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FACULTY OF EDUCATION

UNIVERSITY OF MALAYA
Financial Management
PXGM 6109

GROUP ASSIGNMENT

LECTURER : Maria Aurora C. Bernardo, Ph.D.

By
PGD 100003 Chinh Piseth and PGD 090024 Mohd Zaki Mohd Yaacob

16 October 2010

Group Assignment for PXGM 6109 | Maria Aurora C. Bernardo, Ph.D.

Content
A. Profile of School

B. Assessment: Practices of the school


a. Resource generation
b. Budget allocation
c. Expenditure monitoring
d. Financial performance evaluation
C. Issues and Challenges
D. Conclusion and Recommendation

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Group Assignment for PXGM 6109 | Maria Aurora C. Bernardo, Ph.D.

A. Profile of School

University of Malaya Centre for Continuing Education (UMCCed) which is established


in 1998 is a business entity of University of Malaya (UM) to generate income by
offering training and education programmes specifically to working people at First
Degree level, Professional and Executive Diploma, Certificates and Short Courses in
various fields. UMCCed is also the only centre of a public university which foreruns
Coaching as a professional service towards the achievement of self-development and
success of an organisation. In addition, it also provides training opportunities to
international participants through workshops, study tours and short courses as well as
becomes the secretariat and organizer in conferences and seminars management for
local and international clients.
Continuing education is an idea inspired by the late Tan Sri Dr Abdullah Sanusi cum
UM Vice Chancellor in 1998. Professor Dr Leonard Yong, an academician at Faculty
of Education UM, had taken the step to establish a centre under the Chancellery in
offering continuing education courses and programmes which were highly needed by
the working people to enhance knowledge and add values to their capacity.
Therefore, on 1 April 1998, located at Level 2, UM Bakti Siswa Building, Tan Sri Dr
Abdullah Sanusi launched University of Malaysia Centre for Continuing Education. In
1999, the centre was transferred to Institute of Postgraduate Studies. Then in 2003, it
moved to its current location at Block A, UM City Campus Complex.
Since its establishment, UMCCed is advised by UMCCed Council which consists of
the Vice Chancellor and UM top management to provide views on the operation of the
programmes in UMCCed. The council is chaired by the UM Vice Chancellor. To date,

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Group Assignment for PXGM 6109 | Maria Aurora C. Bernardo, Ph.D.

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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Group Assignment for PXGM 6109 | Maria Aurora C. Bernardo, Ph.D.

UMCCeds role in offering these quality programmes is to fulfill UMs intention to


channel their expertise and commitment in expanding knowledge and skills to all
levels of the society. Such effort is also parallel to the nations aspiration in enhancing
knowledge, creativity and innovation as well as fostering first class mindset as the
basis in ensuring the success of the 9th Malaysian Plan.
Strategic Location

The strategic location of UMCCed at University of Malaya City Campus Complex


provides easy access to the public through network of main roads and also public
transportation. In addition, the campus provides an atmosphere that is conducive to
learning with Tropical Rainforest greenery environment in the heart of Kuala Lumpur
City Centre.

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Group Assignment for PXGM 6109 | Maria Aurora C. Bernardo, Ph.D.

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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Group Assignment for PXGM 6109 | Maria Aurora C. Bernardo, Ph.D.

MEMBER OF THE BOARD (present)


CHAIRMAN
Vice Chancellor
DATUK DR. GHAUTH JASMON
BOARD MEMBER
Deputy Vice Chancellor (Academic & International)
PROFESSOR DR. HAMZAH HJ ABDUL RAHMAN
UMCCed Director
PROFESOR DR. BERNARDINE RENALDO WONG
Bursar/ Financial Controller
Registrar/General Manager
NORILAH SALAM
Executive Director, Asia Europe Institute
Dean, Institute of Postgraduate Studies
PROFESSOR DATIN DR. NORHANOM ABD. WAHAB
Dean, Faculty of Education
PROFESSOR DR. SAEDAH SIRAJ
Dean, Faculty of Business and Accountancy
ASSOCIATE PROFESSOR DR. M FAZILAH ABDUL SAMAD
Director, Academy of Islamic Studies
PROFESSOR DR. AHMAD HIDAYAT BUANG

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Group Assignment for PXGM 6109 | Maria Aurora C. Bernardo, Ph.D.

