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UNIVERSITY OF MALAYA
Financial Management
PXGM 6109
GROUP ASSIGNMENT
By
PGD 100003 Chinh Piseth and PGD 090024 Mohd Zaki Mohd Yaacob
16 October 2010
Content
A. Profile of School
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PGD 100003 Chinh Piseth PGD 090024 Mohd Zaki Mohd Yaacob
A. Profile of School
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the council has seen five Vice Chancellors as its chairman Tan Sri Dr Abdullah
Sanusi (1998-1999), Professor Dato Dr Anuar Zaini (2000-2003), Dato Professor Dr
Hashim Yaacob (2003-2006), Datuk Rafiah Salim (2007-2008) and Datuk Dr Ghauth
Jasmon (2008-present).
An academic staff of UM from the faculty is seconded to UMCCed in order to refine its
internal operation and administration so that it is parallel with UM aspiration. At the
start of its establishment, UMCCed was headed by Professor Dr Leonard Yong
(1998-2001), followed by Dr Khatijah Abdul Hamid (2002), Dr Jamaluddin Mohd
Yunos (2002-2007), Associate Professor Dr Abdul Latif Salleh (2007-2008), Professor
Dato Dr Mansor Md Isa (2008-2009) and Professor Dr. Bernardine Renaldo Wong
Cheng Kiat (present). Staff commitment and support are also vital in ensuring the
continuity of UMCCed. At first, UMCCed has got only four staff and now it has
expanded to 72 staff due to the development of programmes offered to fulfil the
market needs. At present, UMCCed has offered about 25 executive/professional
diploma and certificate programmes to working people especially in the private sector.
As a result, almost 13,000 graduates have been produced successfully for
programmes at these levels. In addition, UMCCed has also played a role in
conducting study tours and international traning for participants from abroad such as
United States of America, Bangladesh, Nepal, Sri Lanka, Indonesia, Vietnam and
Thailand.
Based on the principle of continuing education, most programmes offered are
conducted on part time basis and arranged according to individual and corporate
needs. Classes which are conducted during weekends or after office hours provide
chances for working people to productively make use of their time in order to
continuously enhance their knowledge and skills.
UMCCed has proven its excellence as a well-known training provider in this nation by
successfully producing 13,000 graduates which consist of working people at
Executive Diploma and Certificate levels in various fields. Most of them have been
successful in their careers and some of them also managed to pursue their studies
further. Such achievement exhibits trust, confidence and recognition from corporate
sector on the centres capability in contributing towards the development of their
resources.
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PGD 100003 Chinh Piseth PGD 090024 Mohd Zaki Mohd Yaacob
Other than Kuala Lumpur, some of the Professional and Executive Diploma
programmes are also offered in other locations such as Georgetown, Johor Bahru,
Kuantan, Ipoh, Teluk Intan, Malacca, Kemaman, Sibu, Bintulu and Kuching.
Facilities
UMCCed offers comfortable learning facilities such as a library, seminar rooms and a
computer lab to its students. Other facilities like canteen, prayer rooms and ample
parking space are also available.
Commitment
UMCCed is always committed in offering high quality services to all levels of clients.
Such dynamic role will often be improved in order to produce knowledgeable nations,
on par with the country development needs.
Vision
To be a renowned centre of excellence for continuing education programmes in the
country.
Mission
To provide learning and training opportunities to the working public in order to
upgrade their knowledge and skills towards the development of human capital and
the nation.
Objective
To contribute to the development and enhancement of human resources in the private
sector in Malaysia through lifelong learning
UMCCed COUNCIL
In University of Malaya organisation structure, UMCCed falls under the Chancellery
headed by the Vice Chancellor of UM. Other than this network, the Vice Chancellor is
also the Chairman of UMCCed Council with the function to provide views and advices
on the operation and direction of UMCCed. The council consists of 10 other members
from the universitys top management including deans and directors.
