 for every RM1.00 training levy paid by employers. He has urged more small enterprises to take part in the scheme.

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To begin with they need to be receptive to the host culture. This will mean that when they face new ideas, new ways of working, new people, different values?they can accept these as different, but still valid. If they go with the firm belief that their own way of doing things is the only way, if they are suspicious of the new people they meet, and if they cannot respect the values of their host culture, they will simply engender hostility, fear and antagonism?hardly the best climate for a successful team effort.

Building on that receptiveness, they will have to be sufficiently adaptable to blend into the local style of doing things. Take working hours. Mediterranean cultures often have early starts, long lunch breaks and late finishes. It’s a timetable that takes some getting used to because that lunchtime break really does need to be a time when you wind down and rest, otherwise the working day and its related stresses will occupy every waking minute. Not everybody is capable of adapting their natural rhythms to this. Employees with family commitments in particular find it very hard, so in assessing the suitability of somebody for an overseas position, you need to ensure that their family too is fully supportive of the move.

It is also essential to be able to take an objective view of the host culture and not to judge new colleagues on criteria you have brought from home. For example, a manager who moves to a culture in which the normal working environment is very hierarchical should not be surprised if individuals lack initiative. What may seem a negative quality from a British perspective could well be seen as a strength in the local context.

Given that the new environment could make your managers feel like fish out of water, it is important for them to have clarity of vision. As they face the many hurdles that arise from the different ways of working and living that characterize the new environment, they will have to be able keep a hold on their purpose for being there. They will need to let that vision drive their actions so that progress towards the required goals is maintained despite the obstacles. And part of this clarity of vision should be pre-assignment awareness of the new culture and its framework so that they are prepared for what they will find and have thought of some coping strategies.

They will also need excellent communication skills. These involve the ability to listen and interpret any implicit messages that their new colleagues may be emitting, and give directions with clarity and with respect for the means of communicating in the host culture. Of course, communicative skills are important no matter where you are, but they are crucial in a new culture. If the manager goes from Britain to, say, a Scandinavian country, it will be important to remember that the local team may be much more direct in their expression of criticism, say, than in the UK. Conversely, it will be important not use typically British understatement or irony because, the more direct style of the hosts will predispose them to interpret everything literally.

They will need to be sensitive to the customs, motives and values of their new colleagues. They will only be able to achieve their goals by building good rapport with the local team and this can only come in an atmosphere of mutual trust and respect. Of course rapport can be established in many different ways, but it essential to show an interest in the host culture and in the local team. As the outsider it is important not to offend by flouting local dress code, being over familiar?or too distant, as the case may be?or showing impatience with aspects of behaviour that are in keeping with local tradition.

Resilience and emotional robustness are also important. The period of settling in will involve what is known as culture shock. This involves some key stages, the second of which puts a big strain on both physical and emotional strength. To begin with your managers will go through a honeymoon period in which all the new experiences are exciting and stimulating. But this is followed by a period of disorientation during which homesickness, loneliness, frustration and disillusionment with the host culture will cause a great deal of stress. To able to pass through this to the stage of acceptance requires considerable inner strength.

Of course underpinning all these competencies is knowledge. The managers need two kinds of knowledge to be effective abroad. Firstly they need to understand the theory of culture difference. Culture goes very deep and the unfamiliar behaviour patterns are the external signs of underlying values. It will help your managers if they understand the nature of these different cultural values. Then they should have country specific knowledge that prepares them for what they will find. This should, of course, include training in the local language not just for the person concerned but for their family.

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Brenda Townsend Hall is a writer and trainer in the field of cultural awareness and English for business and is an associate member of the ITAP International Alliance: http://www.itapintl.com

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This page is managed by G K Lim < www.gklim.com >, publisher of the email-based magazine “Partners” which helps you develop personally, professionally, and business-wise. For a free two-year subscription to “Partners” click here < partners-subscribe@googlegroups.com >. G K Lim < gk@gklim.com > is also a professional selling skills, negotiation skills, sales management leadership, and key account management training consultant.

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Step 1: Establish Objectives

The process must begin with a clear and detailed statement of objectives and move from there to goal design. Goals must be directly accountable to the vision while remaining in alignment with the stated purpose of the organization. This requires constant interaction with team members to determine that the they are on track, and with all internal clients to insure that the goals and objectives are pertinent to their needs, as well as to the organization’s greater purpose.

Step 2: Organize & Plan

Efficiency in this area requires the ability and resources to develop and effectively communicate design/redesign plans and realistic schedules, while maintaining a balance between the broad view and day to day operation.

The existing departmental structure in the case of a redesign is all-important to the success of the plan, as is the ability for leadership to delegate responsibility, while continuing to monitor and control outcomes. Structure, though transitional, must take precedence, often a challenge in an atmosphere of change.

Step 3: Communicate

Great communication, the delivery of clearly stated information on the true state things, is timely, pertinent, and requires confirmation that the message has been understood. The more ways in which information is given, the more believable it becomes and the more likely to initiate action. By means of clear communication, a course of action is determined, pertinent information is provided and goals are met.

Step 4: Motivate

Motivation is the purpose provider, the impetus for action. It is complex at best and takes more than one form, depending on the level of the individual or team, the level of the manager, and the product or service provided. Experts acknowledge that the feelings of the individual or team toward the motivator are key to the degree of motivation achieved. It becomes ideal then to have the full cooperation of those directly affected by the process and for leaders to have a good understanding of and rapport with teams and team members, knowing what makes each tick.

