A MONTHLY SUPPLEMENT OF RAKAN SARAWAK BULLETIN

(People, events, activities and programmes which make for a total quality-managed Sarawak Civil Service)

ISSN 1394-5726

 
   Online Publisher:
   
 
   Contents provided by:
   
 
 SARAWAK IQC '99 Stream D


Implementation of ISO 9000 in Legal Practices
By Mr. Peter B. T.Ling

In Malaysia, the legal profession in one business sector that has just started to consider the application of  ISO 9000 series in their organisations. For many years, legal practices have concentrated their efforts solely on producing sound legal advice to their clients, thus they are very much product oriented. However, in recent years, there has been a significant change in this environment. For instance, customers are interested not only in the quality of legal advice (product) but also in the quality of legal service (process).

The implementation of ISO 9000 in the legal profession has led to positive changes in terms of culture and business practices and more importantly, the people involved have gained substantial benefits from the implementation.
 

Dynamic Leadership: From Anti-Management to Pro-Management
By Mr. Gilbert G. Concepcion

Managers who consistently generate innovative ideas and risky decisions characterize the dynamic leadership, high aptitude and attitude.  This type of leader doesn't fear mistakes, if he or she provides something original.  Leaders are always trying to develop their people, thus creating new creative, chancy and venturesome leaders. This type of leadership is centered in a vision towards a more profitable future for all those around their territory.

Dynamic leadership tries to understand the actions in a scientific manner, mixing practice with theory, the static with the dynamic. the potential with the kinetics, the aptitude with the attitude. Experience is not improvised, we have to practise, practise and practise if we want to reach success.
 

Benchmarking Towards Quality Enhancement: The Malaysian Experience
By Mr. Abdul Latif Hj. Abu Seman

The Malaysian Benchmarking Service of the National Productivity Corporation defines benchmarking as " a systematic and continuous process of searching, learning, adapting and implementing the best practices from within the same organisation or from other organisations towards attaining superior performance" It is about searching for the best practices and learning from the best to become the best in the industry. "Benchmarking is the practice of being humble enough to admit that someone else is better at something and wise enough to try and learn how to match and even surpass him at it" (Marion Harmon, Quality Digest)

Companies in Malaysia must be equipped to compete and win. Benchmarking will help to create a sense of urgency by telling us where we are, how good we have to be, and what we have to do to be what we want to be or have to be. The ultimate objective is to improve productivity and quality and enhance our competitiveness.
 

Quality in Public Service Organisation
By Dato' Dr. Mohd. Shahar bin Sidek

The Malaysian Public Service, faced with the rising expectations of the public for better services, embarked on administrative reforms and modernisation initiatives that had created significant new challenges for public sector management.

The success of the Malaysian public service in transforming and reengineering itself to face the challenges of quality performance can be primarily attributed to three main factors. Firstly, the process of change has been well structured to enlist top level leadership support and commitment. Secondly, a great deal of attention has been given to determining the optimal processes suitable for managing the introduction of any major quality initiative. Thirdly, the various quality initiatives introduced so far have had a holistic impact that has touched on every critical aspect of the organisation.
 
 
 
 


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