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Political Paradigm of Pragmatism from Khmer Youth part 12
This part, Mr. Sophan Seng, analysed on manner of human beings to uphold a sustainable world. It is broadcasted by CMN radio on Monday, March 16, 2015.
Man is a noble being, to develop oneself as a member of human race, one must pursue the seven Dhamma following:
1. Kalayanamitta=having a good friend
2. Sila sampatha=perfection of morality
3. Chanthasampatha=perfection of aspiration
4. Attasampatha=perfection of oneself
5. Thiddhisampatha=perfection of view
6. Appamathasampatha=perfection of heedfulness
7. Yonisomanasikhara=perfection of wise reflection
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Tags: Political Pragmatism
ខ្មែរយេីងជាអ្នកត្រិៈរិៈ ឬ ជាអ្នកមនោសញ្ចេតនា?
ដល់សាច់រឿងដែលខ្ញុំនឹងពិភាក្សាអំពី ការគិតប្រកបដោយត្រិៈរិៈពិចារណា ខ្ញុំចង់ដឹងជាដំបូងថាតេីខ្មែរយេីងភាគច្រេីនជា អ្នកត្រិៈរិៈ ឬ ជាអ្នកមនោសញ្ចេតនា?
តាមការស្រាវជ្រាវនិងអត្ថបទចុងក្រោយបំផុតដែលខ្ញុំបានអាន អ្នកគិតត្រិៈរិៈគឺអ្នកនិយមប្រេីខួរក្បាល អ្នកមនោសញ្ចេតនាគឺជាអ្នកនិយមប្រេីបេះដូង។ ទាំងពីរនេះមានភាពអច្ចរិយៈតែរៀងៗខ្លួន ហេីយភាពជាអ្នកដឹកនាំត្រូវមានវិធីក្នុងចូលទៅសេវនាជាមួយ។
តេីរូបអ្នកជាអ្នកត្រិៈរិៈ ឬ ជាអ្នកមនោសញ្ចេតនា?
- ឡូសុិក
- ជាក់ច្បាស់
- តឹងតែង
- មានហេតុផល
ប្លង់អ្នកមនោសញ្ចេតនា
- យល់ចិត្ត
- ទទួលយក
- មេត្តា
- ទន់ភ្លន់
តេីពួកគេធ្វេីសេចក្តីសំរេចចិត្តរបៀបណា?
អ្នកគិតត្រិៈរិៈដែលនិយមប្រេីខួរក្បាល
- ផ្តោតទៅលេីគោលការណ៍និងឡូសិុក
- អាចផុសឡេីងដាច់ស្រាច់និងម្យ៉ាងរបស់គេ
- សថាស ខ្មៅថាខ្មៅ
- ទទួលស្គាល់ថាជំលោះគឺជាច្បាប់ធម្មជាតិ
- កំឡាំងជំរុញទឹកចិត្តកេីតពីផលសំរេច
អ្នកមនោសញ្ចេតនានិយមប្រេីបេះដូងជាធំ
- ផ្តោលទៅលេីអារម្មណ៍និងគុណតំលៃ
- អាចផុសចេញឡេីងទៅតាមអារម្មណ៍និងគ្មានហេតុផល
- មិនប្រាកដប្រជា
- បច្ចៀសខ្លួនពីជំលោះអោយខាងតែបាន
- កំឡាំងជំរុញទឹកចិត្តកេីតចេញពីការសរសេីរ
តេីអ្នកអាចសេវនាជាមួយ អ្នកត្រិៈរិៈ និង អ្នកមនោសញ្ចេតនា ដោយវិធីណា?
ខាងក្រោមនេះគឺជាធិបខ្លះៗសំរាប់អ្នក
អ្នកត្រិៈរិៈ
- ផ្តោតទៅលេីផលវិជ្ជមាននិងអវិជ្ជមាន
- ជជែកដេញដោលប្រកបដោយឡូសុិក
- ត្រង់ទៅត្រង់មក
Posted in Culture, Curriculum Vitae (CV), Education, KR Trial, Leadership, Politics, Researches, Social | Comments Off on ខ្មែរយេីងជាអ្នកត្រិៈរិៈ ឬ ជាអ្នកមនោសញ្ចេតនា?
