JANUARY 2014
Bi-monthly Magazine | Issue 20
by
Prof. Dr. Hamzah Abdul Rahman President and CEO of the International University of Malaya-Wales (IUMW)
MORE IN THIS ISSUE:
HIGHLIGHTS
UTAR: Enhancing Social Well-Being Through Education
BUSINESS SEGMENT
Tan Sri Dato’ Dr. Fng Ah Seng: The Catalytic Philanthropist
ISSN 2232-0342
PP17103/19/2014 (030736) 2013 Issue 20/ 2014 January RM7.00 9772232034009
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www.viniits.com COMING SOON 2
JANUARY 2014
Bi-monthly Magazine | Issue 20
by
Tan Sri Dato’ Dr. Fng Ah Seng Chairman of Yayasan Muhibah Tan Sri Fng Ah Seng and Managing Director of Epic Valley Holdings Sdn Bhd
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ENHANCING SOCIAL WELL-BEING THROUGH
EDUCATION
Dr Siah Poh Chua, Deputy Dean (Research & Development and Postgraduate Programmes) and Assistant Professor of the Faculty of Arts and Social Science (FAS), Universiti Tunku Abdul Rahman
BILLIONAIRE ESPRESSO a recharge for entrepreneurs Available in all major bookstores. POPULAR | MPH | KINOKUNIYA | TIMES | BORDERS ISBN 978-967-5945-28-1 Photo credit: mccain photography
THE TEAM
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EDITOR’S NOTE
EDITOR’S NOTE How many of you are familiar with the term “ivory tower”? According to Wikipedia, the expression was used from the 19th century to refer to an atmosphere “where intellectuals engage in esoteric, over-specialized or even useless pursuits that are disconnected from the practical concerns of everyday life. In American English usage, it is also used as shorthand for academia or the university.” As I wrote this editor’s note, I couldn’t help thinking: today, no university will survive if it adopts adopt an ivory tower attitude. Higher education institutions are
assuming increasingly complex roles. If during my undergraduate days, it was all about “building character”, today higher education institutes are expected to serve as career builders, talent producers, idea incubators, community enhancers – and the list of expectations will only grow as the juggernaut of globalization rolls on. In other words, the education sector has never looked so exciting. Speaking of exciting, we’ve packed some thought-provoking content into this issue. On the cover, we are privileged to interview Professor Dr Hamzah Abdul Rahman, the newly appointed President of the International University of Malaya-Wales, the private university that resulted from a marriage between two revered public education institutions. In this exclusive story, he candidly shares his expectations, priorities, and
the strategies undertaken by the year-old university to ensure the long-term success expected of its pedigreed parentage. In other stories, Dr Siah Poh Chua, Deputy Dean from the Faculty of Arts and Social Science, Universiti Tunku Abdul Rahman, explains why research and community work are growing in importance in academic institutions as they become key players in building a nation’s wellbeing. In “The Catalytic Philanthropist”, we meet inspiring entrepreneur Tan Sri Dato’ Dr. Fng Ah Seng, Chairman of Yayasan Muhibah Tan Sri Fng Ah Seng and Managing Director of Epic Valley Holdings Sdn Bhd, who adopts an innovative approach in philanthropy in a bid to encourage others to follow his footsteps. May these stories inspire fresh insights for the coming new year.
Alexandra Wong
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CONTENTS
08 GREAT EXPECTATIONS: Professor Dr Hamzah Abdul Rahman President and CEO of the International University of Malaya-Wales (IUMW)
COVER STORY Featured
Victoria University MBA – a Brand Ecosystem Dr Hendry Ng Head of VUMBA programme, Sunway College KL.
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CHARACTERBUILDING PHD
Interviews
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Dr Clare Chan Suet Ching, Deputy Dean (Postgraduate & Research) of the Faculty of Music and Performing Arts, Sultan Idris Education University
Joseph Heng Si Zhuo
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David Tan Moh Huat
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Hanafi Bin Husin 20 Nur Darina Bt. Mohd Nor Zainal Abidin
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CONTENTS
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HIGHLIGHTS
ENHANCING SOCIAL WELL-BEING THROUGH EDUCATION
Dr Siah Poh Chua, Deputy Dean (Research & Development and Postgraduate Programmes) and Assistant Professor of the Faculty of Arts and Social Science (FAS), Universiti Tunku Abdul Rahman
BUSINESS SEGMENT THE CATALYTIC PHILANTHROPIST
Tan Sri Dato’ Dr. Fng Ah Seng, Chairman of Yayasan Muhibah Tan Sri Fng Ah Seng and Managing Director of Epic Valley Holdings Sdn Bhd.
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COVER STORY
GREAT EXPECTATIONS
W
hen you have pedigreed parentage, it’s only natural to expect great things of you. This is the challenge facing International University of Malaya-Wales, the private university that resulted from a marriage between two revered public education institutions. In this candid interview, Professor Dr Hamzah Abdul Rahman, IUMW’s newly appointed President, shares his expectations, priorities, and the strategies undertaken by the year-old university to ensure its long-term success.
Prof. Dr. Hamzah Abdul Rahman He is the President and CEO of the International University of Malaya-Wales (IUMW). Prior to this appointment, he held positions in the University of Malaya (UM) as Deputy ViceChancellor (Research & Innovation), Deputy Vice-Chancellor (Academic & Internationalization), Deputy ViceChancellor (Development) and Dean of the Faculties of Engineering and Built Environment.
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After completing his Diploma in Building at the University Institute Teknologi MARA, he furthered his studies at the Central Missouri State University and subsequently obtained his master degree in Construction Management from the University of Florida. He has a Doctor of Philosophy degree (Construction Management) from the University of Manchester.
As an academic, he has conducted research in advanced organizational management, construction innovation and sustainability, project and facility management, building energy efficiency, industrialized building system, and renewable energy application in buildings. Prof. Dr Hamzah is a fellow member of the Royal Chartered Institute of Surveyors, United Kingdom.
COVER STORY
Q1. Prof Dr Hamzah Abdul Rahman, you bring a stellar record of notable achievements and substantial contributions to your new role as President of IUMW. What do you consider your top priorities? My top-most priority is to ensure that we are able to provide an education of an outstanding quality. Then, I have to make sure that the university is able to sustain itself. This is a very important aspect of any private higher education institution. After that, I have to make sure that the resources that we have here are of high quality and have the necessary skills. If they are academic staff, they must have the ability to provide high quality teaching and learning. If they are at higher level, they must be involved in research and proven to be good researcher. For us, the proof would be the number of grants and publications in the journals that are well-respected. When you talk about quality, we would like IUMW to be a preferred private university in Malaysia that caters for the needs of higher education among locals and foreigners.