UMCCed Organisational Structure


CHAIRMAN
VICE CHANCELOR
YBhg. Datuk Dr. Gauth Jasmon.

UMCCed BOARD MEMBER

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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Group Assignment for PXGM 6109 | Maria Aurora C. Bernardo, Ph.D.

B. Assessment: Practices of the school


a. Resource generation
i). Core Activities

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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Group Assignment for PXGM 6109 | Maria Aurora C. Bernardo, Ph.D.

1. PROFESSIONAL DEVELOPMENT PROGRAMME


Professional Development Division responsible in managing professional
development

programmes

at

certicate

and

executive/professional

diploma levels offered to working people who are interested to enhance


their knowledge and skills in certain area. These programmes are
conducted on part-time basis for the duration of 13 months on Saturday
and Sunday. Among the programmes offered are as follows:
Diploma

Executive Diploma in Management (EDIM)

Executive Diploma in Human Resource Management (EDHRM)

Executive Diploma in Business Administration (EDBA)

Executive Diploma in Plantation Management (EDIP)

Executive Diploma in Counselling (EDIC)

Diploma in Investigative Science (DSS)*

Diploma in Public Law (DPL)*

Executive Diploma in Syariah Studies (DEPS)

Executive Diploma in Usuluddin Studies (DEPU)

Executive Diploma in Accounting Administration (EDAA)

Executive Diploma in Business Management (EDBM)

Executive Diploma in Information Technology (EDIT)

Executive Diploma in Islamic Finance and Business Management


(EDIFM)

Executive Diploma in Industrial Business Management (EDIBM)

Executive Diploma in Productivity and Quality Management (EDPQM)

Executive Diploma

in Production and Operation Management

(EDPOM)

Executive

Diploma

in

Office

Management

and

Personnel

Administration (EDOFM)

Professional Diploma in Entrepreneurship and Business Management


(PDEBM)

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Professional Diploma in Early Childhood Education (DPAK)

Professional Diploma in Sales and Marketing (PDSM)

PGD 100003 Chinh Piseth PGD 090024 Mohd Zaki Mohd Yaacob

Group Assignment for PXGM 6109 | Maria Aurora C. Bernardo, Ph.D.

Certicate

Certicate of Syariah Studies (SPS)

Certicate of Usuluddin Studies (SPU)

Certicate of Islamic Financial Planning (SPKI)

Certicate of English Prociency (SKBI)

The main objectives of Professional Development programmes are:

To educate and train students to empower the knowledge and skills in


order to become more capable

To enable students to empower the knowledge in the areas chosen

To enable students to handle their work operation in a better and more


efficient way

To enable students to embrace sufficient knowledge and skills in


identifying and handling problems at their workplace

To enable students to provide an effective leadership in implementing


their corporate activities

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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Group Assignment for PXGM 6109 | Maria Aurora C. Bernardo, Ph.D.

Until September 2010, 15,000 students have managed to complete their


studies in various Executive/Professional Diploma programmes, whereas
1921 students have completed their studies in certificate programmes. The
Executive Diploma and Certificate Presentation Ceremony are conducted
twice a year to celebrate the success of the students.
2. SHORT-TERM TRAINING PROGRAMME
Parallel to UMCCeds business growth and development, Short Courses
Division has been expanded to Short Courses Programmes and Special
Projects Division. The programmes that can be found under this division are:

Public Training/External Agency Programmes

Competency Level Assessment Course


Competency Level Assessment (PTK) is one of the important
components under the Malaysian Subsistence System effective
from 1 November 2002 through Service Circulation No.4/2002.
There are two forms of evaluation conducted which are through
examination and through courses.

