Hasil karangan Raja Ali Haji yang masyhur. Sastrawan dan Pahlawan Nasional Indonesia dari Pulau Penyengat, Provinsi Kepulauan Riau, Indonesia.
Gurindam I
Ini gurindam pasal yang pertama:
Barang siapa tiada memegang agama,
sekali-kali tiada boleh dibilangkan nama.
Barang siapa mengenal yang empat,
maka ia itulah orang yang ma’rifat
Barang siapa mengenal Allah,
suruh dan tegahnya tiada ia menyalah.
Barang siapa mengenal diri,
maka telah mengenal akan Tuhan yang bahri.
Barang siapa mengenal dunia,
tahulah ia barang yang teperdaya.
Barang siapa mengenal akhirat,
tahulah Ia dunia mudarat.
Gurindam II
Ini gurindam pasal yang kedua:
Barang siapa mengenal yang tersebut,
tahulah ia makna takut.
Barang siapa meninggalkan sembahyang,
seperti rumah tiada bertiang.
Barang siapa meninggalkan puasa,
tidaklah mendapat dua termasa.
Barang siapa meninggalkan zakat,
tiadalah hartanya beroleh berkat.
Barang siapa meninggalkan haji,
tiadalah ia menyempurnakan janji.
Gurindam III
Ini gurindam pasal yang ketiga:
Apabila terpelihara mata,
sedikitlah cita-cita.
Apabila terpelihara kuping,
khabar yang jahat tiadaiah damping.
Apabila terpelihara lidah,
niscaya dapat daripadanya paedah.
Bersungguh-sungguh engkau memeliharakan tangan,
daripada segala berat dan ringan.
Apabila perut terlalu penuh,
keluarlah fi’il yang tiada senunuh.
Anggota tengah hendaklah ingat,
di situlah banyak orang yang hilang semangat
Hendaklah peliharakan kaki,
daripada berjaian yang membawa rugi.
Gurindam IV
Ini gurindam pasal yang keempat:
Hail kerajaan di daiam tubuh,
jikalau lalim segala anggotapun rubuh.
Apabila dengki sudah bertanah,
datanglah daripadanya beberapa anak panah.
Mengumpat dan memuji hendaklah pikir,
di situlah banyak orang yang tergelincir.
Pekerjaan marah jangan dibela,
nanti hilang akal di kepala.
Jika sedikitpun berbuat bohong,
boleh diumpamakan mulutnya itu pekong.
Tanda orang yang amat celaka,
aib dirinya tiada ia sangka.
Bakhil jangan diberi singgah,
itupun perampok yang amat gagah.
Barang siapa yang sudah besar,
janganlah kelakuannya membuat kasar.
Barang siapa perkataan kotor,
mulutnya itu umpama ketur2.
Di mana tahu salah diri,
jika tidak orang lain yang berperi.
Gurindam V
Ini gurindam pasal yang kelima:
Jika hendak mengenai orang berbangsa,
lihat kepada budi dan bahasa,
Jika hendak mengenal orang yang berbahagia,
sangat memeliharakan yang sia-sia.
Jika hendak mengenal orang mulia,
lihatlah kepada kelakuan dia.
Jika hendak mengenal orang yang berilmu,
bertanya dan belajar tiadalah jemu.
Jika hendak mengenal orang yang berakal,
di dalam dunia mengambil bekal.
Jika hendak mengenal orang yang baik perangai,
lihat pada ketika bercampur dengan orang ramai.
Gurindam VI
Ini gurindam pasal yang keenam:
Cahari olehmu akan sahabat,
yang boleh dijadikan obat.
Cahari olehmu akan guru,
yang boleh tahukan tiap seteru.
Cahari olehmu akan isteri,
yang boleh dimenyerahkan diri.
Cahari olehmu akan kawan,
pilih segala orang yang setiawan.
Cahari olehmu akan abdi,
yang ada baik sedikit budi,
Gurindam VII
Ini Gurindam pasal yang ketujuh:
Apabila banyak berkata-kata,
di situlah jalan masuk dusta.
Apabila banyak berlebih-lebihan suka,
itulah landa hampirkan duka.
Apabila kita kurang siasat,
itulah tanda pekerjaan hendak sesat.
Apabila anak tidak dilatih,
I’ika besar bapanya letih.
