A day before the 2012 countdown, Brother-in-law Hj Ismail; niece - Suria and family visited and had a pit stop at our SS2/28 rented house (after their 10 hours drive/journey from Kuching). They left Kuching around 11:00 am and the delay was mainly because they were diverted due to the damage of Pan Borneo highway between Serian and Sri Aman.In-Laws & Nieces' visit::THANK you
A day before the 2012 countdown, Brother-in-law Hj Ismail; niece - Suria and family visited and had a pit stop at our SS2/28 rented house (after their 10 hours drive/journey from Kuching). They left Kuching around 11:00 am and the delay was mainly because they were diverted due to the damage of Pan Borneo highway between Serian and Sri Aman.
21st anniversary or 36th?
Today is our 21st anniversary. Alhamdullillah – praise only for Allah swt. But, my kid says it is instead our 36th’s? Anyway, whatever the numbers are, as far as I am concerned, it does not matter. What matters are on how to enhance or at least enhance the blessing –Rahmah and Baraqah – health, wealth and love that Allah swt had granted to us thus far?..and, to manage the remaining time/life that we have in this world. What really matter is on how we are going to finish our journey in this temporary small world. The fact is that, I’m 47 now and she is 42! May Allah always be with us.Afi's creativity
Keelaaasss! For a Second Year 1st Semester student with no basic in architecture, this piece is indeed superb...!! Keep it up Afi! We are always behind and pray for you. Bravo..!! Alhamdullillah - praise only for Allah swt, don't sit on your laurels...push harder to your limit...and do it for Allah swt.
A great product! But remember to design and build one for your life thereafter - our ultimate destiny and goal. It has all been told by Allah swt; shown by His Messenger - Muhammad saw (peace be upon him) and practiced by his Companions...thaught by thousands wise men.
He's a MAN now....alhamdullillah
Khitān (Arabic: ختان) is the term for male circumcision carried out as an Islamic rite, to introduce males into Islam and as a sign of belonging to the wider Islamic community. It is also referred to by the term Taharah, 'purity'.
On 19.12.2011, my forth son was smoothly and safely circumcised by Dr Mark Jeevan of Columbia Asia Bintulu. Alhamdullillah. After been ‘rejected’ by one of the famous doctors in Miri, I’d decided to put him under full anesthesia and after all it is all borne by my beloved company. We went to the hospital around 10:00 am and after about 5 minutes of consultation with Dr Mark plus few administrative matters, he was brought to the operation theatre around 11:30 am (after about 35 minutes at his first class single bedded room). 3 hours after that, he came out (with his weak smile) from the operation room. Few minutes later, a nurse put him under oxygen analyzer to monitor his oxygen level in his body. I went to my office after the staff nurse confirmed that he is ‘ok’! And that was around 13:52 hours.
Above photo::Lovely Mom and cute Sis. Afiqah rendered their moral support and motivation. Muslims are currently the largest single religious group to practice widespread circumcision. However, it is not a condition for converting to Islam or carrying out religious duties.[The Qur'an itself does not mention circumcision. In the time of Prophet Muhammad saw (peace be upon him), circumcision was carried out by many Arabian tribes, among them Jews and Christians for religious reasons. The ritual dates back to the time of the Prophet Muhammad saw (peace be upon him). According to tradition Prophet Muhammad saw (peace be upon him) was born without a foreskin (aposthetic). Many of his early disciples were circumcised to symbolise their inclusion within the emerging Islamic community. These facts are mentioned several times in the hadith. Some hadith group circumcision with the ‘fitra’ (acts considered to be of a refined person). Other such acts include: clipping or shaving pubic hair, cutting nails, cleaning teeth, plucking or shaving the hair under the armpits and clipping (or trimming) the moustache. (Reported in the hadiths of Sahih al-Bukhari and Sahih Muslim.) Innovation Starts@HOME......
Panelists at the 2nd Merdeka Award Roundtable television talk show held recently in Kuala Lumpur, say that innovation must begin at home and it must start with the individual.
“Innovation must start with you. Let’s start with doing one innovative thing a day (and from there it will grow),” says Professor Dato’ Dr Zaini Ujang, Vice Chancellor, Universiti Teknologi Malaysia and the 2009 Merdeka Award Recipient in the category of Outstanding Scholastic Achievement.
The 2nd Merdeka Award Roundtable featured the topic “Cultivating a Culture of Innovation in Challenging Times”. The lively discussion, aptly held at the historical Carcosa Seri Negara on 24 November, featured three outstanding personalities known for their spirit of innovation and entreprenuership – Tan Sri Tony Fernandes, Group CEO of Air Asia Berhad, Founder of the Tune Group and Chairman of football club QPR Holdings Ltd; Tan Sri Datuk Augustine Ong Soon Hock, President of the Malaysian Invention and Design Society (MINDS) and former Merdeka Award Nomination Committee Member; and Prof Dato’ Zaini.
Prof Dato’ Zaini says that when it comes to broadening the horizons of innovation in Malaysia students should be encouraged to be more adventurous and mobile. “If you want to change people, let them go outside their normal routine. We must allow them to experiment; innovation occurs when you allow people to deviate. And you must let them fail (we can learn from failure).”
