Lagu Asal...
lagu Warisan
Anak kecil main api
Terbakar hatinya yang sepi
Air mata darah bercampur keringat
Bumi dipijak milik orang
Nenek moyang kaya raya
Tergadai seluruh harta benda
Akibat sengketa sesamalah kita
Cinta lenyap di arus zaman
Indahnya bumi kita ini
Warisan berkurun lamanya
Hasil mengalir ke tangan yang lain
Pribumi merintih sendiri
Kita rumpun bangsa Melayu,
Menganut agama yang suci,
Semangat bangsa berlandaskan Islam,
Teras capai kemerdekaan
Masa depan sungguh kelam
Kan lenyap peristiwa semalam
Tertutuplah hati terkunci mati
Maruah peribadi dah hilang
Dari masa hingga masa
Petualang menghancurkan bangsa
Alatkan agama demi peribadi
Pupus kita di bumi Ilahi
Kini kita cuma tinggal kuasa
Yang akan menentukan bangsa
Bersatulah hati bersama berbakti
Pulih kembali harga diri
Kita sudah tiada masa
Majulah dengan gagah perkasa
Janganlah terlalai teruskan usaha
Melayukan Gagah Di Nusantara
Amacam....semangat tak dengar lagu niee....??
Komen sikit...
Monday, October 5, 2009
Monday, May 11, 2009
Manager
THE MICROMANAGER
The micromanager seems never to delegate; always has to do things himself; doesn’t plan (and wonders why there is always a problem); looks to blame instead of encourage results; performs crisis management; believes whatever is done isn’t done well enough; thinks there is never enough time to get anything done; seems to always claim the fame; rarely rewards subordinates; and is motivated by fear.
THE HANDS-OFF MANAGER
The hands-off manager seems to always delegate; never does things herself; asks others to do the planning; reviews very little work from her subordinates; approves everything either without reviewing it or asking questions about it; doesn’t understand why or what decisions are made, as she doesn’t make the decisions; seems to work in the shadows of others; may or may not reward subordinates; may or may not claim the fame; and is motivated by fear.
THE EMPOWERING MANAGER
The empowering manager delegates with an observant eye; shares in the work; works with others in planning; always looks ahead; empowers those that work for him; reviews work and suggests improvements; pushes those who work for him to step forward; encourages creativity; looks to solve the issues and not place blame; looks to do the right thing; manages time; and is motivated by confidence and trust.
The micromanager seems never to delegate; always has to do things himself; doesn’t plan (and wonders why there is always a problem); looks to blame instead of encourage results; performs crisis management; believes whatever is done isn’t done well enough; thinks there is never enough time to get anything done; seems to always claim the fame; rarely rewards subordinates; and is motivated by fear.
THE HANDS-OFF MANAGER
The hands-off manager seems to always delegate; never does things herself; asks others to do the planning; reviews very little work from her subordinates; approves everything either without reviewing it or asking questions about it; doesn’t understand why or what decisions are made, as she doesn’t make the decisions; seems to work in the shadows of others; may or may not reward subordinates; may or may not claim the fame; and is motivated by fear.
THE EMPOWERING MANAGER
The empowering manager delegates with an observant eye; shares in the work; works with others in planning; always looks ahead; empowers those that work for him; reviews work and suggests improvements; pushes those who work for him to step forward; encourages creativity; looks to solve the issues and not place blame; looks to do the right thing; manages time; and is motivated by confidence and trust.
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