Alexandra interviewing Prof. Dr. Hamzah Abdul Rahman
Q2. What is your day-to-day job like? The job of the President of a university that has just begun, it would be different from one of a university that’s already running. I make sure that everybody here works hard to achieve the university’s goals. First, we have to establish good academic programmes. After that, we find highqualified resources to run these programmes. As soon as we have all these in place, we need to get the programmes
approved as soon as possible by the MQA and Ministry of Education. We have to get the programmes approved by the ministry before they can be operationalized. Then only we can advertise. The window is very small but yet we’ve managed to get 105 students so far. If you look at some of the other institutions that started, the first year has been about 80-90. It is quite normal for a first intake.
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COVER STORY Q3. You were in a public university before assuming your current position. From your experience over the past year, what are the main challenges of running a private university versus public university? My challenge is to be able to understand what is required for a private university to operate successfully and to be able to sustain itself. It involves many things which are in contrast with a public university. In a public university, you don’t have to worry about the number of students enrolling because there are more than you can cope with! Here, it is totally a different ballgame. You have to look for potential students and then recruit them. Especially if you’re at the starting point and when the institutional registration and programme approvals coming in the middle of the year when most of the students have already decided where they wanted to go. These risks need to be managed well. In a public university, the budget is set for every year. But in a private situation, of course, you have to start with a certain amount of money and you will have to ensure that you use that money to generate more funds for you to be able to survive tomorrow. Failing to do that, you will not be able to see tomorrow. It can be quite frightening but it is a reality. The business aspect is very important in a
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When you talk about quality, we would like IUMW to be a preferred private university in Malaysia that caters for the needs of higher education among locals and foreigners.
private university. Even for your own organization, if you don’t work hard enough, if you don’t generate enough to pay your staff, salary, rental, utilities, the organization will not be able to survive. We have got plans and strategies to overcome these challenges. Then there’s the university’s ability to recruit staff and pay staff. The affordability of a public university to hire people at the professor level and associate professor level and senior lecturers. These people are being paid good money. In
a private institution, you have to weigh the situation. You have to balance the qualifications of the academics against the things that they will have to serve in the organization. The allocation of resources has to be optimised. At IUMW, we believe in diversifying our resources. A professor’s knowledge and skills will be deployed to various aspects of the university’s academics and corporate functions, in ensuring exceptional quality and standards.
COVER STORY
Q4. Would you have to do more soul searching before any decision can be made? Yes, because I’m running a business entity that aims to produce not only educated human beings, but those who are also mature, intelligent and capable of making sound decisions in life. Parents feel that the role of the public university in training and generating knowledge; skills in the humanities and society should not be forgotten. It is with this belief that we give back to the society by providing education at a reasonable and competitive rate without sacrificing quality. It is not just about profits.
Q5. How is a public and private university different in terms of marketing, and what are some of your marketing strategies? afford to be sitting still. We In a private university, have to match what’s happening marketing plays a very on the ground level. important role. If you’re in the formative stage, you must devise strategies and plans to make the public know that you’re around. We need to find people who are capable of performing the promotional, marketing and sales roles. When you look at the activities done by the other private universities, people can be very aggressive to “close the sale” or bring in students. We cannot
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COVER STORY
Q6. Please share some of your current marketing strategies. One, we’ve been working with our industry partner to recruit students directly from schools. We go to secondary schools, especially those in form five. We start our programmes at the foundation level, which is equivalent to the matriculation. Our approach this time is to bring in as many students. Our
target is 1000 students for the foundation level. So far, we have gone to KL and PJ and as far as Perak, Penang and Johor. Two, we want to get more involved with advertising. We see a lot of advertisement space taken up by competitors and we will step up our effort in advertising mode. Three, we make sure we leverage on our parents, UW and UM. We are working with both of them to assist us in promoting this new university.
One thing that’s good about this university, it has a blend of ideas coming from a dynamic Malaysian institution, that is UM, versus a traditional qualityfocused university and third oldest university in UK. You are bringing the concept and values and putting them to work in this university. That’s why I am very assured about the quality of the product of the university – the graduates.
Q7. Although most universities offer a broad range of subjects, many go on to become leading bastions in specialty subject areas. What area do you foresee IUMW specializing in? The majority of our students are in the Business School. Our location in central Kuala Lumpur gives us the advantage of collaborating with giants in various industries. We want to leverage on this strength to produce graduates who are both employable and employer-able.
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On top of that, IUMW is unique in that our partnership with the University of Wales offers a very strong student engagement module. Here, students are given the opportunity to be engaged in their academic programmes, in running the student body, some of the decision-making at the university level. What I
mean by student engagement module is that they will be encouraged to communicate among themselves and also their counterparts, stakeholders and investors. No 2 is decisionmaking.You’re allowed to make choices during the academic programme, encouraged to ask a lot of questions, and to do a lot of fact-finding. In a way, one
COVER STORY aspect that we have noticed ... many times, we received feedback from the industry saying that local students need to improve in terms of their communication skills. By following the module that has been proven to work in the UK, which is brought and adapted here, I’m quite confident it will help our students improve their
ability to make good decisions, interact and connect with people, be outward-looking and innovative – these are some of the benefits from the student module being practised. We take students on field trips out of campus to meet people as well. Hopefully these activities will enrich their view of life, work and learning.
Q8. How would you describe the IUMW culture? We are in the formative phase but I would like to see the creation of values that are related to professionalism, openness, values based on trust and continuous improvement. We have set KPIs which to me are reasonable for an organization that wants to
move forward based on the framework of quality. The management has a key role. What’s lacking in many organizations – because of too much bureaucracy – is
feedback. In order for change to take place, we need time. People don’t see the change they want. In here, we have to speed up. Everyone of our staff has to have a sense of urgency in their work.
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COVER STORY
Q9. How can IUMW play a role on the national stage? Right now, there are more than 500 private universities and university- colleges established in Malaysia. That’s a good number. But we’ve heard feedback from the industry that the quality of the graduates produced by some of these private colleges are not to the expectation of parents and the industry/employers. I think if you talk about this, IUMW will have a role to play. Although we are new, we may not be the best for now, but I can assure people that we will keep on improving every day, insyaAllah. Our slogan “Nurturing Future
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Talents” is a testament to our sense of responsibility. The government has asked us to have a larger international student ratio. We aim to have at least 50% of our student population coming from international in the coming years. We can also find ourselves as a platform that the government can use to train its people. The training includes providing international exposure, and this is done by providing an option to students in their fifth semester to go to UK for one semester.