“Education,” says Tan Sri Tony is the one idea that will help instill the culture of innovation among the post-Merdeka generation. “The language of innovation is English. We have to be brave because language is key. We also need to bring back art, culture and sport; it will change the way our kids think,” he says.
Tan Sri Ong concurred, saying: “We also need to think about where we have a niche we can own. One of the possible areas is (indigenous) flora and fauna – we have such diversity in this country but we haven’t even done a proper inventory (of it). We should identify an area like this where we can bring results. And we should focus on areas where we’re good at.”
“We need disruptive thinkers,” says Tan Sri Tony. “And that stems from two things – family and the education system. We must allow people to dream, we must allow people to have ideas, and we mustn’t be afraid to fail. We have to create the environment, and it starts with us. We must allow our kids to experiment, we must expose them to as many things as possible and then let them go where they want. If you have a successful education system, we will find the best for each child.”
He adds that Malaysia also needs to address what he calls the “brain exodus”. “It’s a globlised world, we have to fight to keep our thinkers. And it starts at home and it starts with education,” he says.
Cultivating a culture of innovation is to create eco-systems, Tan Sri Tony adds. “I think (innovation) is so critical for the development of the country. It is not something you can teach; it is not something you can programme.
“You have to create an environment for innovation, you have to create the family, the education system. I have lots of issues with the system now – it’s very focused on books. There’s not enough playing, interacting. Education for me is about bringing out the mind, creating the thought,” he adds.
Tan Sri Ong adds that just about anyone can be innovative. “At MINDS, we have chefs and salesmen coming up with ideas. When we started in 1989, we had 50 inventions brought to us; this year the number is 720. I believe that if you throw the challenge to people, they will respond.”
The discussion then moved on to the importance of implementation, with Tan Sri Tony saying, “There is no point in innovating if you’re not implementing.”
“What is important is the intrinsic value that you put into the system, and how you value ideas,” says Prof Dato Zaini.
The academician, who has written several books on innovation, argued that the global education system must evolve to remain relevant to the needs of a rapidly changing world. “The problem with the academic structure, not just in Malaysia but all over the world, is over-specialisation. The walls we’ve created in academia don’t help us innovate,” he says.
He espouses the concept of new academia – where learning environments are not just limited to academic environments, but at businesses and workplaces, and where education is not just taught by lecturers, but also by businessmen, inventors, policy makers, entrepreneurs and practitioners.
In citing personal experiences, Prof Dato’ Zaini says his approach to innovation stems from looking at the negative components of an issue, and seeing the positive from it. He says his work on waste water, which earned him the Merdeka Award in 2009, came from first looking at waste water as a resource, and then looking for the opportunities that resource presents.
While discoveries and breakthroughs are crucial, recognition is just as important in motivating the young. Tan Sri Tony says: “I fully sympathise with young kids in the country. It’s important we praise their ideas, their successes. We don’t hear enough about these great ideas. And we need to show that the commercialization of these ideas have come to fruition.”
“Innovation must start with you. Let’s start with doing one innovative thing a day (and from there it will grow),” says Professor Dato’ Dr Zaini Ujang, Vice Chancellor, Universiti Teknologi Malaysia and the 2009 Merdeka Award Recipient in the category of Outstanding Scholastic Achievement.
The 2nd Merdeka Award Roundtable featured the topic “Cultivating a Culture of Innovation in Challenging Times”. The lively discussion, aptly held at the historical Carcosa Seri Negara on 24 November, featured three outstanding personalities known for their spirit of innovation and entreprenuership – Tan Sri Tony Fernandes, Group CEO of Air Asia Berhad, Founder of the Tune Group and Chairman of football club QPR Holdings Ltd; Tan Sri Datuk Augustine Ong Soon Hock, President of the Malaysian Invention and Design Society (MINDS) and former Merdeka Award Nomination Committee Member; and Prof Dato’ Zaini.
Prof Dato’ Zaini says that when it comes to broadening the horizons of innovation in Malaysia students should be encouraged to be more adventurous and mobile. “If you want to change people, let them go outside their normal routine. We must allow them to experiment; innovation occurs when you allow people to deviate. And you must let them fail (we can learn from failure).”
“Education,” says Tan Sri Tony is the one idea that will help instill the culture of innovation among the post-Merdeka generation. “The language of innovation is English. We have to be brave because language is key. We also need to bring back art, culture and sport; it will change the way our kids think,” he says.
Tan Sri Ong concurred, saying: “We also need to think about where we have a niche we can own. One of the possible areas is (indigenous) flora and fauna – we have such diversity in this country but we haven’t even done a proper inventory (of it). We should identify an area like this where we can bring results. And we should focus on areas where we’re good at.”
“We need disruptive thinkers,” says Tan Sri Tony. “And that stems from two things – family and the education system. We must allow people to dream, we must allow people to have ideas, and we mustn’t be afraid to fail. We have to create the environment, and it starts with us. We must allow our kids to experiment, we must expose them to as many things as possible and then let them go where they want. If you have a successful education system, we will find the best for each child.”