Apabila banyak mencela orang,
itulah tanda dirinya kurang.
Apabila orang yang banyak tidur,
sia-sia sahajalah umur.
Apabila mendengar akan khabar,
menerimanya itu hendaklah sabar.
Apabila menengar akan aduan,
membicarakannya itu hendaklah cemburuan.
Apabila perkataan yang lemah-lembut,
lekaslah segala orang mengikut.
Apabila perkataan yang amat kasar,
lekaslah orang sekalian gusar.
Apabila pekerjaan yang amat benar,
tidak boleh orang berbuat onar.
Gurindam VIII
Ini gurindam pasal yang kedelapan:
Barang siapa khianat akan dirinya,
apalagi kepada lainnya.
Kepada dirinya ia aniaya,
orang itu jangan engkau percaya.
Lidah yang suka membenarkan dirinya,
daripada yang lain dapat kesalahannya.
Daripada memuji diri hendaklah sabar,
biar dan pada orang datangnya khabar.
Orang yang suka menampakkan jasa,
setengah daripada syarik mengaku kuasa.
Kejahatan diri sembunyikan,
kebalikan diri diamkan.
Keaiban orang jangan dibuka,
keaiban diri hendaklah sangka.
Gurindam IX
Ini gurindam pasal yang kesembilan:
Tahu pekerjaan tak baik,
tetapi dikerjakan,
bukannya manusia yaituiah syaitan.
Kejahatan seorang perempuan tua,
itulah iblis punya penggawa.
Kepada segaia hamba-hamba raja,
di situlah syaitan tempatnya manja.
Kebanyakan orang yang muda-muda,
di situlah syaitan tempat berkuda.
Perkumpulan laki-laki dengan perempuan,
di situlah syaitan punya jamuan.
Adapun orang tua yang hemat,
syaitan tak suka membuat sahabat
Jika orang muda kuat berguru,
dengan syaitan jadi berseteru.
Gurindam X
Ini gurindam pasal yang kesepuluh:
Dengan bapa jangan durhaka,
supaya Allah tidak murka.
Dengan ibu hendaklah hormat,
supaya badan dapat selamat.
Dengan anak janganlah lalai,
supaya boleh naik ke tengah balai.
Dengan isteri dan gundik janganlah alpa,
supaya kemaluan jangan menerpa.
Dengan kawan hendaklah adil supaya tangannya jadi kafill.
Gurindam XI
Ini gurindam pasal yang kesebelas:
Hendaklah berjasa,
kepada yang sebangsa.
Hendaklah jadi kepala,
buang perangai yang cela.
Hendaklah memegang amanat,
buanglah khianat.
Hendak marah,
dahulukan hajat.
Hendak dimulai,
jangan melalui.
Hendak ramai,
murahkan perangai.
Gurindam XII
Ini gurindam pasal yang kedua belas:
Raja muafakat dengan menteri,
seperti kebun berpagarkan duri.
Betul hati kepada raja,
tanda jadi sebarang kerja.
Hukum adil atas rakyat,
tanda raja beroleh anayat.
Kasihan orang yang berilmu,
tanda rahmat atas dirimu.
Hormat akan orang yang pandai,
tanda mengenal kasa dan cindai.
Ingatkan dirinya mati,
itulah asal berbuat bakti.
Akhirat itu terlalu nyata,
kepada hati yang tidak buta.
I’ll never forget my own experience as a young man when I witnessed a horrific car accident. The incident taught me that there’s one critical trait that great CEOs and doctors share in common–they are capable of taking a clinical approach to problem-solving.
After sending someone else to call 911, I went to the scene to help. I was a Boy Scout, after all, and knew my first aid. But I wasn’t prepared for what I saw on the scene. One person had died on impact while another had his legs trapped in the wreckage–it was terrible. When the EMTs arrived, they had to basically cut the car away to save the life of the passenger in the back and remove the body of the one in the front.
But I distinctly remember that the first EMT arrived at the scene directly from her home and clearly became emotionally involved with the wreck. She was distraught at the scene and had become essentially helpless as she watched others work. I later learned that she decided to quit because it was too much for her. She was unable to believe, as other EMTs train themselves to say, “this is not my accident.” What that means is that they understand the need to avoid falling prisoner to their emotions when lives are at stake. Her emotions took over and the logical mind she needed to fix the problem left her for the moment.