COVER STORY
Q9. What are future plans for the university? We have four intakes next year and hope to get 2000 new students. As the number grows, we hope to increase our enrollment to 4500, the campus’ maximum capacity, by 2016. When that happens, we will be looking at expanding the campus. Our goal is to reach 15,000 in ten years time.
Q9. What are the new courses available?
One thing that’s good about this university, it has a blend of ideas coming from a dynamic Malaysian institution, that is UM, versus a traditional quality-focused university and third oldest university in UK.
We are introducing MSC and Postgraduate Diploma in Internet Engineering in 2014. Only two universities – one of them being IUMW – offer this in Malaysia. It teaches organizations to prepare for the move from Internet Protocol v4 to 6. This has got to do with the insufficient internet addresses using the old system. You will learn how to organize internet security in an organization – intriguing stuff!
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COVER STORY
LEADERSHIP Q1. Who are some leaders you admire?
Q3. Every successful CEO has some rules of thumb. What’s yours? I have several. One, make sure that you clear your desk every day. Two, when you speak, don’t try to hide anything. Honesty pays. Three, be good to all people, regardless of who they are. Four, in your work, you must always remember God. This is very important. No 5, time is something you have to manage. You cannot let time pass and later complain about not having enough time. You have to prioritize, plan and execute. I like to generate other people’s interest to try new things, whether it’s a student or staff. I encourage my staff to think, be innovative, and we measure if it’s good, we repeat. If not we try something else. NO 6, you have to read. My favourite books are related to quality and leadership.
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One person that I have always admired is Tun Mahathir. He has the ability to articulate matters and to fascinate people when he delivers his speeches, the ability to make sure that when you say something, it is done. If he says, I want to have KLCC and KLIA for the nation, they’re done. The ability to observe, learn and try new things - these are traits I admire about Tun.
Q2. You were handpicked to take up this role – and it is definitely not an easy one to carry out. Did you ever hesitate on accepting it? No. When the management of UM offered me this post, I said I’ll take up the challenge because I’ve always been working in a public institution. Let me get a taste of how it is in the private situation.
Q4. Finally, what is your philosophy as an educator? Some martial arts masters say that you must keep 10% of your knowledge. Personally, I think this is wrong. If you dilute knowledge by ten percent over five generations, how much is left when you reach the last generation? It is best to give as
much as possible. As a lecturer, it’s my philosophy to give my students more than they can grasp in terms of assignments, knowledge, opportunities. I hope to facilitate them to go to higher levels and ultimately, become better human beings.
INTERNATIONAL UNIVERSITY OF MALAYA-WALES
www.iumw.edu.my
958963-T
NURTURING FUTURE TALENTS
UPCOMING COURSES
COURSES AVAILABLE
WHY IUMW? Opportunity to spend 1 semester in UK* • Cultural diversity • Vibrant campus life • • Flexible study options • Competitive tuition fees • Quality-oriented management • 200 years of combined academic experience • International & Research-oriented university • *Subject to terms & conditions
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Connect with us:
INTERVIEWS
Joseph Heng Si Zhuo Engineer – Commercial, Sunway Construction Sdn Bhd
Current University Victoria University MBA (VUMBA) at Sunway; The University of Nottingham – Bachelor of Engineering in Civil Engineering (BEng)
Job Description Currently, I am attached to Sunway Construction Sdn Bhd as a Commercial Engineer at Sunway Corporate Headquarters. My job primarily entails the areas of business development, strategic planning, and research and development. This role involves skills (not solely limited to) business and market analyses, planning and forecasting.
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What made you want to study an MBA? Having recently begun pursuing Masters in Business Administration at Victoria University MBA (VUMBA) at Sunway, I undertook this program to develop my personal and professional growth. Armed with my Bachelor’s in Civil Engineering from the University of Nottingham, and coupled with my working experience, I seek to deepen my understanding and broaden my managerial and business knowledge. Further to this, I intend to build on my current skill set, value adding to my company’s capabilities.
What inspires you? “The passion to create a better today than what yesterday was, one step at a time, for a better tomorrow”
What is your favourite quote? “I aspire to inspire, before I expire” – Tan Sri Dr. Jeffrey Cheah, Founder and Chairman of Sunway Group of Companies “The fear of the Lord is the beginning of wisdom, and knowledge of the Holy One is understanding” – Proverbs 9:10
INTERVIEWS
What made you want to study an MBA? I have been thinking of what my future career will be if I continue doing what I am doing currently in this company for the next 11 years. What are the skills I can use in optimizing my capability in managing the company? I took up MBA to equip myself with better tools and skills in executing my current and future job responsibilities. Getting better career prospects is one of my ultimate aims.
David Tan Moh Huat Business Development Director
University Victoria University MBA (VUMBA) at Sunway; Nottingham Trent University (UK) Bachelor Degree
Who inspires you?
in E & E Engineering.
Solving puzzles is one of my favourite games with my kids. It brings satisfaction to everyone who works together to solve it. MBA is like the process of solving a puzzle. It brings great satisfaction at the end.
Job Description
What is your favourite quote? Obstacles always occur in our life; make the best choice to overcome them.
I am currently responsible for business development (Sales and Marketing) at Wittmann Battenfeld (Malaysia) Sdn Bhd, a subsidiary of Wittmann Group based in Austria. The company’s main business is manufacturing of injection molding machine, robotic arms and other plastic injection process auxiliary equipment. My main role is to promote company products into the local plastic injection molding industry, gain market share and create sustainable growth in revenue as well as profit margin. I am also responsible to manage the subsidiary office’s daily operation.
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INTERVIEWS
Hanafi Bin Husin Fund Manager
Current University MBA, International University of Malaya-Wales; Bachelor in Business Administration (Hons), Universiti Utara Malaysia.
Job Description I work for one of local Islamic fund management companies as an equity fund manager. My responsibilities include managing and monitoring investment portfolios with an objective to outperform the respective benchmarks. I am also involved in formulating business and investment strategies in order to achieve that objective. I also undertake research activities with an objective to provide fund management support in making sure investments are made based on good fundamentals of quality assets.
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What made you want to study an MBA? Through the MBA, I aim to enhance and to improve my soft skills, including effective communication, problem-solving skills, leadership, team building, positive attitude, and interpersonal skills. IUMW designs the MBA programme to cater to the common needs of the industry through their 70% coursework and 30% examination, with presentations making up a major component. IUMW provides a global learning environment with experienced academics who are experts in their respective areas. The links between Malaysia and the UK gives students the opportunity to enjoy a truly international experience through exchange programmes, innovative learning and teaching technologies. I believe right now I’m on the right track to achieve my objective.