He adds that Malaysia also needs to address what he calls the “brain exodus”. “It’s a globlised world, we have to fight to keep our thinkers. And it starts at home and it starts with education,” he says.
Cultivating a culture of innovation is to create eco-systems, Tan Sri Tony adds. “I think (innovation) is so critical for the development of the country. It is not something you can teach; it is not something you can programme.
“You have to create an environment for innovation, you have to create the family, the education system. I have lots of issues with the system now – it’s very focused on books. There’s not enough playing, interacting. Education for me is about bringing out the mind, creating the thought,” he adds.
Tan Sri Ong adds that just about anyone can be innovative. “At MINDS, we have chefs and salesmen coming up with ideas. When we started in 1989, we had 50 inventions brought to us; this year the number is 720. I believe that if you throw the challenge to people, they will respond.”
The discussion then moved on to the importance of implementation, with Tan Sri Tony saying, “There is no point in innovating if you’re not implementing.”
“What is important is the intrinsic value that you put into the system, and how you value ideas,” says Prof Dato Zaini.
The academician, who has written several books on innovation, argued that the global education system must evolve to remain relevant to the needs of a rapidly changing world. “The problem with the academic structure, not just in Malaysia but all over the world, is over-specialisation. The walls we’ve created in academia don’t help us innovate,” he says.
He espouses the concept of new academia – where learning environments are not just limited to academic environments, but at businesses and workplaces, and where education is not just taught by lecturers, but also by businessmen, inventors, policy makers, entrepreneurs and practitioners.
In citing personal experiences, Prof Dato’ Zaini says his approach to innovation stems from looking at the negative components of an issue, and seeing the positive from it. He says his work on waste water, which earned him the Merdeka Award in 2009, came from first looking at waste water as a resource, and then looking for the opportunities that resource presents.
While discoveries and breakthroughs are crucial, recognition is just as important in motivating the young. Tan Sri Tony says: “I fully sympathise with young kids in the country. It’s important we praise their ideas, their successes. We don’t hear enough about these great ideas. And we need to show that the commercialization of these ideas have come to fruition.”
Source::Merdeka Award Secretariat
Ta'alim : Part XXXVI
Hazrat Aa'isha Radhiyallah hu anhu (ra) says: 'I very much wanted to enter the Ka'ba to perform salaat inside it. Rasulullah saw (peace be upon him) then took me by the hand and said: 'Perform the salaat you desire in this hateem for verily your people, the Quraish left this section of the Ka'ba outside it when they rebuilt the Ka'ba.'
It is Mustahab to enter the Ka'ba. This is one of the places where duaa is accepted and answered. However, it is never permissible for anyone to enter through the giving of bribes. When the Quraish rebuilt the Ka'ba they lifted the roof quite high and raised the door so high that one cannot enter the Ka'ba without a staircase. Rasulullah saw (peace be upon him) wanted to rebuild the Ka'ba according to the same plan as it had been before. Hence he said to Hazrat Aa'isha ra.: 'These Arabs have only recently entered Islam; It is possible that their feelings may become roused and sentiments excited, as a result of the demolition of the Ka'ba; if it was not for this I would rebuilt the Ka'ba, and I would have included the hateem in the Ka'ba: and I would have made two doors. One from which people could enter and leave from the other; and I would have lowered the door of the Ka'ba to the ground: 'Your people raised the door of the Ka'ba so that they admit only these whom they prefer.' According to another hadith Rasulullah saw (peace be upon him) said to Saidatina Aa'isha ra.: 'Your people did not do the roper thing when erecting the Ka'ba, if we were not so near to the times of disbelief, I would again include this section into the Ka'ba; the section they have left outside; rebuilt, this should be included. Rasulullah saw (peace be upon him) then measured off a further seven feet'. This was the cause of Hazrat Abdullah bin Zubair ra. increasing the size of the Ka'ba when he rebuilt it. So actually Ibn Hazrat Zubair ra accomplished what Rasulullah saw (peace be upon him) himself had desired. Later under Abdul Malik bin Marwaan , Hjjaaj had the Ka'ba restored to its pre-Islamic structure. No matter what niyyat prompted Hajjaj, one can to day still feel thankful that it is made so easy for anyone who wishes to be inside the Ka'ba. No bribe to be given to enter into the hateem. Here one may enter at any time to his heart delight, pray there and make his special supplication to Allah. Being in the hateem, means being inside the Ka'ba. For this reason Rasulullah saw (peace be upon him) told Saidatina Aa'isha ra to say her prayers here. Further, it becomes exceedingly difficult for females to enter the Ka'ba. This hateem simplifies matters for them. Be very careful of your conduct inside the Ka'ba. The ulama have stated that on entering the Ka'ba, one's conduct should be one of utmost respect, upholding the great dignity of the place. It is best to go bare feet without socks, and to bath before entry. It is best to enter with great humility and to enter crying, with tears streaming down