Strong leaders are able to adopt an impartial and neutral mindset rather than an emotional one when facing thorny challenges. We’re often not at our best when we’re letting our emotions dictate our decision making, engaging the fight-or-flight section of our brain. Some situations require us to zoom out and find an objective way to solve the problem.
The same logic is true for CEOs. I’m not saying that EMTs and CEOs are emotionless robots–they shouldn’t be. They’re passionate and empathetic humans like the rest of us, especially when it comes to their company and their employees. But when leaders approach an emotionally-charged situation, the best have learned how to rise above and analyze it from a more objective and clinical standpoint.
I’ve often seen CEOs struggle with this over the course of my career–especially those CEOs who wear their emotions on their sleeves, charging people up through their presence. Just think back to the many different difficult situations in your own life where people’s livelihoods were at stake to understand how emotionally charged running a business can be.
But you just can’t make logical decisions when your emotions are in control. You need to find a way to become more dispassionate–just like a doctor facing a difficult life-saving surgery–if you want to perform optimally and make the best possible decisions.
Business is always going to be hard and there are always going to be situations that will test your emotions. Just remember that the greatest CEOs and leaders realize that when they find themselves facing that kind of challenge, they need to put their passion for the business aside in order to think straight and achieve the most optimal outcomes.
This is my PhD Research Operational Framework (ROF). In other words, my research journey for 3 and 1/2 years from start till end.
So what is takes to come out this ROF? Well a clear Research Methodology is a must
What is the research methodology? I bet every research students already know about this.
But do you really know how to design the best research methodology for your own research?
Well that’s is a tough question.
….and how many times do you change and revise your research methodology and plans?
A research methodology is very important in PhD and Master research/project because it is the record of how the research needs to be carried out. It is generally the part where researchers explain their study. The methodology has greater importance in research. A researcher needs to design the right methodology to arrive at the conclusion of the problem.
A research methodology or involves specific techniques that are adopted in the research process to collect, assemble and evaluate data. It defines those tools that are used to gather relevant information in a specific research study. Surveys, questionnaires and interviews are the common tools of research.
In a simple way, how do you introduce a research methodology? Well, this is the base, as long as you follow these FOUR steps well you are in the right track. What you need to do is just to explain in details, to the very extreme details without any dispute…(yes I am serious).
Step 1: Explain your methodological approach. Begin by introducing your overall approach to the research. …
Step 2: Describe your methods of data collection. …
Step 3: Describe your methods of analysis. …
Step 4: Evaluate and justify your methodological choices.
Since I am from Information System domain and I choose to conduct qualitative and quantitative research, my favourite reference books in Research Methodology are:
Saunder, M., Lewis, P., & Thornhill, A. (2012). Research Methodology for Business Students. England: British Library.
Creswell, J. W., & Creswell, J. D. (2017). Research design: Qualitative, quantitative, and mixed methods approaches. Sage publications.
Plus of course, you should read also as many reference books to make you understand better
My advice:
Choose the approach that suitable with your ability and nature (liking)
Of course, the approach must fit with the research problem (so decide early, how you want to solve that research problem)
Find a doable and possible method with accessible data collection. Without empirical data, it is though
Be flexible with the research plan (change is constant in research)
Always have plan A,B,C….even Z
Be quick to adapt and respond if you plan didn’t work
Again always have a backup plan and in fact backup data.
This is what I mean to collect more data (refer the above figure)
My study requires the experts to validate the findings, and out of three categories of experts only two categories respond with 12% and 45% respond rate, however, I don’t worry much because the % is sufficient (also because this is mixed-method study, hence I still have other quantitative data to support my findings). Also, the experts’ criteria for these three categories are at the same level of expertise, therefore the results are valid though ONE group never responded to my evaluation questions.
So, in doing research (PhD), again, don’t be stress, trust, sad if the respondent didn’t respond, let it be. You have any other potential respondents (that’s why planning and research method is very important at the early stage, you will know how to act when this situation occurs). Always have a backup plan and backup data (it is better to collect more, not that too much-but just enough to compensate if anything happened when you want to analyse the findings later)
I think enough for now, I believe there are many more tips and resources on research methodology that you can get from other researchers and experts out there. Till then, if you want to discuss or tips on this topic don’t hesitate to email me at azaliah@utm.my
p/s: that ROF is not publishable anywhere. For reporting purposes in the thesis that ROF was redesigned into a clear, concise and comprehensive diagram. That ROF was a ‘wallpaper’, in front of my study desk..