Who inspires you? I am inspired by my family. I find that the love we share fills me up and makes me appreciate my life.
What is your favourite quote?
“When you see a person who has been given more than you in money and beauty, then look to those who have been given less.� - Prophet Muhammad
INTERVIEWS
What made you want to study an MBA? In a developing country with a dynamic business industry, there is fierce competition among job hunters. The number of bachelor’s degree holders is increasing while job offers in the country are limited. By having higher educational qualification, we improve our position. In addition, by studying master’s degree, I can develop my interpersonal skills, business intuition, sense of entrepreneurship and the ability to tackle everyday challenges. I’m also keen to apply the new business management theories I’ve acquired to the real business world after I have graduated. I would like to be in the management team of a reputable multinational organization. A master’s degree at IUMW helps me to understand how it is to work in an international, global, multicultural, diverse environment because we interact with local and international students in class. .
What inspires you? Gaining new knowledge in business management and acquiring soft skills that will assist me to become a better person and help the organization towards greater success.
Nur Darina Bt. Mohd Nor Zainal Abidin On-Job-Trainee at Consumer Sales Selangor Department, Telekom Malaysia
University International University of Malaya – Wales, Master of Business Administration (MBA); International Islamic University Malaysia, Business Administration (Marketing) (Hons)
Job Description Conducting projects, assisting in event management and conducting call surveys
What is your favourite quote?
“Don’t let the fear of losing be greater than the excitement of winning.” - Robert Kiyosaki “Live as if you were to die tomorrow. Learn as if you were to live forever.” - Mahatma Gandhi 21
FEATURED
FEATURED
Victoria University MBA –
a Brand Ecosystem I n today’s complex and highly competitive marketplace, an intimate knowledge of the individual ecosystem of stakeholders and their interdependent relationships is crucial to a successful brand. Similarly for an MBA programme, brand building is more than recruiting new students. It is no longer sufficient to earn brownie points through mere basic facilities and resources such
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as classrooms, lecturers and libraries. The basic facilities when augmented by academic services will enrich student learning experiences. The richer the student experiences, the stronger the brand of the MBA programme. When the academic products are highly commoditized, a brand functions as a powerful differentiator for the institute of higher education (IHE).
FEATURED IHEs need to identify the key educational needs of students and the perceived value of their offerings. The real value of a strong brand is its ability to capture customer preference and loyalty. Brands such as Harvard, Stanford, and London School of Economics represent employers’ perceptions and feelings about the graduates and their job performance. It is resource-consuming to build a strong brand that delivers the promised customer experience and value. The brand ecosystem of an MBA programme encompasses all
The richer the student experiences, the stronger the brand of the MBA programme. the stages of value creation from initial design idea (e.g. an academic product/service) to the final consumer (target students). Every internal and
external activity in the brand ecosystem is inter-related. Like any ecosystem, a change in any part of the brand ecosystem affects the whole brand ecosystem, and consequentially the brand image and brand value. Victoria University MBA programme (VUMBA) is designed to educate professional managers of the 21st Century. All teaching and learning activities are therefore considered in totality and crafted in order to create a clear, consistent and unified student experience. We understand rich student experiences are derived from both academic and curricular activities, as well as nonacademic experiences that support value creation activities of student life, sports, and community activities. The brand ecosystem includes other stakeholders such as employers, alumni, and donors who have direct and/or indirect contact with the students. So, the academic activities may fail without the non-academic supplementary services.
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FEATURED
The real value of a strong brand is its ability to capture customer preference and loyalty.
The factors contributing to the student experiences of VUMBA are the regularly revised curriculum (syllabus, delivery and assessment methods), workplace related seminars and workshops, industrial software, and professional network of students and alumni from diversified backgrounds.
has incorporated creative and ‘human touch’ knowledge and skills such as innovation and entrepreneurship, organisational consulting and counselling. Its terminal learning objective is to nurture entrepreneurial brains to weave through the ever challenging business mine field.
The curriculum is regularly revised to mirror the competitive predicaments faced by the working adult students. Apart from functions such as accounting, finance, economics, and marketing, the syllabus
The industry software used for teaching and learning is crucial to achieve the learning outcomes that are relevant to real work environment. VUMBA programme is the first and only MBA that offers SAP
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as the teaching software for ‘Enterprise Resource Planning Systems’ and ‘Supply Chain & Logistics Management’ subjects.
Dr Hendry Ng
Head of VUMBA programme, Sunway College KL. hendryng@sunway.edu.my
HI BOSS! HI BOSS!
What’s your CORPORATE IDENTITY?
www.bwg.com.my
FEATURED
CHARACTERBUILDING PHD
To give you an idea of how gruelling doing a PhD can be, consider what William Chace wrote in his memoir, 100 Semesters (Princeton, 2006): “Graduate students were being considered for membership in a secular priesthood.� The attrition rate in 1961, when Chase entered graduate school at the University of California at Berkeley, was 90%.
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FEATURED Today, the worldwide rates have improved to about 50 percent, but doing your PhD is still notorious for being demanding: Your research and dissertation needs to be original, innovative, cutting-edge, creative and extend the boundaries of human knowledge, and a contribution to the current body of knowledge in the field is mandatory, says Dr Clare Chan Suet Ching, Deputy Dean (Postgraduate & Research) of the Faculty of Music and Performing Arts, Sultan Idris Education University. So why do it anyway? Simply because no other scholastic undertaking can match the PhD in providing the rich experiences, skills and knowledge to enable academicians and thought leaders to pioneer change and innovation in their chosen field for the benefit of the future generation.
Q1. Dr Chan, what led you to pursue postgraduate studies in your chosen field?
Clare and her PhD Supervisor, Prof. Emeritus Dr. Ricardo D. Trimilos (2010)
Dr Clare Chan Suet Ching has a PhD in Music (Ethnomusicology), University of Hawai’i, Manoa, Hawai’i, USA and a Master of Arts (Ethnomusicology), University Sains Malaysia, Penang.
I questioned and sought answers to many life phenomena. I also desired deeper knowledge, expertise, and professionalism in my area of study, Ethnomusicology. During my postgraduate study, I was molded to become a critical and creative thinker, a socialcultural and ethnically aware person with a sense of humility toward life. Studying the literature and writings of great thinkers from History, Tourism, Anthropology, Philosophy and Cultural Studies, I developed a broader and deeper understanding of
humans’ perception of the world. The binaries between black and white or right and wrong that I was encultured in from a young age became gray; life issues became more subjective and contextual. I developed flexibility for change and the courage to be different. For example, the classical music tradition I grew up performing inculcated a specific paradigm of perceiving musical creativity and production. Studying the music(s) of the world made me realize the infinite possibilities of making music. It gave me the courage to explore my inner creativity and freedom of expression. 31
FEATURED Q2. How has your postgraduate experience helped you in your career? Postgraduate study is crucial to those intending to pursue academic excellence and expertise in specific fields. In postgraduate studies, one delves deeply and thoroughly into a very specific research area. Completing a PhD provided me with intrinsic knowledge of
my field; it grounded me with understanding of the globally practiced scholastic system. These skills provided me with confidence to lead the way toward change and innovations in research and education for the benefit of the future generation.
