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mutually exclusive, but rather compatible and dependent on one another. Changes occur, as do positive results. Playing to people's strengths: Leaders know their people and effectively match talent and task. Matching talent and task helps reduce wasted talent. Overly talented people may however complement those less talented to help in the smooth running of departments within UniKL. Leaders understand their people's strengths and how best to elicit these strengths from them. These organizational members focus more on building synergies, learning and build‐ ing on strengths and opportunities that help re‐ duce internal weaknesses and neutralizing exter‐ nal threats rather than on merely closing gaps that may only help address current problems, not potential or future problems. CORE VALUES AND STANDARDS BEHAVIOR OF EXCELLENCE (SBE) Core values are the primary or dominant values that are accepted throughout the organi‐ zation. In striving for high performance culture, UniKL had chosen a strong culture that has a greater impact on employee behavior. It is ob‐ served that UniKL’s strong culture results in the organization’s core values being both intensely held and widely shared by organizational mem‐ bers. Consistently, a strong culture can have a great influence on the behavior of its members because its high degree of sharing and intensity creates an internal climate of high behavioral control. The five (5) primary or dominant core values that are intensely held and widely shared by organ‐ izational members throughout the organization are identified as commitment, integrity, team‐ work, innovation and excellence. These core val‐ ues form the basis for the performance appraisal MIMET Technical Bulletin Volume 1 (2) 2010 of organizational members with respect to the Key Performance Index (KPI) of UniKL. Under each core value UniKL further itemizes three (3) sub‐performance dimensions known as Stan‐ dards Behavior of Excellence (SBE) that provides a measurement on a Scale of 1 to 5. Thus, the performance of every organizational member of UniKL can be measured and weaknesses cor‐ rected to ensure that UniKL’s quest for high per‐ formance culture organization can be achieved and maintained by its organizational members. The core values and their sub‐performance di‐ mensions are as listed below; �� Commitment �� Punctual. �� Gets things done �� Delivers results �� Integrity �� Honest. �� Honors promises. �� Complies with rules and regula‐ tions. �� Teamwork �� Cooperative. �� Provides support. �� Puts organization first �� Innovation �� Competitive. �� Generates and shares ideas. �� Makes things better �� Excellence �� Passionate. �� Performs beyond expectation. �� Strives to be the best | MARINE FRONTIER @ UniKL 99
Commitment Table 1. Measurements for Commitment This core value refers to the willingness to do or act beyond the normal call of duty. Objectives are pursued until they are achieved. Organiza‐ tional members shall never give up and shall overcome all obstacles or challenges to achieve the organizational objectives. Nothing less than success is acceptable. In other words, commit‐ ment is not just the willingness to work due to some form of motivation but rather the willing‐ ness to do something for the love of doing it, for the joy and fun of doing it. The reward or satisfaction is when the job is completed with MIMET Technical Bulletin Volume 1 (2) 2010 the highest quality. Table 1 shows the meas‐ urements for ‘Commitment’. Integrity This is a trait in us which makes us completely trust‐ worthy in all situations, at all times and everywhere. A person with integrity will not succumb to tempta‐ tions, carnal desires, self‐gratification or personal ambition. He values his honour more than anything else. Integrity is higher than ethics in that one may be ethical in office or home but not so outside the office or home. A person of integrity on the other hand will be ethical all the time, in all situations and everywhere. Table 2 shows the measurements for ‘Integrity’. | MARINE FRONTIER @ UniKL 100
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EDITORIAL CHIEF EDITOR Prof. Dato
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DIRECTIONAL STABILITY ANALYSIS IN S
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The determinant from equations (3)
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Table 1 ‐ Results of Stability Cr
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DO 20 J=1,7 REFF(J)=1+((J‐1)*1.5/
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Skeg Effectiveness Skeg Effectivene
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Skeg Effectiveness Skeg Effectivene
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A WATER FUELLED ENGINE FOR FUTURE M
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Stainless steel pipes are used as e
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Current development Hydrogen Oceanj
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Car industry A small group of local
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Big oil companies. For business sur
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Websites: 1. http://www.schatzlab.o
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Table 1: Global maritime Fleet Rank
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No. of Ships No. of Ships 300 250 2
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time players is 30. The demand for
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References [1] UNCTAD, Review Marit
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Table 3 : Tug boat Registered in Ma
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NO SHIP NAME OWNER/OPERATOR GRT DWT
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MIMET Technical Bulletin Volume 1 (
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Page 50 and 51: NO SHIP NAME OWNER/OPERATOR GRT DWT
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