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PGD 100003 Chinh Piseth PGD 090024 Mohd Zaki Mohd Yaacob
DIRECTOR
Prof. Dr. Bernardine Renaldo Wong
SECRETARY
DEPUTY DIRECTOR
Abu Bakar Hussin
PROFESSIONAL
DEVELOPMENT
DIVISION
EXECUTIVE
DEVELOPMENT
&
INTERNATIONAL
TRAINING
DIVISION
COACHING &
EVENT
MANAGEMENT
DIVISION
BUSINESS
DEVELOPMENT
& CORPORATE
RELATIONS
DIVISION
Unit:
Unit:
Unit:
Unit:
Executive Diploma/
Certificate
programme
Short Courses
Coaching
Programme
Business
Development
Event Management
Marketing
International
Training/Study Tour
Public Studies
QUALITY
ASSURANCE
DIVISION
FINANCE
DIVISION
ADMINISTRATION
& HUMAN
RESOURCE
DIVISION
Unit:
Unit:
Unit:
Quality Control
Reports &
Investments
Administration
Human Resource
Income
Human Resource
Examination
Payment
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PGD 100003 Chinh Piseth PGD 090024 Mohd Zaki Mohd Yaacob
PROFESSIONAL
DEVELOPMENT
PROGRAMME
SHORT-TERM
TRAINING
PROGRAMME
BUSINESS &
EXECUTIVE
COACHING
PROGRAMME
Professional &
Executive Diploma
Certificate Programme
Short Courses
Competency Level
Assessment Course
(PTK)
English Competency
Course
Malay and Mandarin
Course
Certified Coach
Training Programme
Customized Short- Term
Coaching Programme
Real Time Coaching
Services
INTERNATIONAL
TRAINING & EVENT
MANAGEMENT
PART-TIME
BACHELOR
PROGRAMME
International Training
Event Management
Part-time BBA
Programme
OTHER RESOURCE
Rental
Consultancies
Alternative Pedagogy
Approaches
Partnership
Investment
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PGD 100003 Chinh Piseth PGD 090024 Mohd Zaki Mohd Yaacob
programmes
at
certicate
and
executive/professional
Executive Diploma
(EDPOM)
Executive
Diploma
in
Office
Management
and
Personnel
Administration (EDOFM)
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Certicate
In an effort to fulfill the needs of society especially working people who want to
enhance their skills in various fields, UMCCed has been collaborating with
government and private agencies as well as local learning institutions in
offering various programmes at certificate and diploma levels. Amongst the
collaborative partners until present are Royal Police of Malaysia, Pacific
Institute of Technology, Execpro Resources, Institute of Human Resources
Development, Global Management Resources Provider and SIRIM Training &
Services Sdn. Bhd.
To ensure that all programmes achieve their objectives successfully, an
Academic Committee is formed to conduct detailed surveys and provide
advices and guidelines regarding the implementation measures as a whole.
Focus is given on every aspect especially the programme structure,
programme content, trainers qualification and learning facilities based on
work market needs and the current technology development. Every trainer
involved in the courses is chosen based on their academic qualifications and
experiences in related fields.
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Services / Facilities
Arranging transportation
Seminar room
Accommodation
Logistics
Trainers
Training Methodology
Lectures
Group Discussions
Case Studies
Practical Exercises
Field Trips
Presentations
Tours
Tours can be organised upon request by the clients. Malaysia attraction places
such as;
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Malacca
Putrajaya
Malaysia Handcraft Complex
KLCC
National Museum
Homestay (Village Experience/Pengalaman Kampung)
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Etc;
Programmed Organised
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b. Budget allocation
From the 2009 budget, the allocations are as follows.
% over
Income
Operating Expenses:
- Executive Diploma / Professional
- Certificate
- Executive Development & Training
International
- Coaching & Event Management
Convocation
Asset Purchase
Equipment / Office Equipment
Marketing
Quality Assurance
Stationery
General Shopping
Assets Amortisation expenses
Allowances
Emoluments
Cheerful Office
Entertainment
Other Purchased Services
Training & Development
Training Manual
Building Maintenance & Repair
Equipment & Vehicle Maintenance
Other Expenses
Printing
Phone / Communication
Communications & Utilities
Medical Clinics
Rents
Rental Machines
Computing System
Total Expenses
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18,49%
0,10%
10,03%
2,78%
1,26%
2,23%
0,26%
1,63%
0,22%
0,31%
1,02%
0,01%
3,83%
19,75%
0,03%
0,58%
0,58%
1,81%
0,03%
0,08%
0,29%
0,45%
0,42%
0,16%
0,42%
0,35%
6,83%
0,10%
0,69%
74,75%
PGD 100003 Chinh Piseth PGD 090024 Mohd Zaki Mohd Yaacob
c. Expenditure monitoring
%
Actual /
Budget
Expenditure
Operating Expenses:
- Executive Diploma / Professional
- Certificate
- Executive Development & Training
International
- Coaching & Event Management
Convocation
Asset Purchase
Equipment / Office Equipment
Marketing
Quality Assurance
Stationery
General Shopping
Assets Amortisation expenses
Allowances
Emoluments
Cheerful Office
Entertainment
Other Purchased Services
Training & Development
Training Manual
Building Maintenance & Repair
Equipment & Vehicle Maintenance
Other Expenses
Printing
Phone / Communication
Communications & Utilities
Medical Clinics
Rents
Rental Machines
Computing System
Total Expenses
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92%
246%
39%
78%
74%
64%
37%
445%
47%
22%
84%
94%
202%
85%
79%
11%
63%
100%
91%
401%
100%
77%
92%
156%
201%
100%
72%
100%
72%
80%
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Income
Operating Income:
- Executive Diploma / Professional
- Certificate
- Executive Development & Training
International
- Coaching & Event Management
Other Income:
- Income From Investments
- Other Income
- Graduation
95%
37%
48%
63%
83%
80%
83%
Total Income
Expenditure
Operating Expenses:
- Executive Diploma / Professional
- Certificate
- Executive Development & Training
International
- Coaching & Event Management
92%
246%
Total Expenses
39%
78%
74%
80%
Surplus / (Deficit)
89%
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universities needed in 2010. This is consistent with the scheme outlined in the
Third Outline Perspective Plan (RRJKP3) encouraging private sector participation
and partnership with government to promote higher education to make Malaysia a
hub for higher education.