Q3. What is the difference between postgraduate studies at the Masters level and PhD level? At the Masters level, one only begins to delve deeper or open up more questions to a specific area. The PhD level is many times more demanding for one’s research and dissertation needs to be original, innovative, cutting edge, creative and extend the boundaries of human knowledge. A contribution to the current body of knowledge in the field is required. An important quality for a PhD candidate to possess is cogency – the ability to write and present clear, convincing, and logical thoughts. One also has to be prepared to champion over periods of unproductivity, demotivation and failure. To see the light at the end of the tunnel, one needs to be determined, disciplined, resilient, and persistent. 32
My advice for those who sought a PhD degree is to honestly question one’s motive for pursuing a PhD. Do not do a PhD for its prestige, to earn a better income or as a job requirement. Do it because you
thirst for deeper knowledge and understanding in your area of research. Motivation and goals that come from within remain essential to reaching the finishing line.
To see the light at the end of the tunnel, one needs to be determined, disciplined, resilient, and persistent.
FEATURED
Professor Emeritus Dr. Ricardo D. Trimillos, Barbara B. Smith (founder of the Ethnomusiology Dept. (University of Hawai`i at Manoa), Prof. Dr. Adrienne Kaepplar (President of the International Council of Traditional Music) and Clare during the Society of Ethnomusicology Conference in Atlanta, Georgia (2005)
Research in indigenous pedagogy among the Semai of Tapah (2012)
Q4. What is the thesis of your doctorate paper? My PhD is about the music and dance of the Mah Meri, one of the 18 indigenous minorities known collectively as the Orang Asli in Peninsular Malaysia. I examined the reconstruction of the Mah Meri’s traditional music and dance as it shifted from ritual enactment to stage presentation. I analyzed how power structures such as tourism, national policies, and modernization influence the Mah Meri’s musical style and performance structure. I examined the negotiations made to maintain true to their “traditional” culture while tailoring their performance to the local and global audiences’ gaze.
Visiting the Mah Meri community in 2013
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FEATURED
Q5. Why did you choose to pursue your PhD at University Of Hawai`i? University Of Hawai`i at Manoa was one of my top choices for pursuing a PhD in Music because of its strong and vibrant Ethnomusicology program. I was also offered a full scholarship from the Music Department of the University of Hawai`i at Manoa, a Fulbright Scholarship by the US Embassy of Malaysia, and later an East-West Center Degree Fellowship to pursue my doctorate degree. Hawai`i is an ideal place to study music and culture as it is a multicultural state that consists of Hawaiians, Japanese, Chinese, Vietnamese and Caucasians. The Ethnomusicology department provides the graduate student with a strong foundation in Ethnomusicology theories as well as musical skills on chosen 34
ensembles ranging from Javanese gamelan, Okinawan sanshin, Koto ensemble, Gagaku ensemble, Korean Dance, Chinese Ensemble, Hawaiian slack guitar, hula and Tahitian dance. The University Of Hawai`i at Manoa is also affiliated with East West Center, the center of United States, Asia and Pacific Studies. The center’s research programs exposed me to the critical issues of common concern among these regions. The East West Center provided a conducive studying environment for international students. The degree fellows organized annual activities that promoted inter-cultural understanding such as international music, dance, and food festivals. We
Okinawan Sanshin Ensemble, Music Dept. of the University of Hawai`i at Manoa (2005)
Motivation and goals that come from within remain essential to reaching the finishing line.
had an excellent international community and friends for surfing, beach picnics, exercise, and potluck parties. These activities were crucial for the well being and mental health of postgraduate students far away from home and experiencing the stress of postgraduate studies.
FEATURED Q6. In your opinion, what should be the two top considerations in choosing an educational faculty to do our postgraduate studies? First, one must study the nature of the program and the department or faculty that hosts it. One of the ways to examine the state of the faculty is through their website. A comprehensive description and updated website are indicators of a good, progressive program. Second, one must select a supervisor who is experienced in the field and has a good reputation as a supervisor.
Faculty of Music and Performing Arts, Universiti Pendidikan Sultan Idris
A good working relationship with your supervisor and camaraderie is important during any postgraduate studies. It is important that mutual trust and respect is established between supervisor and student. While
a good supervisor provides both intellectual and emotional support, the student must do his part in being persistent and diligent.
Q7. You’ve participated in numerous international forums and seminars, both as a speaker and as an attendee. What is your key takeaway from these sharing sessions? aspects of being an effective presenter is the ability to conjure a cogent presentation in 20 minutes.
International Conference on Tourism in Rhode Islands, Greece (2011)
Society of Ethnomusicology Conference at Philadephia (2011)
During international conferences, scholars from around the world meet to share and present their paradigms and angles on musical performances from different groups and
ethnicities. The diverse and creative ways in which these scholars interpret and present their arguments stimulates and refreshes our view of our own research. One of the challenging
What do I want my audience to take away with from my presentation? How can I capture my audience’s attention and provoke their thoughts for questions after the presentation? I am always intrigued with presenters with the ability to comprehensive arguments in a simple, clear, logical, and convincing argument. 35
FEATURED Q8. How can your learnings be applied to the Malaysian context? The networking and intellectual exchange that occurs in these conferences situates our research and understanding of musical phenomena on a global pedestal. While Malaysia recognizes the importance and value of international conferences, creating a vibrant scholastic environment among young, enthusiastic scholars remains a challenge in the academic world. Command of language and good writing skills remain setbacks for many young scholars in our country today.
Q9. What sort of career opportunities await students in this field today? How broadly varied, and rewarding, can a career in the arts be?
The music industry is one of the richest sources of human capital! 1st International Symposium on Ethnomusicology and Ethnochoreography (27 September 2012)
Talk, Play & Think Academic Talk and Performance Series, Faculty of Music and Performing Arts, Universiti Pendidikan Sultan Idris, Tanjong Malim, Perak
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Musician graduates have careers directly linked to music in the areas of education, performance, composition, or music technology. Many graduates obtain jobs that acquire musical knowledge in the areas of music business management, media and communication, marketing and publicity, organization and administration. In the field of education, one usually acquires professions as a schoolteacher, private
music instructor, or university professor. Appointment as professors requires a more advanced degree, preferably a doctorate degree. Freelance musicians who play at live bands in nightclubs or music gigs often also engage as private music instructors to pay the bills. In state or nation-funded orchestras, one may obtain a full time job a conductor, composer or instrumentalists in the orchestra. Indirectly linked to the management of an orchestra are jobs including orchestra librarian, publicity manager, human resource management, and international relations officer.
