Computer Tech Competency
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Transcript of Computer Tech Competency
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SGDU5024 - LEADERSHIP IN EDUCATION
Nazzir Hussain Bin Haji Mydeen (814066)
LECTURER
Prof. Dr. Abdul Moqim Rahmanzai
UNIVERSITI UTARAUNIVERSITI UTARAMALAYSIAMALAYSIA
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Table of Content:
1. Project Name 3
2. Background 3
3. Transformational Leadership 5
4. The Components of Transformational Leadership 6
5. The Problem and Solution 7
5. Project Aim and Objectives 9
6. Implementation Strategies 10
7. Evaluation and Contingency Plans 10
8. Bibliography 11
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PROJECT NAME
Basic Computer Engineering Course for Computer Technicians.
BACKGROUND
Students nowadays are interested in information and communication
technology (ICT). This tendency should be nurtured with the provision of
and access to ICT, in line with the government's desire to produce
students who are proficient in the field of ICT in the face of global
competition. The government has equipped the schools across the count
with a School Access Center.
School Access Center serves as a catalyst for ICT culture in schools. It is
learning space provided to enable students to make self-access learning
available and diversify their learning style. Used effectively School Acces
Center is expected increase students' ICT skills for learning.
School Access Centre operates like a cyber cafe but more focused on
learning. Students can search for and select their own learning resources
according to their own rate and speed, self-directed and self-accessed.
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With every School Access Center, the school is also provided with a
computer technician to assist the teachers and students in using the ICT
equipment and accessing the internet. The technicians are also expected
to service and maintain the ICT equipment in good working order.
In Manjung, out of 101 schools in the district, 38 have been to date
equipped with School Access Centers. In each school, a computer
technician was also assigned. The technicians were fresh hires, aged
between 21 to 25 years of age and come from various training
environments. While there were a few who were quite adept in dischargi
their duties, there were some who were quite clue-less. The clue-less one
would have accumulated a backlog of un-serviced equipment. This
equipment would then be useless to their respective users. The local PKG
would have to organize a workshop to gather the nearby School Compute
Technicians to assist that particular school in servicing the equipment an
bringing them back to full working order. These workshops would be
resource limited and time consuming.
To address this problem, PKG Beruas has undertaken to form a smart
partnership with INTAN, a Malaysian Governmental Training Agency to
organize a training module to each School Computer Technician to provid
them with the essential skill to discharge their duties.
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Transformational Leadership
Transformational leadership is a type ofleadership style that leads to
positive changes in those who follow. Transformational leaders are
generally energetic, enthusiastic and passionate. Not only are these
leaders concerned and involved in the process; they are also focused on
helping every member of the group succeed as well.
According to James MacGregor Burns, transformational leadership can be
seen when "leaders and followers make each other to advance to a highe
level of moral and motivation." Through the strength of their vision and
personality, transformational leaders are able to inspire followers to
change expectations, perceptions and motivations to work towards
common goals.
Later, researcher Bernard M. Bass expanded upon Burns original ideas to
develop what is today referred to as Bass Transformational Leadership
Theory. According to Bass, transformational leadership can be defined
based on the impact that it has on followers. Transformational leaders,
Bass suggested, garner trust, respect and admiration from their follower
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The Components of Transformational Leadership
Bass also suggested that there were four different components of
transformational leadership.
1. Intellectual Stimulation Transformational leaders not
only challenge the status quo; they also encourage creativity among
followers. The leader encourages followers to explore new ways of
doing things and new opportunities to learn.
2. Individualized Consideration Transformational
leadership also involves offering support and encouragement to
individual followers. In order to foster supportive relationships,
transformational leaders keep lines of communication open so that
followers feel free to share ideas and so that leaders can offer direct
recognition of each followers unique contributions.
3. Inspirational Motivation Transformational leaders have
clear vision that they are able to articulate to followers. These leader
are also able to help followers experience the same passion and
motivation to fulfill these goals.
4. Idealized Influence The transformational leader serves as
role model for followers. Because followers trust and respect the
leader, they emulate this individual and internalize his or her ideals.
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The Problem and Solution
As mentioned above, the Computer Technicians are young fresh hires wi
little or no training in the required field. The norm is for Computer
Technicians themselves acquire the nesessary knowhow on the job as th
carry out their duties. Moreover, as it is a new post within the goverment
organization, there is no precedent or training structures to follow or rely
upon.
It is well known that Transformational leadership is a type ofleadership
style that nutures rather than curse the shortcomings in the subodinates
The leader will guide and provide an avenue that leads to positive chang
in the subodinate who follow him.
In the case of the Computer Technicians who are faced with the task of
doing a job without proper knowhow, it is only logical as leader to provide
proper training to equip the Computer Technicians to succesfully carry ou
theor duties. The basic training would also be a spring board or start off
point for the Computer Technicians to further their studies and enhance
their knowledge and skills.
http://psychology.about.com/od/leadership/a/leadstyles.htmhttp://psychology.about.com/od/leadership/a/leadstyles.htmhttp://psychology.about.com/od/leadership/a/leadstyles.htmhttp://psychology.about.com/od/leadership/a/leadstyles.htm -
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The smart partnership PKG Beruas has undertaken with INTAN, a
Malaysian Governmental Training Agency will address this problem, by
running a training module for the School Computer Technician to provide
them with the essential skill to discharge their duties.
The training would take place in three stages as the training labotory in
INTAN is
insufficient to cater all the 38 School Computer Technician from the
Manjung District. The groups of School Computer Technicians will travel t
INTAN Complex in Bukit Kiara, Kuala Lumpur by bus provided by the
Manjung District Education Office. The week long course would begin wit
a pre-test and end with a posttest to access the success of the project.
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Project Aim:
To enhance the technical capabilities of Computer Technicians in schools
to be more effective in managing and maintaining the computer
equipments in schools.
Project Objectives:
This course is open to School Computer Technicians in the Manjung
District.
To provide basic theoretical and practical knowledge about ICT
equipment maintenance and installation skills.
To provide guidance in technical support and assistance
To increase the use of ICT in teaching.
Target Group:
The project would involve 38 School Computer Technicians from 38 out o
101 schools in Manjung district.
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Implementation Strategies
Smart-partnerships will be forged between the PKG Beruas, Manjung
District Education Office and INTAN. The proposed course would have to
run in three sessions as the Computer laboratory in INTAN can only
accommodate about 28 participants at any one time. Further discussion
would have to be conducted with the Institute to set the appropriate
dates for the three sessions.
Evaluation and Contingency Plans
Each project participant will be given a Pre Test to determine their skill
level before taking this course. Post Test will help assess the
effectiveness of the project in achieving the objectives of the set
standards. If standards are not met, further action should be taken to
address the problems mentioned above.
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Bibliography
1. Retrieved at:
http://psychology.about.com/od/leadership/a/transformational.htm
2. Retrieved at: http://en.wikipedia.org/wiki/Transformational_leadership
3. Retrieved at:
http://changingminds.org/disciplines/leadership/styles/transformational_leaders
p.htm