On this day there were a total 150.6 million tertiary students, an increase of 53%
of the total in 2000. This figure will increase by the year 2020.
In the ASEAN region, for example, Indonesia is a country that has the most
tertiary students in 2020, the projected total of 5.5 million, and followed by
Filipinos (2.5 million) and Thailand (1.8 million). But in terms of percentage of 1723 year cohorts who received tertiary education, Thailand has the highest
percentage compared with other countries in the region. According to UNESCO's
education in 2007, Thailand had reached 35.3% compared with Singapore's
tertiary education students (33.7%), Filipinos (31.2%) and Malaysia (28.2%).
Based on the trend (trend) in the demand for tertiary education and capacity of
Malaysia to offer a quality education as a result of the educational infrastructure
and improved communications systems and technologies on a par with developed
countries, the potential for Malaysia to become a regional hub for higher
education is bright. The manifesto of this phenomenon is the growing number of
cooperation programs and branch campuses of the developed countries and the
number of foreign students is increasing from year to year. In the lead behind it,
Malaysia has also been able to establish institutions of "offshore" as performed by
APIIT Pakistan, INTI College and University College Sedaya LICT in Indonesia
and the UK.
Demand for tertiary education in Malaysia has not only come from the ASEAN
region, even reaching into the Asia-Pacific and Middle East countries. From the
Asia Pacific region, for example, statistics on foreign students in 2009 showed
that most students are from Iran (10.932). This is followed by Indonesia (9.812),
and China (9.177).
From the Middle East region, although most countries in the first place to send
their students to the United States, United Kingdom and Canada, recent
developments show they were moving to Malaysia to seek tertiary education
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destination. Apart from the Iranian nation has the most students here are Yemen
(4.931), Libya (4.021), Sudan (2.443) and Saudi Arabia (2,331).
vi) Providing Opportunities for Lifelong Education Interests of Labor Quality
UMCCed is also intended to help access to higher education in this country in line
with government targets to achieve 50% of the cohort 17-23 years and 33% of
highly educated workers have similar qualifications in 2020. According to data
released by the United Nations Educational, Scientific and Cultural Organisation
(UNESCO 2006), only 16% of the output of secondary education in Pakistan to
continue their studies to higher levels, while 29% of the cohort 17-23 years
according to the various levels of higher education. This percentage is much
lower than the average level among the countries Organisation for Economic Cooperation and Development (OECD). In terms of employment, the report of the
National Economic Advisory Council (NECC) showed that today 80% of the
workforces have SPM that is equivalent to O-Levels. Therefore, to become a
high-income economies, UMCCed must proposed new agenda should be noted
that the opportunity to continue their education, not just wide open to the younger
generation, even for adults to attend job training and retraining of skills to use new
technologies.
D. Conclusion and Recommendation
UMCCed is currently conducting 23 executive diploma programmes, two
courses at certificate level, some short courses and internal training courses that are
designed according to customer requirements. The development plan will include
increasing the number of certificate and diploma programmes, establishment of new
undergraduate programmes, and offering undergraduate and doctoral programmes in
accordance with market requirements. These programmes are designed based on the
needs of identified target groups, including adults who are employed, students and
local and foreign individuals who are interested in pursuing lifelong education.
Ultimately, it is able to provide a place of learning and training programmes for both
full time and part-time for these groups.