FEATURED In business management, one may venture into managing of a music store, music school, musical instrument consultation, music instrument repair, maintenance, and restoration. Music archivists, librarians, and museum curators are careers that require musical knowledge too. Composers gain income and royalties from music arranging, composing lyrics, songs, orchestral or ensemble music.
A field of growing importance is music therapy that provides counseling at hospice centers, mental health clinics, hospitals, doctor’s offices, nursing homes and rehabilitation centers.
SEADOM- Southeast Asian Directors of Music (2012)
Music graduates also engage in social-related careers that promote music for the welfare of society and community such as arts administrators and community arts. Disc jockeys or video jockeys work in the radio and television in the media sector. Music journalists and critics for magazine, newspaper, and websites publicize musical events in the communication sector. In an arts or music production, there is need for a music producer, director, stage manager, concert hall manager, event organizer, conductor and musicians.
Q10. On a personal note, what is your educational philosophy?
Learning is a lifetime endeavor; there is never a moment of boredom for we will never cease to marvel at the endless wonders this world may present to us. 37
HIGHLIGHTS
ENHANCING SOCIAL WELL-BEING THROUGH
EDUCATION
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esearch and community work are growing in importance in academic institutions as they become key players in building a nation’s well-being. MBA Edge Postgraduate Studies speaks to Dr Siah Poh Chua, Deputy Dean (Research & Development and Postgraduate Programmes) and Assistant Professor of the Faculty of Arts and Social Science (FAS), Universiti Tunku Abdul Rahman. 38
HIGHLIGHTS
Q1. Dr Siah, you specialize in the area of psychology. What got you interested in this field? I was always fascinated by Sigmund Freud, the Austrian neurologist who became known as the founding father of psychoanalysis. Naturally when I had the chance, I continued my studies in this field. A shock was in store for me. I found that in addition to the actual subject of psychology, there was heavy emphasis on science
and calculations – even though Sigmund Freud’s teachings had nothing to do with calculations. Psychology students don’t just learn psychoanalysis, they also have to learn about other subjects that complement and enhance their area of specialization. To truly excel in a field, you must first realize that no field or industry can exist in a
vacuum; that’s why in UTAR we say education broadens horizons. To be outstanding, you must be willing to open your minds and venture into uncharted territory. As a lecturer, our job is to make our students feel that the subject is interesting and to cultivate intellectual curiosity.
Q2. You worked in Hong Kong at a pivotal time in our modern history. Can you share the highlights of your experiences?
I was as a research associate at Chinese University in Hong Kong when the Asian Financial Crisis hit. It not only caused economic problems, but sociopsychological ones. Many young people, especially teenagers, obtained shockingly poor academic results. Frankly, these youth have normal IQ, but they were getting zero marks in the Hong Kong Secondary Exam, which is very poor!
The Hong Kong government stepped in and started a project to help these youths. When we drilled down to the root cause, we found out that their performance was affected by family problems, which was a spillover effect from the Asian Financial Crisis. The youths were disenchanted and could not concentrate. We tried to get them to look at their problems positively. And if they couldn’t
solve their problems, we pointed them to other resources. Vocational and language improvement programmes were created to help them gain an associate degree or find a job, but the core thing is the counselling component. This foundational experience put me in good stead to organize good community programmes in UTAR today.
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HIGHLIGHTS Q3. Why did you come back to UTAR? The catalyst was the birth of our daughter. Life in Hong Kong is fast-paced, frantic and high-stress. My wife and I were working round the clock. We asked ourselves: is this the kind of life we want for our family? By then, we already heard about exciting educational developments in Malaysia, so
we thought perhaps it was time to return our roots. In 2005, we moved back to Kuala Lumpur. I joined the Faculty of Arts and Social Science in UTAR Petaling Jaya as an assistant professor, and subsequently became involved in administration when I moved to the Perak campus.
To be outstanding, you must be willing to open your minds and venture into uncharted territory.
Q4. What is a typical day like for you? Other than administration work, I am involved in post graduate teaching, supervising postgraduate students and formulating strategies to ramp up research and publication in the faculty. We have a saying, “No publish then perish.” All Malaysian universities are following the trend.
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We also attend overseas conferences every year. It’s our golden chance to meet academicians from other countries and find out the latest educational developments in their part of the world. It is also an opportunity to initiative collaborations with other universities. In the last
few years, a lot of universities from India, China and Taiwan have expressed interest in cooperating with UTAR. Interuniversity collaboration is a growing global trend. Moreover, these joint ventures dovetail with the already-strong research culture in our university.
HIGHLIGHTS Q5. When we talk about research, the projects that are undertaken by science and business-centric faculties are driven by commercial or industrial factors. What is the focus of the faculty of arts and science when it comes to research projects? The aim of the faculty is to change and improve the wellbeing of our society. This is why our projects focus on providing community service, as opposed to a purely commercial aim, and involve working closely with the NGO and members of the public. You can observe this social currency in research we have conducted on autism, HIV, refugees, etc. Our teaching staff, research assistants and students go to the source on the ground to find out the psychological impact of these issues, with the hope of finding long-term solutions that can benefit the community. One project analysed the types of NGO that deal with HIV patients: One, shelter homes which provide care for patients in advanced stage of the disease and two, drop-in centres where patients can visit to get information. Our research compared the functions of these NGOs and the overall well-being of the patients. At what stage do they seek help? What kind of
aid is most critical? We found out that in shelter homes, the patients were confronted with the issue of death and in many cases, they needed spiritual support. In drop-in centres, the patients usually had employment issues or lacked access to information about the disease that could help them cope better. We feed this real-world information back to ngos so that they can enhance the quality of their service accordingly. The knowledge that we produce has applications beyond the academic arena. In November, UTAR’s Centre of Applied Psychology, which comes under the Faculty of Arts
and Social Science, launched the state’s first community counseling centre recently. The facility will offer faceto-face and telephone-based counseling services to the public and organise motivational talks, seminars and workshops. It is a response to the increasing need for mental help and support in the community. A recent report by the World Health Organisation showed that 90 people committed suicide every hour. In the Asian mindset, there is a perception that people who seek counseling are somewhat abnormal, which has caused our community to neglect our collective mental health. The centre aims to change this perception by educating people about the importance of taking care of their mental well-being in today’s stress-filled modern lifestyle. The centre will also double as a research facility for the university and provide an opportunity for psychology students to hone their techniques under the supervision of trained practitioners.