It is Mustahab to enter the Ka'ba. This is one of the places where duaa is accepted and answered. However, it is never permissible for anyone to enter through the giving of bribes. When the Quraish rebuilt the Ka'ba they lifted the roof quite high and raised the door so high that one cannot enter the Ka'ba without a staircase. Rasulullah saw (peace be upon him) wanted to rebuild the Ka'ba according to the same plan as it had been before. Hence he said to Hazrat Aa'isha ra.: 'These Arabs have only recently entered Islam; It is possible that their feelings may become roused and sentiments excited, as a result of the demolition of the Ka'ba; if it was not for this I would rebuilt the Ka'ba, and I would have included the hateem in the Ka'ba: and I would have made two doors. One from which people could enter and leave from the other; and I would have lowered the door of the Ka'ba to the ground: 'Your people raised the door of the Ka'ba so that they admit only these whom they prefer.' According to another hadith Rasulullah saw (peace be upon him) said to Saidatina Aa'isha ra.: 'Your people did not do the roper thing when erecting the Ka'ba, if we were not so near to the times of disbelief, I would again include this section into the Ka'ba; the section they have left outside; rebuilt, this should be included. Rasulullah saw (peace be upon him) then measured off a further seven feet'. This was the cause of Hazrat Abdullah bin Zubair ra. increasing the size of the Ka'ba when he rebuilt it. So actually Ibn Hazrat Zubair ra accomplished what Rasulullah saw (peace be upon him) himself had desired. Later under Abdul Malik bin Marwaan , Hjjaaj had the Ka'ba restored to its pre-Islamic structure. No matter what niyyat prompted Hajjaj, one can to day still feel thankful that it is made so easy for anyone who wishes to be inside the Ka'ba. No bribe to be given to enter into the hateem. Here one may enter at any time to his heart delight, pray there and make his special supplication to Allah. Being in the hateem, means being inside the Ka'ba. For this reason Rasulullah saw (peace be upon him) told Saidatina Aa'isha ra to say her prayers here. Further, it becomes exceedingly difficult for females to enter the Ka'ba. This hateem simplifies matters for them. Be very careful of your conduct inside the Ka'ba. The ulama have stated that on entering the Ka'ba, one's conduct should be one of utmost respect, upholding the great dignity of the place. It is best to go bare feet without socks, and to bath before entry. It is best to enter with great humility and to enter crying, with tears streaming down
one of our favorite hotels@ Ganu
We arrived here around 3:37 pm after we had a good lunch at Kemaman. The trip was slowed down by heavy rain that showered us before Cherating Pahang. Alhamdullillah, we had arrived safe and sound at this hotel -one of our favorites.
Located in between of the second largest town of Terengganu, Kemaman and Kertih - the Oil and Gas town, Awana Kijal is the largest 5 Star hotel in this region. During my 5 years tenure working with one the best PetChem plant of Petronas, I passed through this hotel everyday, unless if I have to fullfill business requirement elsewhere. 
Will stay here again someday.Surmonting one of the biggest insects...
Chalcosoma caucasus, popularly known as the ‘Atlas beetle’, is one of the largest insects on earth. I have another articles claimed that, this species of beetle could carry a weight 850 times then itself, which make it the strongest insect on earth. Males often measure up to an impressive 120 mm (4.75 inches) in length. This particular species is the largest of the genus, which contains two other species, Chalcosoma Atlas and Chalcosoma Mollenkampi. Only the males have enormous, curved horns, whereas the female is far smaller, and without horns.During our recent visit to the butterfly farm of Malaysia Zoo Negara, M Aiman, Afiqah and their best cousin – Nureen, surmounted the ‘beetle’! …. Amazing?
...Kidurong Housing's LONEliness
All these photos were taken by Muhammad Asri while on his way back from SK Kidurong attending Afiqah and Muhammad Aimans' convocation. He has built good creativity and skill in photography. Well that is not the only point of my story! The point that I want to make is about the coolness of the Kidurong Housing Area. And, its loneliness.
my Damai beach xperience
The last time I went to this Santubong was in 1996 when we conducted 2 series of a teambuilding session for our potential supervisors – that was 15 years ago. And now, except for one or two more resorts built by probably the same person, nothing much to see really! I must say, the beach is well managed and preserved. For those who love jungle trekking, mountain climbing and those who seldom experience beach life, this could be the place worth visiting. About 30 km away from the hustle and bustle of Kuching city, facilitated by one of Malaysian prominent motivator – Dato’ Dr. Hj Fadhilah Kamsah, we spent 3 days and two nights in one of the resorts – Damai Beach & SPA resort refreshing, recharging and rejuvenating.
One of our Day 2 program was beach volleyball; our team lost one match and won one. It was indeed fun when all leaders from various departments join hands forming team and demonstrating their ‘spiking’ skills!
Before our moonlight grand dinner, the organizer spoilt us with the king of the fruit - durian, rambutan and langsat.PartI@gen-Y versus gen-X::Is it necessary??
This is what the so called Gen Y of one of the multi-billionaire organizations perceived about working relationship. It sounds arrogant though but indeed is essential for all of us to ponder:
The MD states that my generation is less committed to work and not obedient to their superiors. He implies that we are not eager to learn new skills or take up challenging opportunities. The MD then proposes that Gen-Y mindset needs to be transformed to be more positive. He says that this change can be achieved through iDOL courses, engagement sessions with E3, and E1&E2 leadership talks.