After 12 years of experience in handling executive certificate and diploma
programmes and produce a total of 13,000 graduates, UMCCed should be given the
responsibility to become and transform as a higher institution of world-class university.
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Recomendation.
The proposal makes UMCCed the university is a move that coincided with the needs
of a highly skilled workforce as set out by the Prime Minister of Malaysia, YAB Dato
'Seri Najib Tun Abdul Razak in his speech during the launch of the New Economic
Model on March 30, 2010.
The establishment of private institutions at university level under the administration of
the UM is a step that meets the government's intention to increase the corporatization
of public sector in driving growth in high income countries, as outlined in the New
Economic Model. This approach is indeed a transformation to reduce bureaucracy
and encourage innovation and productivity because the private institutions can
operate with more flexible and has the power of autonomy, particularly for regional
and global markets. In addition it can also generate revenue for the University in line
with the Higher Education Ministry to reduce their financial dependence on
government from 90% to 70% in 2020.
This institution will be upgraded to a university. As a private university, it will be
administered under the governance of the Board of Directors that is responsible for
policy and university affairs. The University will use the concept of lifelong learning by
offering programmes from certificate to postgraduate level. While the target group not
only post-secondary education, but also includes those adults who wish to take
courses in various academic studies and re-training of skills in line with globalization
and new technologies. International students are also given training in this private
university, particularly in the short term courses for specific skills and professions.
To meet the needs of students and adults who have experience working, teaching
and learning approaches are different (blended pedagogy) that emphasizes
innovation in the delivery or even better assessment of student achievement. The aim
is to bridge the relationship between i university and the industry in accordance with
the improvement of competence in the workplace. Thus, the course curriculum is
designed in form of modules (modular) and the teaching and learning is also "flexible"
but subject to the standards set by the Malaysian Qualification Agency (MQA).
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In addition, full-time study is also conducted for students of secondary school leavers
who wish to pursue academic studies and graduate diploma and the skills-based
training at certificate and diploma levels.
As any other business, the establishment of private university will also face risks that
could threaten its success. This risk can be categorised as strategic, acquiescence,
financial, operational, and management teams risk.
Strategic Risk
One of the significant strategic risks is increasing competition among private
universities and institutions of higher learning to provide a variety of other quality
programs, and raced to get as many students as possible in accordance with the
programs that are offered. Therefore, the establishment of private university under the
UM will be opposed by interested parties such as private institutions can be a threat
to their business because UM will be the backup image on it.
Acquiescence Risk
Risk arises from the conformity of legal framework in which private institutions are
subject to the provisions not only on Private Higher Education Act 1996 but must also
conform to the Malaysian Qualifications Agency Act 2007. The proposed approach
may cause problems for this university if its not conform with the Private Higher
Education Act 1996.
Financial Risk
Adequate financial assistance may also be risks that will hinder the
implementation of these private institutions, especially in the initial phase in which the
cost of capital for infrastructure and human resource development is very high.
Therefore, the proposed private institutions should be quite attractive to encourage
investment from interested parties to ensure cash flow remain healthy for the
institution operates.
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Operating Risks
Operationally, the promises given to students could also be the risk that if not met
will cause the loss of students to institutions. Thus, delivery methods, content and
performance appraisal programme must achieve the standards set by the MQA.
These programs not only recognized by the MQA and the PSD but must come with a
complete support system.
Management Team Risk
Management of the project team will also be a risk, because without knowledge,
competence and commitment that this project will not be able to achieve its goals. So,
it is important to make sure that the private institution has enough workers, lecturers
and strategic partners. This team must be present when required.
Reference;
www.umcced.edu.my
www.mohe.gov.my
www.um.edu.my
www.1malaysia.com.my
www.kpkk.gov.my/pdf/Booklet_1Malaysia.pdf
www.umcoaching.com.my
http://ms.wikipedia.org/wiki/Rancangan_Malaysia_Kesembilan
http://jpmportal.prison.gov.my/akademi/images/ArkibAKM/pembangunan%20modal
%20insan%20dalam%20rancangan%20malaysia%20kesembilan.pdf
http://jpt.mohe.gov.my/DASAR/RMK9.php
www.epu.gov.my/third
www.fishdept.sabah.gov.my/download/dasar-nasional.pdf
http://www.indianmalaysian.com/third_outline_perspective_plan.htm
http://www.unesco.org/en/efareport/reports/2006-literacy/
http://unesdoc.unesco.org/images/0014/001497/149783E.pdf
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