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HIGHLIGHTS
Q6. Does the arts still suffer a perception stigma – versus science courses - as in yesteryears? You can see the product of science very clearly. A computer, a phone, etc. In the arts and social science, the effects are less tangible. The value goes beyond innovation or commercialization. It has a more altruistic and holistic goal of improving the society’s well-being. Our challenge as academics is to make people understand our work, and one way is through research and publication.
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It takes time, but with social evolution, the traditional view of arts is changing gradually. In the past, when people choose a course of study, their main consideration is whether it will earn them more money. Now, passion and interest take precedence over the vocational future of a field. In the old days, people had less disposable income so money comes first. When economic conditions improve, people can pursue goals other than money.
HIGHLIGHTS
We feed this real-world information back to ngos so that they can enhance the quality of their service accordingly. The knowledge that we produce has applications beyond the academic arena. Q7. UTAR is renowned for producing graduates with a high employability rate of 97%. What does the university take into consideration before introducing a new programme, and what are some new programmes that you expect to be popular? Before we propose a programme or course, we conduct a market survey among students, alumni and public to determine its relevance and application. Take psychology, one of the most popular courses in UTAR. In a recent survey conducted among our psychology degree students, we found that most students were keen to specialize in Industrial
and Organizational Psychology. We are launching the Master of Psychology (Industrial & Organizational) Programme in January 2014. The goal is to develop a talented taskforce who can be efficient future leaders and successful industrial and organizational specialists, psychologists, consultants or researchers.
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HIGHLIGHTS
Q8. How is your programme different from the other postgraduate psychology programmes in the market? The UTAR Master of Psychology (I & O) uses a mix-mode approach, in which students will be required to take courses and participate in dissertation training. The programme will provide candidates the expertise to carry out high-level research, provide consultancy and become effective practitioners in the field. Students will be given exposure to training in leadership, motivation, organizational planning and strategies, critical thinking skills, psychological testing, selection
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and recruitment, training, performance management, positive human development and other enhancement programmes relevant to the industry and organizations in the contemporary society. We emphasize on knowledge as well as develop their research skills. We want our students to be strong in both theory and practice. We created the programme based on industrial intelligence so that our graduates are marketable and employable.
Q9. Who should enrol for this programme? Psychology degree holders, as well as professionals who work in the I & O are and desire to further develop themselves after they’ve worked several years.
Q10. Lastly, what is your philosophy in education? The UTAR motto sums up my personal philosophy: Broadening horizons, transforming lives.
BUSINESS SEGMENT
BUSINESS
SEGMENT
Profiles of Extraordinary People
SUBSTANCE, RELEVANCE, SIGNIFICANCE
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BUSINESS SEGMENT
THE CATALYTIC PHILANTHROPIST Innovative entrepreneurs are adopting a new approach in philanthropy, in a bid to encourage others to follow their footsteps.
M
BA EDGE ™ speaks to Tan Sri Dato’ Dr. Fng Ah Seng, Chairman of Yayasan Muhibah Tan Sri Fng Ah Seng and Managing Director of Epic Valley Holdings Sdn Bhd, on his approach to philanthropic investment that focuses on achieving measurable impact by funding multi-sector campaigns, uses information and influences to motivate change, and includes a more hands-on role for funders as catalysts to the community
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BUSINESS SEGMENT
Tan Sri Dato’ Dr. Fng Ah Seng, J.P. has a degree in civil engineering from the University of Houston, Texas. He subsequently obtained his MBA in Entrepreneurial Management from the Australian Institute of Business, Adelaide and a PhD in Business Administration from USA. He recently completed his Doctorate of Business Administration from Australia.
Q1. Tan Sri, let’s talk about your company Epic Valley Holdings, which has over 20 subsidiaries. What is your core business? Epic Valley Holdings Group is a key player in the Malaysian property development industry. We are an established developer and building contractor.
Currently my business has expanded all over Malaysia with 20 subsidiary companies and employ over 400 employees. We have successfully completed around 200 housing projects throughout Peninsula Malaysia.
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BUSINESS SEGMENT
Q2. Aside from property development, what is your personal passion? I’m actively and consistently involved in giving back to the society. This year, I’ve donated about RM5 million from my company profits to the society. All the money from my charity seminars and book sales proceeds goes to my foundation, which is 100% audited.
Q3. That leads us to our next question. Can you tell us more about Tan Sri Fng Ah Seng Foundation? Since 2006, more than RM20 million has been contributed to charitable and educational causes. Yearly, we give more than RM3 million to society. I believe in giving back to the society through practicing CSR (Corporate Social Responsibility). That is why I formally set up Yayasan Muhibah Tan Sri Fng Ah Seng, an equal opportunity charitable foundation to help the poor and needy. 48
Q4. What do you mean by equal opportunity? My foundation provides equal opportunity in terms of financial assistance to Malaysians regardless of their race, religion, age, gender or educational background, with a view to promoting the ideology of national unity. Let me share with you a real case that happened recently. A chap came to me and asked for assistance for a kid who scored 9 As and had a kidney problem. My direct response to this person was: “Are we not going to help this kid if he only scored only 1A or no A at all?” We have to help with sincerity and humanity.
BUSINESS SEGMENT
Q5. Can you describe your personal CSR concept? How does Yayasan Muhibah Tan Sri Fng Ah Seng fit into this big picture? My concept of CSR in practising philanthropic activities comprises a few angles. First, by providing resources and monetary assistance in building the nation. Besides being involved in my own foundation, I also donate to schools, hospitals, old folk homes, NGOs, religious institutions, orphanages and single mother welfare societies through Yayasan Anak-Anak Yatim Sultanah Hajjah Haminah, Persatuan Bencana Alam Negeri Kedah, Yayasan Sultanah Bahiyah, Persatuan Pandu-Puteri Negeri Kedah and etc. I’ve also participated in regional economic
and social development programmes such as building of roads, bridges, schools, fire brigade stations, old folk homes and lands for development of school extensions and buildings.
We have to help with sincerity and humanity.
Secondly, by providing time. Provide time and energy in all the charitable work. Thirdly, by sharing of knowledge. Share know-how to young business owners, entrepreneurs and the underprivileged. I’ve been consistently doing 12 charity seminars bi-monthly for the last 2 years. In my charity seminars,
I share about leadership development. I am also a press columnist and have published 2 books on entrepreneurship and leadership development. All the proceeds from the book sales and seminar goes to the Foundation. 49
BUSINESS SEGMENT
Q6. What is your advice to young business owners who wish to start doing charity? There are a lot of cases where we hear about the human weakness such as greed. In such cases, the funds raised were not 100% donated to the needy and were managed by a third party. In a way, this is an abuse of CSR.
