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Positive transformation from its traditional or‐ ganizational culture towards a performance‐ driven culture helps UniKL’s success in remaining competitive and excelling in the areas of techni‐ cal entrepreneurship. This success was mani‐ fested through the Ministry of Higher Educa‐ tion’s announcement on July 12, 2010 with re‐ spect to the rating for Institutions of Higher Learning (Setara) that extolled UniKL as one of the top 18 universities of Malaysia to attain the ‘Excellent’ rating. This high rating is attributable to its entrepreneurial achievements driven by a strong organizational performance–driven cul‐ ture. This culture refers to an accepted set of organizational core values that serve as the foun‐ dation for the transformation process. LITERATURE REVIEW In transforming UniKL’s traditional culture to‐ wards a performance ‐ driven culture the need to understand organizational structure and man‐ agement styles across cultures was further ex‐ plored (Dimitrov, 2005). Issues on culture, dif‐ ferences, motivation, and diversity were ex‐ plored in order to gain further understanding with regards to similar issues at UniKL. Exploring of culture dimensions (Hofstede, 1980a) that identified dimensions along which organizational cultures differ, namely individual‐ ism, uncertainty avoidance, power distance and masculinity help provide a glimpse of how those dimensions fit into UniKL’s culture transforma‐ tional drive. It was observed that the cultural dimensions as expounded by Hofstede were pre‐ sent within the organizational culture of UniKL but they were within a positive context namely, there is a high degree of collectivism, low uncer‐ tainty avoidance, low power distance and equal balance of gender responsibility. These observa‐ tions would help inculcate stronger bonding among organizational members of UniKL. MIMET Technical Bulletin Volume 1 (2) 2010 Examining the relationship between organiza‐ tional culture and transformational leadership (Xenikou and Simosi, 2006) revealed that trans‐ formational leadership of organizational culture influences organizational performance. The group further explored the findings to help it rationalize UniKL’s transformation from its tradi‐ tional culture towards one that extols a perform‐ ance driven organizational culture. UniKL’s organizational culture is uniquely differ‐ ent from other institutions of higher learning because it focuses more on application of knowl‐ edge (the hands‐on), without reducing the im‐ portance of knowledge acquisition itself. Thus, further review (Rchildress and Esenn, 2006) on findings concerning the combination of knowl‐ edge and skill that can be shared along the same parallels with UniKL’s transformation towards a performance‐driven culture was sought. It re‐ vealed, among other things, a finding that in or‐ der to achieve high performance, the secret lies in developing personal core values and behaviors that can help unlock the potential power of high‐ performance teams through individuals, which in turn, can help produce winning organizations. SIGNIFICANCE OF PAPER This paper is significantly important be‐ cause it involves, among others, a specific study on the organizational culture of a local university that collectively bears part of a crucial common responsibility with other universities in helping to sustain Malaysia as a competitive nation in producing qualified and capable professionals through its training and educational system to meet the increasing demands of Malaysia’s busi‐ ness and industrial growth. In exploring further on how organizational culture may influence to help achieve competitive advantage in an educa‐ tional organization that produces qualified and | MARINE FRONTIER @ UniKL 97
capable professionals to meet Malaysia’s indus‐ try needs, it has been decided that the focus should be on a local technical university. Uni‐ versity Kuala Lumpur (UniKL), that was founded through a national agenda to upgrade the status of technical education in Malaysia to a level that can help meet the needs of local industries and sustain Malaysia’s economic growth towards a developed‐nation status by year 2020 is consid‐ ered suitable for this study. A study of the or‐ ganizational culture of UniKL was chosen be‐ cause it is a good example of an educational or‐ ganization that has managed to go through an organizational culture transformation from a traditional to a performance‐driven culture. It is therefore most appropriate that lessons learnt from this transformation be shared for the bene‐ fit of everyone. UNDERSTANDING OF HIGH PERFORMANCE CULTURE (HPC) Organizational Culture, in simple term, is the way organizational members do things in their or‐ ganization. It is a system of shared meaning held by members that distinguishes the organization from other organizations (Robbins and Judge, 2009). Culture drives an organization, its actions and results. It guides how employees think, act and feel. It is the "operating system" of the company, the organizational DNA. A perform‐ ance culture is based on discipline. This disci‐ pline promotes decisiveness and standards of excellence and ensures direct accountability. Such discipline is a main reason why commit‐ ments and expectations are always clear. As such, high performance organization is one that gives more focus and commitment to achieve better results through a performance ‐ driven culture. MIMET Technical Bulletin Volume 1 (2) 2010 MAKING HIGH PERFORMANCE CULTURE WORK Four basic factors that contribute towards making high performance culture works at UniKL have been identified. Although these factors are commonly found in most organizations, it is appropriate that they are further elaborated for better understand‐ ing. The factors are as follows; Openness and trust: When there is openness and trust, frankness prevails. Frankness is encouraged because it implies a willingness to speak the unspeakable. An environment of trust reduces defensiveness when issues are raised. People react more hon‐ estly, ask questions more frequently, and are more spontaneous with their comments and ideas. The organization derives greater value from its talent, and employees get to develop their competence and contribute to success. Managed differences: Interpersonal differences result in conflicts. Con‐ flicts are addressed and unfulfilled commitments are exposed. This results in better ability to learn from the conflicts and take proactive action to correct potential differences. Alternatives and options are looked at without a pre‐determined outcome when people become less presumptu‐ ous. People express real opinions and move be‐ yond the perceived "safe talk." Issues can then be resolved more effectively. Simplicity and focus: Making things simple, less complex and being more focused ensures precise focus is directed towards implementation of objectives with clar‐ ity and precision that define what needs to be accomplished and how to accomplish it. There is a commitment at all levels to remove, not add, complexity from the way of doing business. Be‐ ing result‐driven and having fun are not seen as | MARINE FRONTIER @ UniKL 98
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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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Skeg Effectiveness Skeg Effectivene
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Skeg Effectiveness Skeg Effectivene
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Current development Hydrogen Oceanj
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