Leadership in Action at work place in Western world
We, Cambodians, wish to see the upcoming new selection advertisement of Nine Members for the new NEC is broadly outlined such as the Job Descriptions, Detailed Obligations and Responsibilities, Qualifications, and Security Check etc.
There are different levels of Civil Service Competency Framework by Grades in the UK. But this example one is in Grade called “Band B”. In brief, those wish to work within this grade must possess following competency within the Civil Service Values Encircled:
- Seeing the big picture
- Changing and improving
- Making effective decisions
2. Engaging People
- Leading and communicating
- Collaborating and partnering
- Building capacity for all
3. Delivering Results
- Achieving commercial outcomes
- Delivering value for money
- Managing a quality service
- Delivering at pace
Beside of detailing each framework and sub-framework, the job description (ភារកិច្ចការងារ) outlined effective behavior vs. ineffective behavior as well, for example:
1. Seeing the Big Picture
Keep up to date with a broad set of issues relating to the work of the Department vs. Have a narrow view of their role, without understanding the Department’s wider activities
2. Changing and Improving
Understand and apply technology to achieve efficient and effective business and personal results vs. Avoid use of technology and stick to tried and tested means of delivering business objectives
3. Making Effective Decisions
Demonstrate accountability and make unbiased decisions vs. Avoid making decisions that lie within own remit, continually push decisions up.
4. Leading and Communicating
Display enthusiasm around goals and activities – adopting a positive approach when interacting with others vs. Express limited interest in goals and activities.
5. Collaborating and Partnering
Demonstrate interest in others and develop a range of contacts outside own team to help get the job done vs. Ignore the knowledge and expertise that a wider network of colleagues and partners can bring to the work of the team.
6. Building Capability for All
Take ownership of team and individual development by identifying capability needs and consistently development objectives vs. Fail to address own capability needs or identify learning opportunities.
7. Achieving Commercial Outcomes
Be able to identify and access departmental procurement and commercial expertise vs. Make poor quality commercial decisions or take actions without having engaged with departmental commercial experts.
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Tags: Leadership in Action
Political Paradigm of Pragmatism by Khmer Youth part 11
This part, Mr. Sophan Seng analysed on importance to develop leadership through “compassion relationship between leader and surrounding”, and “frequent meeting with group members”. His analysis was broadcasted by CMN Radio on Monday 9 and Tuesday 10 of March, 2015.
Briefly, you can learn following:
6 Saraniya Dhamma = good will and intention with each other
1. Metta kaya kamma = friendly action
2. Metta vaci kamma = friendly speech
3. Metta mano kamma = friendly thought
4. Satharana bhoki = sharing of gains equally
5. Sila samannata = moral harmony
6. Dhitthi samannata = harmony of views
Of all Ganasanghas in ancient India, Vajjis, Lichchavis,
and Mallas were the democrats at heart.
Ganasanghas were made up of members of the Kshathriya clan.
It denounced Brahmin rituals and their caste stratification of
society. Consequently, the Ganasanghas had to incur the wrath of Brahmins. Principles of Ganasanghas
1. Members of Ganasanghas regularly
assembled at the Santhagaraya to discuss
matters of common interest.
2. Sit together, discuss together and rule by
consensus.
3. Abide by the traditional rules, observe the norms
of Gana Gothra – the Gana Clan.
4. Respect and protect the elderly.
5. They do not molest women.
6. They make offerings and pay homage at places
of worship within their areas and outside.
7. They pay their due respect to priests within
the Ganasangha and outside.
Observance of these
principles, helped
strengthen unity,
independence and
democracy within
Ganagothra.
The practice of collective
decision making did not
certainly leave room for an
iota of injustice to any clan.
The situation did not permit
inter tribal conflicts and
feelings of hatred. Members
of different clans
entertained the feeling that
the Ganasangha system of
government safeguarded
their rights and reflected the
views of their representatives.
Also derived from “Conflict Resolution and Buddha dhamma” by Lionel Guruge Conflict Resolution and Buddha Dhamma by Lionel Guruge
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Tags: Political Pragmatism