In my opinion, this is simply a miscommunication problem.
A Gen-Y person can still be committed to his or her work goals and project objectives even if he or she consistently questions the superior and asks him why why why. It is simply professional conduct, especially for a technical executive in engineering, to do so; to question the value behind a task.
Doing so does not mean showing disrespect to the superior or acting in a blatant, disobedient manner.
The reason Gen-Y do so is because my generation grew up with insatiable curiosity and passion and the strong desire for instant gratification. They grew up with high speed internet, smartphones, and free access to a wealth of options as the world globalizes and borders disappear. They are well informed, highly critical, and very impatient. They are creative, imaginative, and open to new ideas.
They demand transparency and more bang for buck. They like to explore and discover and they despise being told what’s good for them. They will always ask and pursue the value or meaning of something.
If there is no meaning in a task, or something of value to him or her personally, a Gen-Y will not derive the passion for it. He or she will not comply.
So when a Gen-X (such as our middle management) asks a Gen-Y to do something, there will always be friction. Middle management will never engage a Gen-Y with the approach to make him or her understand what is the potential value or meaning in that task. It’s always just doing this, do that, this is in our KPI, this is part of the Road Map - all of which has no personal, passionate value to a Gen-Y.
A Gen-X does not understand this, because they grew up as “pioneers” in the 80s when times were harsh. They suffer first and claim the reward later. They are the ones the company will send to make things happen. They bring you grand success out of meager resources and the worst of luck in the least amount of time - all borne out of loyalty or sacrifice like being away from family for years on end.
This is something that no Gen-Y will ever do for you no matter how many times you raise their pay grade. They will dictate their own priorities in life.
I am not speaking on behalf of my generation, but I am one of them. And every day I go to work, I could not find the personal meaning of my work.
When I joined this company, I find the Shared Value ‘loyalty’ to be odd and I could not connect to it.
Loyalty is doing things you are told without knowing why, or because you’re told that’s what’s good for you. As opposed to ‘Committed’ - which is doing something that you personally believe in; that there is value in it for you. Loyalty is blind and unquestioning. Committed is driven by personal values.
While I applaud the MD’s effort to engage Gen-Y through iDOL and other programs, I believe this ‘fix their mindset’ approach is outdated, patronizing, and that it is going to backfire. There is nothing wrong with the Gen-Y mindset. If harnessed correctly like what Google, Apple, Ikea, and AirAsia have done, the Gen-Y passion can lit an unstoppable fire of productivity that turns around companies.
I believe what PETRONAS in general and MLNG specifically need to do is to acknowledge that the times have changed and these times are now ours, and to start learning the language of the Gen-Y.
The MD states that my generation is less committed to work and not obedient to their superiors. He implies that we are not eager to learn new skills or take up challenging opportunities. The MD then proposes that Gen-Y mindset needs to be transformed to be more positive. He says that this change can be achieved through iDOL courses, engagement sessions with E3, and E1&E2 leadership talks.
In my opinion, this is simply a miscommunication problem.
A Gen-Y person can still be committed to his or her work goals and project objectives even if he or she consistently questions the superior and asks him why why why. It is simply professional conduct, especially for a technical executive in engineering, to do so; to question the value behind a task.
Doing so does not mean showing disrespect to the superior or acting in a blatant, disobedient manner.
The reason Gen-Y do so is because my generation grew up with insatiable curiosity and passion and the strong desire for instant gratification. They grew up with high speed internet, smartphones, and free access to a wealth of options as the world globalizes and borders disappear. They are well informed, highly critical, and very impatient. They are creative, imaginative, and open to new ideas.
They demand transparency and more bang for buck. They like to explore and discover and they despise being told what’s good for them. They will always ask and pursue the value or meaning of something.
If there is no meaning in a task, or something of value to him or her personally, a Gen-Y will not derive the passion for it. He or she will not comply.
So when a Gen-X (such as our middle management) asks a Gen-Y to do something, there will always be friction. Middle management will never engage a Gen-Y with the approach to make him or her understand what is the potential value or meaning in that task. It’s always just doing this, do that, this is in our KPI, this is part of the Road Map - all of which has no personal, passionate value to a Gen-Y.
A Gen-X does not understand this, because they grew up as “pioneers” in the 80s when times were harsh. They suffer first and claim the reward later. They are the ones the company will send to make things happen. They bring you grand success out of meager resources and the worst of luck in the least amount of time - all borne out of loyalty or sacrifice like being away from family for years on end.
This is something that no Gen-Y will ever do for you no matter how many times you raise their pay grade. They will dictate their own priorities in life.
I am not speaking on behalf of my generation, but I am one of them. And every day I go to work, I could not find the personal meaning of my work.
When I joined this company, I find the Shared Value ‘loyalty’ to be odd and I could not connect to it.