Academic Writing for Postgraduate Students


This course focuses on the writing of theses and academic
paper works. Its purpose is to assist students in producing a
solid academic writing.

3. PART-TIME BACHELOR PROGRAMME


This programme is a collaboration between Faculty of Business and
Accountancy, UM and UMCCed. Its main objective is to produce graduates
who are equipped with related knowledge, skill, value and ethics in
business management and administration to fulfill the needs of society and
companies.
4. INTERNATIONAL TRAINING & EVENT MANAGEMENT
UMCCed coordinate and implement quality training and study tour
programmes that meet the needs of their clients, at home and abroad. The
participants and clients come from all over the world such as United States,

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Group Assignment for PXGM 6109 | Maria Aurora C. Bernardo, Ph.D.

Bangladesh, Cambodia, China, Maldives, Myanmar, Pakistan, Philippines, Sri


Lanka, Uzbekistan, Indonesia, Singapore and Vietnam

Training Programmes Offered


The study tour package includes short-term training programmes, visits to
government agencies or companies and tours of interesting places according
to the needs of the client.

Services / Facilities

Pick-up services at the airport

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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Group Assignment for PXGM 6109 | Maria Aurora C. Bernardo, Ph.D.

Etc;

Programmed Organised

English Programme for China Students

Certificate in English Proficiency for International Students

English for International Post-Graduate Students

Teacher Training from Maldives

Summer programme (North-eastern University, USA)

Structural Management of Education Institutions

International Training Programme Sri Lanka

Study Tour on Teaching Education and Curriculum Development

Study Tour by Senior Officials From Ministry of Education Bangladesh

International Training & Study Tour for Future Curriculum Design

English Language Course for Teacher (China)

5. BUSINESS & EXECUTIVE COACHING PROGRAMME


Coaching focuses on helping individuals to learn what it takes for
business owners or corporate people to improve existing capabilities, set
meaningful goals, and be accountable on results. This is an addition to
conventional training and consultancy services that are normally available
in the industries. Under this new approach of learning, efforts are currently
undertaken to incorporate coaching programmes into education and
training so that they are less structured, more participative, personalised
and dedicated to the learners needs and interests. Coaching is quite
different from mentoring. Although coaching and mentoring are processes
that enable both individual and corporate clients to achieve their full
potential, mentoring is biased in individual growth and maturity. Coaching,
on the other hand, is job-focused and performance oriented.
The courses that are offered are as follows:
a) CERTIFIED COACH TRAINING PROGRAMME

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Group Assignment for PXGM 6109 | Maria Aurora C. Bernardo, Ph.D.

UMCCed offers a 12-month programme, leading to the Certified Coach


qualification. It is designed to groom individuals to become competent,
qualified and professional coaches. With these traits and skills, they will be
able to develop themselves and others in the organisation to a higher level
of performance. It is goal oriented, personally tailored learning for your
business, the business leaders, the management and the teams.
The whole training programme shall be divided into two levels : Level One
(Coaching Fundamental) and Level Two (Coaching Applications). The
training session will be conducted every Saturday from 9.00 a.m. to 5.00
p.m. and it consists of 138 training hours.
Upon completion of the two levels and obtained a pass in all the
assessments, participants will be awarded either Certified Business Coach
Certificate or Certified Executive Coach Certificate depending on the
course attended.
b) COACHING SHORT COURSES:

Coaching for Leaders

Business Turnaround from the Coaching Perspective

Creative Coaching for Leadership Development

Financial Improvement through Coaching Approach

Business Coaching for Entrepreneurs

Coaching for Personal Achievement

c) IN-HOUSE COACHING PROGRAMME


The in-house training programme is the most cost effective way of
improving the performance of your business and teams in your

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Group Assignment for PXGM 6109 | Maria Aurora C. Bernardo, Ph.D.

organisation. UMCCed is a unique organisation which works with the


individual client, at his pace, with a consultative, step by step approach. We
pay close attention to your particular training needs and the demands of
your business.
6. OTHER RESOURCE
ii) Percentage of Contribution to the total income of UMCCed

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Group Assignment for PXGM 6109 | Maria Aurora C. Bernardo, Ph.D.