►practise sincere and
Corporate Social Responsibility should contribute to the improvement of socio-economic development of Malaysian. I have three pieces of advice:
►start from Day One, i.e.
legitimate activities
►have strong principles and morale to overcome greed
the basics based on your own capability
Q7. How did your background or life experiences lead you to your present-day actions? I grew up in poor family with divorced parents. Looking for food was the biggest challenge at a young age, where the best meal of the day was leftover sardines or an egg. I had no choice but to learn survival skills even before primary school. When I went to America to study, I took up a job in the hospital’s mortuary department where I cleaned dead bodies. I also worked at the student motel and applied for financial assistance.
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A lot of people helped me throughout my rag to riches journey. I truly appreciate and acknowledge all the opportunities given. Nearly two decades ago, I started to give back to the society. The amount grew from maybe RM10k a year to more than RM5 million a year today. The beneficiaries of my foundation consist of 50% bumiputra and 50% non bumiputra, who receive help for basic living, lodging and educational needs.
Share knowhow to young business owners, entrepreneurs and the underprivileged. I’ve been consistently doing 12 charity seminars bimonthly for the last 2 years. In my charity seminars, I share about leadership development.
BUSINESS SEGMENT
Q8. On another topic, Tan Sri, can you share with us how you start your business empire? We started from Day One. Even though small, we were determined to start. When you build your foundation, you don’t build the roof first. If you can’t even manage a small opportunity how do you expect to catch bigger opportunities? I started my company from interviewing my first staff at a restaurant, and the staff is still with me today. In 2009, I was conferred the Dato’ (DSDK) by the ruler of Kedah state, DYMM Sultan Abdul Halim Muadzam Shah Ibni Almarhum Tuanku Sultan Badlishah. In January 2011, I was appointed to be Justice of Peace (JP.). I am grateful that my continuous contribution towards the nation’s education directly and indirectly enhance the nation’s human knowledge and capacity, I was recognized and honored by the king of Malaysia, Seri Paduka Baginda Yang DiPertuan Agong XIV Almu’tasimu Billahi Muhibbuddin Tuanku Alhaj Abdul Halim Mu’adzam Shah Ibni Almarhum Sultan Badlishah with the conferment of Tan Sri Title (P.S.M)
Tan Sri sharing his experience with University Utara Malaysia student as a guest speaker in 2013.
Having said that, I separate my business and charity into two separate entities. I never allow my staff to promote business during my foundation or charity seminar. No business talk. However, business comes back as a by product. We are not looking for byproduct but it comes back as a bonus. We serve our duty as a human. So far I have never turned down a single person that called for help. And I never ask for anything in return.
Q9. Can you enlighten us on how you split them into two distinct entities? We do charity truly from our heart. We never ask for any return, If there is a condition then that is “Transaction”. For example, when I sponsored my staff to continue postgraduate studies, I never sign any contract or bond with them. I truly believe we encourage people to be outstanding. Then we need to be exceptionally outstanding. We don’t bond the staff because we sponsored them.
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BUSINESS SEGMENT
Q10. How do you cultivate outstanding employees?
My company is definitely a learning organization. It is not an option. The moment you stop to continue to learn, then you are distancing yourself from me and the company’s culture. If you want to be successful, you listen, copy, and imitate what successful people do. That’s
what we call cause and effect. This should be in their mindset. Young entrepreneurs should concentrate on the cause, do not worry about the effect (the instant result). When confronted with a “No”, we should not let it be a show-stopper; instead we should ask “No, then How?”
Q11. How do you ask a rich man to do charity? You can never ask. You must be able to influence. Influence people with the knowledge of doing charity, to create the maximum impact. If you want to create a charitable society, you need to influence and create change to achieve strategic objectives together. My objective is to extend the philanthropic philosophy to the rich group of people. Break away their selfishness. Sometimes they worry that after giving so much away, they will end up
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exhausted. My explanation to them is “Let the law of nature to take over.” Sometimes, there is no such thing as low profile in doing charity. Because low profile will not be able to lead you to achieve the intended result. Look at Robert Kuok, who donated RM100 million for the construction of Xiamen University Malaysia Library. It was announced by Tan Sri Ong Ka Ting during a luncheon
attended by China President Xi JinPing. Look at Bill Gates. Bill and Melinda Gates foundation grant millions for technical and financial assistance to accelerate efforts to eradicate polio. I want to lead the whole society and let’s do it together. I want to give to family, relatives, employees and society. No one ends up a loser because it is done based on our affordability and without making any comparison.
BUSINESS SEGMENT
Q12. From this interview we can see that you demonstrate the art of sharing. Can you elaborate more? The art of sharing is give and take. We must give first. Some people are worried about the side effect of giving first. Put it in this way, do you want to do business with people who are trustworthy? A giver is always more trustworthy. “Ying and Guo” in mandarin means Cause and Effect. Sometime both sides of the coin; let’s just look at the good side of doing charity.
Look at the matrix below.
Tan Sri participating in the conference as an invited guest speaker by South Australia Institute of higher learning.
Give to the Society & Reward own self.
Give to the Society. Stingy with own self.
Don’t give to the society. Reward own self.
Don’t give to the society. Never reward own self
The most ideal is to do lot of charity and reward ourselves as well. Those who don’t give to the society and don’t reward themselves; life is so meaningless.
BUSINESS SEGMENT
Epic Valley Group Senior Managers and Yayasan Muhibah committee members accompanying Tan Sri in Adelaide, Australia where Tan Sri has been invited as a guest speaker for Australia Institute of Business, Australia and University of Middlesex, England.
Q13. What is your motto in life?
“Your mindset decides your future� Let me explain, you mindset influences your behavior, your behavior creates your own habit. Habit is what other people see and that character dictates how you manage your life. Therefore how you manage your life become your future.
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Q14. Finally, any big plans for 2014?
In 2014, I shall establish a college that offers a diploma in leadership, based on the ideology that incorporates a combination of my military experience, actual knowledge in work, the fusion of the eastern and western culture, academia
and real life. It will be my own syllabus, and all the profits should go to charity foundations. Remember, we are never short of managers. We are short of leaders!
“
The most ideal thing in life is to do a lot of charity and reward ourselves as well. If we don’t give to the society and don’t reward ourself, life will be so meaningless.
“
Tan Sri Dato’ Dr. Fng Ah Seng
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