Loyalty is doing things you are told without knowing why, or because you’re told that’s what’s good for you. As opposed to ‘Committed’ - which is doing something that you personally believe in; that there is value in it for you. Loyalty is blind and unquestioning. Committed is driven by personal values.
While I applaud the MD’s effort to engage Gen-Y through iDOL and other programs, I believe this ‘fix their mindset’ approach is outdated, patronizing, and that it is going to backfire. There is nothing wrong with the Gen-Y mindset. If harnessed correctly like what Google, Apple, Ikea, and AirAsia have done, the Gen-Y passion can lit an unstoppable fire of productivity that turns around companies.
I believe what PETRONAS in general and MLNG specifically need to do is to acknowledge that the times have changed and these times are now ours, and to start learning the language of the Gen-Y.
Part II@gen-Y versus gen-X::Is it necessary?
This is the brilliant reply from the MD/CEO. I am sharing this to rest of the world because the gist of the reply is relevant to all organizations in this planet. Enjoy::
I also received feedback on the note that I made about the younger generation in Part 4 of this column. Thank you for your feedback and for speaking out your mind. However, I wish to clarify here that the note was a reply to a comment by a senior technician in our plant. I think his concern about the younger generation being “less committed and not obedient” is a sincere concern from actual experience and was meant to see our beloved company continue to sustain high performance for many years to come.
My view is that we should stop segregating our staff according to their generations ie., the baby boomers, Gen X and Gen Y - because if we keep segregating ourselves, we will never understand and appreciate each other. We will never be able to close the so-called generation gap. We will forever think that we are different from each other and mentally incompatible. We should not blindly follow the Western values and thinking. It is the West who started segregating their generations into baby boomers, Gen X, Y and Net. This sort of mindset is dangerous and unhealthy and will not do any good to ourselves and our organisation.
In achieving top performing organisation, our focus is on keeping up with and upholding the organisation’s values. It is not about the values of the individuals. If you look at a winning organisations, each one of them have distinctive values that their employees must subscribe to.
These values are translated into organizational culture, behaviour and mindset. In this Company, the values that we must subscribe to are the PETRONAS shared values i.e., Loyalty, Integrity, Professionalism and Cohesiveness.
I also wish to stress here that “Loyalty” does not mean that we have to do the things we are told to do without knowing why. In fact, I don’t encourage such kind of “loyalty” in this Company. This kind of loyalty is what I called “blind loyalty”. Can you imagine what will happen if a staff who is not equipped with full PPE blindly follow instruction to work in a confine space? We do not need this type of loyalty in this organisation.
In this Company and PETRONAS, we always encourage freedom of expression. We like people to express their opinions. However, in reality “diverse or individual opinions” alone cannot drive any organization to achieve its goal. To succeed as a group, we must have confluence and consensus. Decision must be made collectively and once a decision is made, we must put aside our personal opinion, uphold the decision and work together to achieve its goal. Another word, we must be loyal to the direction that has been set to achieve the business target. I am not aware of any other successful organisation in this planet that does not have the “loyalty” value ingrained in their staff.
And to describe the IDOL Learning programme and other initiatives as “fixed their mindset” approach is to me is a wrong perception. I do not believe all young people in this Company share this view. To put this matter into proper perspective, all leadership programmes organised by this Company are never intended to brain wash the staff. In fact, they are intended to improve the staff soft skills and leadership skills to prepare them to become good leaders in the future. Even Apple, Google, GE, Ikea and AirAsia runs leadership programmes for their staff and there are also substantial populations of older generations in these companies.
In this Company, we are also working hard to harness the potential of the younger generation through, amongst others, nurturing their presentation skill and sharing ideas at the plant management level.
We also encourage creativity and greater participations from younger generation in decisions making process. At the same time, we want everyone to understand our vision and values in order for us to be able to achieve our business goal. If everyone subscribed to our values and committed to the cause, This Company will go very far in our quest for greater achievements.
We always welcome good suggestions and brilliant ideas. So if you have any better suggestions to improve our soft skills programmes in mind, please recommend to the management.
I also received feedback on the note that I made about the younger generation in Part 4 of this column. Thank you for your feedback and for speaking out your mind. However, I wish to clarify here that the note was a reply to a comment by a senior technician in our plant. I think his concern about the younger generation being “less committed and not obedient” is a sincere concern from actual experience and was meant to see our beloved company continue to sustain high performance for many years to come.
My view is that we should stop segregating our staff according to their generations ie., the baby boomers, Gen X and Gen Y - because if we keep segregating ourselves, we will never understand and appreciate each other. We will never be able to close the so-called generation gap. We will forever think that we are different from each other and mentally incompatible. We should not blindly follow the Western values and thinking. It is the West who started segregating their generations into baby boomers, Gen X, Y and Net. This sort of mindset is dangerous and unhealthy and will not do any good to ourselves and our organisation.
In achieving top performing organisation, our focus is on keeping up with and upholding the organisation’s values. It is not about the values of the individuals. If you look at a winning organisations, each one of them have distinctive values that their employees must subscribe to.
These values are translated into organizational culture, behaviour and mindset. In this Company, the values that we must subscribe to are the PETRONAS shared values i.e., Loyalty, Integrity, Professionalism and Cohesiveness.