Change is disturbance of the status quo, and will always involve a degree of resistance. Involving key staff in the design and implementation process, particularly when it involves drastic structure changes can be extremely productive.

Step 5: Develop Staff

Developing people ought to be a primary goal of any organization, and developing existing staff during a period of transition is practical and profitable. Leaders have the power to provide an environment rich in opportunity and resource, in which employees are encouraged in the area of self-development.

Place staff appropriately is critical to insuring staff become long-term contributors who can be counted on in periods of growth and transition. An effective leader understands that discerning the right fit of individual to position is critical to all present and future endeavors. Ignorance in this area can be a costly flaw surfacing during periods of change.

Step 6: Measure & Analyze

Finally, management is responsible for measurement and analysis of both processes and individuals. Employees must be made aware of their progress, in new and developing settings, as well as in familiar ones, in order to effectively draft and adjust personal goals and improve performance. Measurement and evaluation should be designed to reflect the vision while motivating and initiating self-government of the individual.

It is necessary to communicate a clear concept of the point at which development issues end and performance issues begin. Growth is a process best achieved and assessed under relatively stable circumstances, though periods of transition are often an excellent proving ground in which star players often begin to shine.

Effective Skills

It goes without saying that the challenges inherent in the management process must be met with maturity and sophistication by each leader. The areas of interpersonal and leadership skills, as well as continued willingness to invest in self-awareness and personal growth are paramount in the profile of the great leaders who will guide organizations to effective change.

Interpersonal skills are of chief importance. Leaders must treat all staff equitably, developing solid working relationships across all levels. This may appear blatantly obvious, but sadly is all too often overlooked in the name of accelerated progress.

A great leader has a sincere desire for universal success, treating staff members as individuals, giving credit, taking pleasure in achievements. A great leader keeps the objective clear and uncomplicated, always acts as a role model, and stands back, letting others get on with their assignments.

A true leader will make the difference between an effective period of change and the failure of an otherwise brilliant plan. Do not overlook the advantage of adjusting the needs of the plan to allow for the needs of the people. It is not necessary to prioritize purpose over people, or vice versa. If leadership has done its homework, everyone in the organization will arrive at the objective simultaneously.

In Closing…

Essential to the process is an understanding of the distinction between management and leadership.

Management ensures that things get done right, creating process and systems and insuring efficiency. A manager manages the process and records the efficiency.

Leadership revolves around people, concepts and ideas, establishing direction for those who will follow. It is discerning and articulating what is right, all the while educating the team to do the right things and to do them right.

Manage the process, lead the people, and educate them along the way – commonsense.

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Copyright 2005 So-lu’shunz Management Services

Karin Syren is a certified coach who has helped business leaders at all levels increase their effectiveness by increasing their awareness. Visit her site to find out how you can get a free EffectivenessCoaching consultation at http://www.solushunz.com

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This page is managed by G K Lim < www.gklim.com >, publisher of the email-based magazine “Partners” which helps you develop personally, professionally, and business-wise. For a free two-year subscription to “Partners” click here < partners-subscribe@googlegroups.com >. G K Lim < gk@gklim.com > is also a professional selling skills, negotiation skills, sales management leadership, and key account management training consultant.

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Human Resources Minister Datuk Dr Fong Chan Onn said the privately-run centres could do so through job attachments which are part of the training curriculum.

The scheme which starts on Aug 9 has more than 200 training providers applying to conduct courses to help unemployed graduates improve their marketability. The courses are in English, information and communication technology, tourism, event management and financial planning. Nearly half of the providers who applied are Bumiputera-run companies.
Fong says they are now processing their applications but they will qualify only if they have the experience and the capacity to teach the courses approved by the ministry. Most importantly, they must be able to give some sort of guarantee that the trainees will get the jobs when they finish the course.

About 15,000 graduates need to be trained. They will each receive a monthly allowance of RM350 for four to six months, depending on the duration of their courses.

Unemployed graduates interested in the scheme should register with state Labour Departments.

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That is the response of Human Resources Minister Datuk Dr Fong Chan Onn on realising that very few people actually turn up for these classes.

?We have asked these institutes to hold night classes as one way of improving the communication skills of their trainees and to make our workers more competent. But response has been poor. ?

However, the government feels that even if there are only five students to each class, they should continue with the scheme. Dr Fong says the ministry does not ?consider the lack of response a waste of government funds.?

Many workers prefer to attend classes or training where they can get themselves attached to a company and in the end, secure jobs there.

?But the ministry thinks any effort to make our workers more competent is important. We will look again to see how we can make the courses more attractive to our workers,? says Fong.

Apparently, the ministry has carried out a promotion on these courses but to no avail. On the retraining scheme for unemployed graduates, Dr Fong says only those training centres with adequate facilities and experience would be chosen by the ministry to run the courses. They must additionally provide the ministry with their ‘best effort’ guarantee that all those who join their training will eventually be employed. So far, some 200 training providers have applied to join the scheme.

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So far, only the electronics and automobile industry has complied with the ?Performance Linked Wage System?. This has affected the country?s performance and productivity.

To solve this problem, the government hopes to implement a new system where wages will be based both on performance and seniority.

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