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

Group Assignment for PXGM 6109 | Maria Aurora C. Bernardo, Ph.D.

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%

PGD 100003 Chinh Piseth PGD 090024 Mohd Zaki Mohd Yaacob

Group Assignment for PXGM 6109 | Maria Aurora C. Bernardo, Ph.D.

d. Financial performance evaluation

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PGD 100003 Chinh Piseth PGD 090024 Mohd Zaki Mohd Yaacob

Group Assignment for PXGM 6109 | Maria Aurora C. Bernardo, Ph.D.

The details are as follows:


%
Actual /
Budget

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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Group Assignment for PXGM 6109 | Maria Aurora C. Bernardo, Ph.D.

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Group Assignment for PXGM 6109 | Maria Aurora C. Bernardo, Ph.D.

C. Issues and Challenges


Potential and Future Prospects
UMCCed potential to grow and be competitive to retain business is wide open
because of the opportunities as follows:
i) The increasing demand for higher education
Application to continue their education at institutions of higher education has
always increased every year. This was due to certain reasons such as increasing
output of secondary education are eligible, public awareness of the continuance
of the higher education level with no age restrictions, the recognition of
accumulated experience and learning through life-long education, lack of
sponsors send students abroad and educated work force composition low
compared with developed countries.
Malaysia is in a very strategic location in Southeast Asia where it has the potential
to be a regional hub for higher education sector. High educational level of high
quality and constantly monitored, in addition to a competitive advantage in terms
of fees, courses offered the ambience of a harmonious multiracial society and a
safe, economically strong and stable government. Malaysia's ability to offer quality
higher education has improved and on par with developed countries. Malaysia's
potential as an educational hub with more promising trends of increasing demand
from year to year.
ii) Government incentives to the private sector to be involved in providing
education and training
Government encourages private sector to participate in education and training.
This is clearly stated in the Strategic Plan on Higher Education and 9MP. This is
because the government is less able to provide educational facilities are so much
in a short time period. To increase incentives, the government also introduced the
approach to liberalization of higher education to attract private investors into the
industry not only in education but also abroad.

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Group Assignment for PXGM 6109 | Maria Aurora C. Bernardo, Ph.D.

iii) Diversity of models of collaboration in education


At this time there is a variety of collaboration between public higher education
institutions and the private sector is allowed under the Private Higher Education
Act 1996 either in the form of joint or joint venture, associate or co-operate for the
maximum use of learning resources.
iv) Increasing Dignity of Life Education
Ministry of Higher Education in the Strategic Plan for Higher Education has placed
Culture Lifelong Education as one of the strategies in the transformation of higher
education in this country. The emphasis of this strategy is the recognition of
accumulated experience and learning in the Malaysian Qualifications Framework
(MQF), increasing the participation of lifelong learning by adults, and providing
alternative routes and mobility program. UMCCed have come to play this role
since it was established in 1998 to conduct programs to help employees achieve
the required level of competency.
As mentioned in the international education sector, Malaysia has grown rapidly
over the last decade, but Malaysia's rapidly becoming a regional center of
educational excellence. Malaysia is now home to more than 80,000 international
students from over 100 countries, and the country proud to be a preferred
destination for education with an international offering quality education at
reasonable rates.
In addition to the cost of education is relatively low, many are choosing to study
here because the Philippines is known as an ideal gateway for building networks
and relationships with the people of Asia. International students can also learn
from the diversity of cultural, economic progress, and harmony in a plural society
in Malaysia.
v) Establish Malaysia as regional hub of Higher Education
According to projections of the Ministry of Higher Education in 2005, a university
must be prepared for every 500,000 residents. In this regard is expected by 60

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Group Assignment for PXGM 6109 | Maria Aurora C. Bernardo, Ph.D.

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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Group Assignment for PXGM 6109 | Maria Aurora C. Bernardo, Ph.D.

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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