I also wish to stress here that “Loyalty” does not mean that we have to do the things we are told to do without knowing why. In fact, I don’t encourage such kind of “loyalty” in this Company. This kind of loyalty is what I called “blind loyalty”. Can you imagine what will happen if a staff who is not equipped with full PPE blindly follow instruction to work in a confine space? We do not need this type of loyalty in this organisation.
In this Company and PETRONAS, we always encourage freedom of expression. We like people to express their opinions. However, in reality “diverse or individual opinions” alone cannot drive any organization to achieve its goal. To succeed as a group, we must have confluence and consensus. Decision must be made collectively and once a decision is made, we must put aside our personal opinion, uphold the decision and work together to achieve its goal. Another word, we must be loyal to the direction that has been set to achieve the business target. I am not aware of any other successful organisation in this planet that does not have the “loyalty” value ingrained in their staff.
And to describe the IDOL Learning programme and other initiatives as “fixed their mindset” approach is to me is a wrong perception. I do not believe all young people in this Company share this view. To put this matter into proper perspective, all leadership programmes organised by this Company are never intended to brain wash the staff. In fact, they are intended to improve the staff soft skills and leadership skills to prepare them to become good leaders in the future. Even Apple, Google, GE, Ikea and AirAsia runs leadership programmes for their staff and there are also substantial populations of older generations in these companies.
In this Company, we are also working hard to harness the potential of the younger generation through, amongst others, nurturing their presentation skill and sharing ideas at the plant management level.
We also encourage creativity and greater participations from younger generation in decisions making process. At the same time, we want everyone to understand our vision and values in order for us to be able to achieve our business goal. If everyone subscribed to our values and committed to the cause, This Company will go very far in our quest for greater achievements.
We always welcome good suggestions and brilliant ideas. So if you have any better suggestions to improve our soft skills programmes in mind, please recommend to the management.
nostalgic LOT144
This is where we stay during my 5 years working assignment in Terengganu – Lot 144, Chukai Kemaman, Terengganu. Despite the fact that I need to commute almost 100 km a day, Lot 144 had managed to convince us to stay there simply because of its neighborhood/community, schools are just 5 minutes walking distance, shop houses & market are 5 minutes driving distance, hospital & clinics are just within 5 minutes’ drive and all governmental offices are just around its boundary. It was indeed a convenient mode for my family.
The last time we ‘returned’ here was during our summer vacation in 2007 and on 23rd November we have made our 2 days visit at this nostalgic place again. And, despite the wet season, ‘somebody’ waited and ‘greeted’ us patiently….!!
CONGRATS to our only princess on her achievement
She had consistently achieved 1st placing in her 4 Dahlia class Term Examination. Well done gals! CONGRATULATIONS from all of us and keep it up! What matter is not the ranking but the efforts that you had exerted to achieve it. Remember, the results is Allah swt’s jurisdiction…our roles is to put our best for Him.Learn because you want to know the greatness of Allah swt whom had created the mankind and the universe and all its contents.
Part II::slaughtering SACRIFICE d Masjid Darul Hidayah way
The weather was great and people from all walks of life and organisations around Bintulu, joined hands putting their minds and soul together seeking the Blessing from Allah Rabul Jalil during the holy day of Eid ul Adha. Alhamdullillah, 11 cows were smoothly slaughtered and processed mainly because of the concerted efforts orchestrated by the management of MDH. As the saying goes, ‘no mountain is high when there is a will.. and when there is a will there will be a way’.The fundamental teaching of Islam is love and teamwork….and, Allah swt likes our group work not selfishness and silo mentality
In the above picture, Muhammad Afiq, Muhmmad Asri and Afi were also present, not only to observe the slaughtering of the sacrifice but also lended their hands in the processing line. It is encouraged for the owner of the sacrifice to slaughter the sacrifice animal or they would authorize it to any expert and they are encourage to observe the ritual.
mission accomplished@....FIRST ever successful experience
The sacrifice was laid down in the slaughtering chamber by tying all his four legs at the chamber’s shaft. Kids were excitingly curious with the procedure. My friend, Hj Bahrain and other volunteers were already on ‘top’ of the cow’s body while others were holding firmly all the legs, etc. It was my first experience slaughtering a big handsome cow as part of the ritual – ‘ibadah korban’ once a year during Eid ul Adha.
After reciting the prayer seeking blessing from the Most Compassionate and Merciful, while Hj Bahrain exerting his fullest power forced down the abdominal part of the sacrifice, I placed the knife or long dagger (belong to Ustaz Hj Mohammad) at the neckline. A bit nervous though! I talked and motivated to my inner self to proceed – in the name of Allah swt and ‘sunnah’ Rasullullah saw (peace be upon him)
Seconds after all the people reciting the ‘takbir’ & ‘Tahmid’ - Allahu Akbar..Allah hu Akbar… Allah hu Akbar, La illah haillallah hu wallah hu akbar……..(Allah is great…, and there is no god except the almighty Allah swt…) the razor sharp dagger slit through the leather skin of our sacrifice. Alhamdullillah...
