Curriculum Vitae (CV)

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Posted by: | Posted on: June 30, 2015

Political Paradigm of Pragmatism from Khmer Youth part 26

This part of 26th volume, the author Mr. Sophan Seng described the first phase of Sun Ray Political Platform aiming to upgrade political opposition of Cambodia in implementing genuine democratic political party system like it has been practiced in civilized countries particularly Canada, Australia and the UK.

Leadership Skills 1In Cambodia, the democratic development has not been inclusive since 1993 such as the inclusiveness of fair play political parties, the inclusiveness of civic engagement through civil society and bottom-line community, the inclusiveness of free and fair election committee (NEC), and the inclusiveness of responsive and effective governance leadership.

Historical remark, the political party of government leadership has enjoyed free ride since the first election result in 1993 sponsored by the United Nations. The UNs failed to establish a strong and dynamic opposition party since the beginning. The monopoly of power and resources by the political party of government leadership Cambodian People’s Party (CPP) is remained visibly tenacious. While the government and party’s affairs are not clearly separate, the opposition party(s) in Cambodia have been planned in “activism” leadership than “government” leadership.

In Canada, for instance, the opposition party is inclusive in government leadership role and this party is incentivized by several government’s sponsorship such as opposition leader and family who is minority leader of the Assembly is living in a free mansion (named Stornoway), there is official office for minority leader cabinet, minority leader can host foreign delegates regardless of their position(s), and financial support from the state to fund the researches opposition can rally the critics effectively etc.

Official Cambodia opposition party couldn’t rely on sympathy and donation in kind from supporters solely, this party can exercise their full rights within a democratic principle, the CNRP of Cambodia must be able to afford full leverages from the state budget which is owned by the Cambodian people to ensure smooth and sustainable democratization of this country.

Posted by: | Posted on: May 17, 2015

វប្បធម៌សន្ទនាដោយសម្តេចសង្ឃដាឡៃឡាមម៉ា

dalai-lama-peaceful-absence-conflicts-solving-differencesIn human societies there will always be differences of views and interests. But the reality today is that we are all interdependent and have to co-exist on this small planet. Therefore, the only sensible and intelligent way of resolving differences and clashes of interests, whether between individuals or nations, is through dialogue. The promotion of a culture of dialogue and non-violence for the future of mankind is thus an important task of the international community.

His Holiness the Dalai Lama
in a speech to the “Forum 2000″ Conference,
Prague, Czech Republic, 4 September 1997

ក្នុងសង្គមមនុស្សរមែងមានគំនិតយោបល់និងផលប្រយោជន៏ខុសគ្នា។ តែធាតុពិត សព្វថ្ងៃគឺយេីងទាំងអស់គ្នាអាស្រ័យគ្នាទៅវិញទៅមកនិងរស់នៅរួមគ្នាជាសហវិជ្ជមាននៅលេីផែនពស្តុធានេះ។ យ៉ាងនេះក៏ដោយ វិធីដ៏ឆ្លាតវាងវ័យនិងបង្ហាញ ផលជាក់ស្តែងក្នុងការដោះស្រាយភាពខុសគ្នានិងទំនាស់ខាងផលប្រយោជន៍ ទាំងរវាងបុគ្គលម្នាក់ៗឬរវាងជាតិ គឺតាមរយះការសន្ទនា។ ការលេីកតំកេីងវប្បធម៌សន្ទនានិងអហឹង្សាសំរាប់អនាគតនៃមនុស្សជាតិគឺជាកិច្ចការសំខាន់មួយសំរាប់ សហគមអន្តរជាតិ។ – ដោយសម្តេចសង្ឃដាលឡៃឡាម៉ា

Posted by: | Posted on: March 16, 2015

ខ្មែរយេីងជាអ្នកត្រិៈរិៈ ឬ ជាអ្នកមនោសញ្ចេតនា?

ដល់សាច់រឿងដែលខ្ញុំនឹងពិភាក្សាអំពី ការគិតប្រកបដោយត្រិៈរិៈពិចារណា ខ្ញុំចង់ដឹងជាដំបូងថាតេីខ្មែរយេីងភាគច្រេីនជា អ្នកត្រិៈរិៈ ឬ ជាអ្នកមនោសញ្ចេតនា?

តាមការស្រាវជ្រាវនិងអត្ថបទចុងក្រោយបំផុតដែលខ្ញុំបានអាន អ្នកគិតត្រិៈរិៈគឺអ្នកនិយមប្រេីខួរក្បាល អ្នកមនោសញ្ចេតនាគឺជាអ្នកនិយមប្រេីបេះដូង។ ទាំងពីរនេះមានភាពអច្ចរិយៈតែរៀងៗខ្លួន ហេីយភាពជាអ្នកដឹកនាំត្រូវមានវិធីក្នុងចូលទៅសេវនាជាមួយ។

តេីរូបអ្នកជាអ្នកត្រិៈរិៈ ឬ ជាអ្នកមនោសញ្ចេតនា?

