>> MIM Speaks
STILL A LEADER IN MANAGEMENT
JANUARY 28, 2001 -
THE STAR
By AZHARI KARIM
THIS year, the Malaysian Institute of Management (MIM)
celebrates 35 years of continuous service to the management
community. Looking back, many of those that were around then
and are still around today can remember with pride that with
its inauguration on Jan 29, 1966, there was now a "formally
established professional body dedicated to spreading and
promoting education, training and research in management
skills "
To be the recognised national body for management, it had to
do two basic things: run programmes in management philosophy,
techniques and skills, and organise itself as the centre for
knowledge on the art and practice of management. The impetus
for this initial development came from the Governing Council,
whose members committed time and energy to ensure that the
institute carried out its functions.
MIM's official history, published in 1991, made mention of the
heroic roles played by such illustrious personages as Tun
Ismail Ali, Raja Tun Mohar, Lee Hee Seng, Sam Abishegam, Datuk
Paddy Bowie, Syed Adam, and Dr Tarcisius Chin in the
pioneering years of the institute.
In 1991 - its 25th anniversary - the institute was able to
observe that "MIM's greatest contribution has been its actual
coming into being, introducing a continuing programme of
management courses, and other related activities on a regular
basis into the country for the first time, thereby meeting an
urgent national need."
The institute has not only grown in stature, but has also
earned itself the accolade of being the authoritative voice of
management in the country. MIM continues to be regarded as an
institution of quality, as well as a powerhouse of knowledge
both at home and abroad.
In the words of its present president, Raja Tun Mohar Raja
Badiozaman: "We believe we have done well in developing
professionals who are conscious of their social
responsibilities and national aspirations."
Its current chief executive, Dr Tarcisius Chin, elaborated on
this role, which is "to develop competent managers who have
the social skills and the emotional stability to achieve
results, and who are accountable for their actions. We believe
that the truly effective manager will have to draw support
from IQ, EQ (Emotional Intelligence) and SQ (Spiritual
Intelligence). The fusion of these three will help develop the
balanced manager to meet the challenges of responding to an
environment that is increasingly uncertain, ambiguous and
complex."
How has the institute fared in these times of rapid change?
MIM has matured and is well prepared to survive and make
further progress in the coming years. One focus area is the
relationship between technology and human values in the
workplace.
It has started to organise constructive dialogues on issues
relating to the promotion and enhancement of the highest
standard is of management practice.
As knowledge has a premium in today's IT- based work
environment, the institute has upgraded its infrastructure,
and several new services in the electronic mode have been
offered to members.
It continues to drive its membership activities, but with a
difference: IT will transform the range of services to include
a members' page, chapters and a hub, where managers can meet
other managers. Several new interest groups will be
encouraged. Other networking facilities will be arranged.
To meet the national challenge in driving the New Economy, the
institute has finalised a programme to enable managers to
obtain certification of their competencies.
More directly, it has embarked on a market- driven strategy to
offer products that are demanded by customers. Targeted
companies are the small and medium-sized industries.
Looking ahead, one can sense the new mood in the institute.
Change is certainly in the air. What form it will finally take
is still kept under wraps. But the management is sticking to
several known facts:
* IT is a nationally recognised body;
* IT wants to make leaders out of managers; and
* IT wants to be the change agent through its management
education programmes.
The critical success factors have to do with a change in the
"cradle to grave" attitude, a productive set-up, teamwork, an
industry- driven outlook, creating networking opportunities,
building intellectual capacity, and finally, adopting a
national focus.
Let's all join hands to wish the national management
organisation the very best for the future, and may all those
who have contributed in any way to its success feel proud of
their efforts and commitment.
We recall the wise words of a few of those who have laboured
to put the institute where it is today:
"Managers are leaders who should be guided by their sense of
mission and purpose, their conscience, their loyalty and
integrity." - Tun Abdul Razak bin Hussein.
"Good management is at the very heart of our survival." - Tan
Sri Osman S Cassim.
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