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Table 5. Measurements for Excellence Excellence Excellence is the highest or the best quality one can achieve. According to a Hadith, the Holy Prophet was reported to have said, “Whatever you do, you must do well”. In other words, a Muslim cannot be doing anything that is not of high quality. Unfortunately, most often the qual‐ ity of our work is always low. The Qur’an uses the word “al‐ihsan” to mean excellence which is higher than that required to be “just” or “fair”. Indeed, justice or fairness is the minimum stan‐ dard that is required by the Qur’an. This is be‐ cause Islam does not allow us to be unfair or un‐ just. “To excel” means to extol the virtues of “al‐ ihsan” which in one definition “to do something as though you see Allah, and since you cannot see Allah, know that He sees you”. Table 5 be‐ low shows the measurements for ‘Excellence’. MIMET Technical Bulletin Volume 1 (2) 2010 SUCCESS FACTOR OF HIGH PERFORMANCE CULTURE Success of High Performance Culture is attrib‐ uted to the fact that when an organization has clearly articulated strategic intent and core val‐ ues, along with disciplined people, it needs less hierarchy. When organizational members have disciplined thought, they need less bureaucracy. When they have disciplined action and strong leadership capability, they need less excessive controls. This is especially true with a reduced hierarchy within the organization of UniKL. The top management is easily reachable by all organ‐ izational members, more so in this era of im‐ proved means of communication that brought about advances in Information and Communica‐ tion technology. Although the organizational structure of UniKL is far from the flattened or contemporary structure commonly found in typical dynamic organiza‐ tions, the structure itself creates less bureauc‐ racy that requires less excessive controls. It is observed that the main factor contributing to‐ wards the success of UniKL becoming a high per | MARINE FRONTIER @ UniKL 103
Figure 1. UniKL transforming its traditional culture to a per‐ formance‐driven culture formance culture organization is the transforma‐ tion from its traditional culture towards a per‐ formance‐driven culture organization as charac‐ terized by the following Figure 1. Looking at the attributes of a performance– driven culture a critical point that can be ob‐ served is the focus on the external. Focusing on the external includes external stakeholders such as the customers as well as own family mem‐ bers. UniKL’s most important customer, namely the students, is the actual drivers who drive or‐ ganizational members to become high perform‐ ance workers through the embrace of a positive work culture. The role of high‐performance workers would not be sustainable without balancing work and fam‐ ily lives. Proper balancing of work and family lives by organizational members that is well sup‐ ported by management helps sustain high per‐ formance‐driven culture in the organization. On MIMET Technical Bulletin Volume 1 (2) 2010 the contrary, traditional organizational work cul‐ ture would have focused on the internal, which is directed more towards own self, while neglect‐ ing important external stakeholders. Sourcing on issues concerning balancing work and family (Peter Berg et al., 2003) revealed that the culture of the workplace can have a signifi‐ cant impact on the ability of workers to balance their work and family lives. The article further examined the effects of high‐performance work practices on workers’ views about whether the company helps them balance work and family. Based on previous surveys the article managed to show that a high‐commitment work environ‐ ment characterized by high‐performance work practices and intrinsically rewarding jobs posi‐ tively influences workers’ perceptions that the organization is helping them achieve this work and family balance. This finding is in line with what exists at UniKL with regards to work life balance, rewards and recognition. Like in any other organizational culture, making it succeed and maintaining its success would | MARINE FRONTIER @ UniKL 104
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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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