Sharing my knowledge and experience~Lets learn from each other
To all the newbie in writing the academic article for journal submission or any conferences, these are some tips and tricks what the reviewers always look in your submitted article. So please please please make sure you comply with all these rules before submitting it. Trust me it works with any kind of articles, either it is a concept paper, proposed framework, study with results or even if you just want to report a part of you research works, these rules still applies. So please feel free to download it and disseminate to those who may benefits.
In the digital epoch achieving business and IT alignment remains among the topmost concerns of IT executives. In order to address this gap, Enterprise Architecture (EA) practices at a more detailed level and identifies the benefits and blockers associated with specific EA related activities and EA artefacts. Though EA practices are closely associated with EA artefacts, not all activities mentioned by the interviewed architects can be related directly to any specific EA artefacts [1, 2].
EA practice, as an organisational activity that implies using EA artefacts, may include a variety of diverse actions permeating the whole organisation from top-level corporate strategic management to mid-level IT portfolio management to separate system development processes on the ground
Various EA artefacts used in organisations can be very diverse in nature and range from executive-level architecture principles and core diagrams to rather detailed and technical project-start architectures [3, 4]. These EA artefacts have different usage scenarios in organisations ranging from guiding IT investments to ensuring compliance of separate IT projects with an organisation-wide architecture.
Hence, the message that what the EA researchers and practitioners across the world want to highlight here is DO NOT GET TOO overwhelmed WITH STANDARDISATION BY ONLY ONE SINGLE ARTEFACT MODELLING STYLE OR NOTATION. It is nothing wrong to combine various artefacts if it can represent the essential EA layers, aka Business-Data-Application-Technology (BDAT) layers better. In fact, the organisation can opt to resolve just with a simple mind map or even MS Excel/MS Word if it can represent the BDAT layers well. EA is about the alignment between (B) Business and (T) Technology to support the (S) Strategic direction of the organisation.
Again, what so great if you can draw the standard EA diagram notation but unable to portray the alignment of S+B+T?
All the enterprise architects around the world
I leave the answer to you….
Figure 1: Final EA Model
The final EA model will look like this (Figure 1), after so many iterations of brainstorming and data collection.
Figure 2: Example of organisation 1st EA brainstorming mind-map (Credit to Dr Ariffin Marzuki Mokhtar, Senior Consultant Anaesthesiologist HUSM and also Certified Enterprise Architect, sharing during one of the EA Workshops)
The main aim of having the mind map (or anything similar) is to identify the organisation vision, mission, core businesses and interdependency with each other internal and external party. We can recognise the core S+B+T elements already at this stage. Who can produce such a diagram? The business owner at that particular organisation. Not the EA consultant or any outsiders.
Figure 3: The EA process, actors and BDAT layers (during one of the EA brainstorming workshop I attend previously)
Again, for every single business process and those BDAT layers, a brainstorming session with the business owner using ‘chalk & board’ is the best. Do not rush jump into standard notation or fixed drawing yet. Just throw the idea as it is. Figure 3, explain all, we just draw whatever we feel right and others can understand it as well. Hence it is advisable that only after you get the validation from the business owners, we as the enterprise architect can create the artefacts using the standard notation tools.
REFERENCES
Kotusev, S. (2019). Enterprise architecture and enterprise architecture artifacts: Questioning the old concept in light of new findings. Journal of Information technology, 34(2), 102-128.
Niemi, E., & Pekkola, S. (2017). Using enterprise architecture artefacts in an organisation. Enterprise information systems, 11(3), 313-338.
Foorthuis, R., Van Steenbergen, M., Brinkkemper, S., & Bruls, W. A. (2016). A theory building study of enterprise architecture practices and benefits. Information Systems Frontiers, 18(3), 541-564.
Armour, F. J., Emery, C., Houk, J., Kaisler, S. H., & Kirk, J. S. (2010). The integrated enterprise life cycle: Enterprise architecture, investment management, and system development. In Strategic Information Systems: Concepts, Methodologies, Tools, and Applications (pp. 397-412). IGI Global.
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