Thinker or Feelerប្លង់អ្នកត្រិៈរិៈ

  • ឡូសុិក
  • ជាក់ច្បាស់
  • តឹងតែង
  • មានហេតុផល

ប្លង់អ្នកមនោសញ្ចេតនា

  • យល់ចិត្ត
  • ទទួលយក
  • មេត្តា
  • ទន់ភ្លន់

តេីពួកគេធ្វេីសេចក្តីសំរេចចិត្តរបៀបណា?

អ្នកគិតត្រិៈរិៈដែលនិយមប្រេីខួរក្បាល

  • ផ្តោតទៅលេីគោលការណ៍និងឡូសិុក
  • អាចផុសឡេីងដាច់ស្រាច់និងម្យ៉ាងរបស់គេ
  • សថាស ខ្មៅថាខ្មៅ
  • ទទួលស្គាល់ថាជំលោះគឺជាច្បាប់ធម្មជាតិ
  • កំឡាំងជំរុញទឹកចិត្តកេីតពីផលសំរេច

អ្នកមនោសញ្ចេតនានិយមប្រេីបេះដូងជាធំ

  • ផ្តោលទៅលេីអារម្មណ៍និងគុណតំលៃ
  • អាចផុសចេញឡេីងទៅតាមអារម្មណ៍និងគ្មានហេតុផល
  • មិនប្រាកដប្រជា
  • បច្ចៀសខ្លួនពីជំលោះអោយខាងតែបាន
  • កំឡាំងជំរុញទឹកចិត្តកេីតចេញពីការសរសេីរ

តេីអ្នកអាចសេវនាជាមួយ អ្នកត្រិៈរិៈ និង អ្នកមនោសញ្ចេតនា ដោយវិធីណា?

ខាងក្រោមនេះគឺជាធិបខ្លះៗសំរាប់អ្នក

អ្នកត្រិៈរិៈ

  • ផ្តោតទៅលេីផលវិជ្ជមាននិងអវិជ្ជមាន
  • ជជែកដេញដោលប្រកបដោយឡូសុិក
  • ត្រង់ទៅត្រង់មក

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Posted by: | Posted on: March 15, 2015

Leadership in Action at work place in Western world

We, Cambodians, wish to see the upcoming new selection advertisement of Nine Members for the new NEC is broadly outlined such as the Job Descriptions, Detailed Obligations and Responsibilities, Qualifications, and Security Check etc.

There are different levels of Civil Service Competency Framework by Grades in the UK. But this example one is in Grade called “Band B”. In brief, those wish to work within this grade must possess following competency within the Civil Service Values Encircled:

Civil Service Leadership Competency B of UK1. Setting Direction

  • Seeing the big picture
  • Changing and improving
  • Making effective decisions

2. Engaging People

  • Leading and communicating
  • Collaborating and partnering
  • Building capacity for all

3. Delivering Results

  • Achieving commercial outcomes
  • Delivering value for money
  • Managing a quality service
  • Delivering at pace

 

Beside of detailing each framework and sub-framework, the job description (ភារកិច្ចការងារ) outlined effective behavior vs. ineffective behavior as well, for example:

1. Seeing the Big Picture

Keep up to date with a broad set of issues relating to the work of the Department vs. Have a narrow view of their role, without understanding the Department’s wider activities

2. Changing and Improving

Understand and apply technology to achieve efficient and effective business and personal results vs. Avoid use of technology and stick to tried and tested means of delivering business objectives

3. Making Effective Decisions

Demonstrate accountability and make unbiased decisions vs. Avoid making decisions that lie within own remit, continually push decisions up.

4. Leading and Communicating

Display enthusiasm around goals and activities – adopting a positive approach when interacting with others vs. Express limited interest in goals and activities.

5. Collaborating and Partnering

Demonstrate interest in others and develop a range of contacts outside own team to help get the job done vs. Ignore the knowledge and expertise that a wider network of colleagues and partners can bring to the work of the team.

6. Building Capability for All

Take ownership of team and individual development by identifying capability needs and consistently development objectives vs. Fail to address own capability needs or identify learning opportunities.

7. Achieving Commercial Outcomes

Be able to identify and access departmental procurement and commercial expertise vs. Make poor quality commercial decisions or take actions without having engaged with departmental commercial experts.

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