May Allah swt accept our prayer, ‘ibadah’ and sacrifices. Allah hu Akbar..wallillah hil Hamd..PartI::slaughtering SACRIFICE d Masjid Darul Hidayah way
Alhamdullillah, this year Masjid Darul Hidayah (MDH) managed to handle 11 sacrifices and that was not their first time. Kudos to the management of MDH!! But what I wanted to share here or something that I was really impressed was the way they have managed and processed the sacrifices. I would say, their way in managing the whole process is the best that I’d ever experience.
First, the cows were kept in the temporary pen made from scaffolding materials sponsored by one of the contractors in Bintulu. The sacrifices, I mean the cows, were definitely well fed and cared. Kids love their beautiful physiques but some sympathized when they see its sparkling eyes. No matter what, Allah swt promised that, the animal – the sacrifice will become means of transport for those who slaughter sacrifices. Amiin
Next step, they lured the cows (by its favorite foods – the grass) to the ‘slaughtering house’ similarly made by scaffolding materials. There are two rows of the house with 4 chambers or compartments each, which means at one time they could slaughter 8 cows at one single time.
After been slaughtered in compliance or accordance with the Islamic rights, the sacrifices were transferred by pick-up truck to a clean area for skinning process, etc.Eid ul Adha @ Bintulu 1432 H
Alhamdullillah and Thank you Allah swt for giving us the wealth and health that we are able to meet again on this day – a day after about 3 million Muslims went through their journey of their lifetime – a day at Arafah – the starting point of the Hajj. Our brother Zailan and niece – Norlen are currently undergoing the process. May Allah swt grant them Hajj ul Mabrur. Back here in Malaysia, except Hamim, all my brother/sister-in-laws drove to Bintulu after performing their Solat el Eid ul Adha in Miri joining us ‘celebrating’ the Eid. Millions of thanks to all of them – Abg Hj Abd Khalek and wife; Kak Hjh Rahmah; Hjh Hamiah and hubby; Khairullah and family; Johari and family; Siti Fauziah and family and last but not least, Iskandar Abd Khalek and wife. To all our family members, relatives and friends all around the globe, we would like to wish you all Selamat Hari Raya Aidil Adha and Maaf Zahir Bathin. ..my first attempt@Recharge::Refresh::Rejuvenate workShop
Change is the only constant”-Heraclitus, Greek philosopherMLNG’s Roadmap was launched on 6 January 2009 as a 5 year ‘change’ journey to ensure we become a Superior Performing Asset by 2013. Since then, many parameters have changed & as an organisation, we have been constantly adapting ourselves to face new challenges and take positive steps towards the right direction.
Communication is one of the key ingredients that make the Roadmap resonate within the hearts and minds of staff. To tackle this, OPI (as part of its OPI Transformation initiative) has formulated a workshop to drive the importance of communication of the MLNG Roadmap/KITE and its relevance to staff. This is done via the Refresh :: Recharge :: Rejuvenate series of workshops.
This 3-hour workshop is targeted at all leaders in MLNG with the aim of providing:
•a refresher on the Roadmap history, journey, purpose & aspirations
•some tips on how to communicate the Roadmap in an engaging, exciting and meaningful manner
Two sessions have been successfully conducted, on 27th & 31st October 2011. A further three sessions are planned for inNovember (8th, 15th & 21st). So far the feedback from the attendees has been very positive, indicating that this workshop is timely for MLNG.
During the workshop, the Roadmap message is shared via lively discussions, candid leader-to-leader conversations, practical exercises & engaging videos. A key take-away for all the participants is ‘context’, i.e. the need to tailor the Roadmap to various levels of staff from various functions/departments.Based on the enthusiasm shown by the participants, we hope that the Roadmap message is better cascaded to staff, therefore improving understanding & conviction at all levels; with the end objective being ‘to increase organisational energy to bring MLNG to greater heights’.
Ta'alim : Part XXXV
Once Umar radhiyallahu anhu (ra) was standing between Mount Safaa and Marwah. A group of people came along, alighted from their camels and proceeded to perform tawaaf around Ka'bah. They then came for the sa'ee between Safaa and Marwah. Umar radhiyallahu anhu inquired from them as to who they were. They replied that they were from Iraq. When Umar radhiyallahu anhu inquired as to whether they perhaps had any other intention, e.g. to claim an inheritance, to reclaim a debt to them, or for any other business purpose; they replied: "No". Then Umar ra said: "In that case restart your deeds (like people who have done no evil deeds)".What Umar ra implied was that having come to the Holy House solely for Allah's sake, their previous evil deeds were forgiven. They can now start anew. The second point that becomes clear from the Hadeeth under discussion is that no evil word shall be spoken. The Ulamaa have explained that the word "rafath" (evil speech) includes every single form of words which are unseemly, nonsensical and unnecessary to such an extent that even the mention of sexual relations with one's wife is also included. To indicate or insinuate such actions with hand signs or the eyes, should be refrained from. All such actions and others which stir passions and lust are condemned.
The third point towards which attention is drawn is "fusooq", which here signifies every single form of disobedience to Allah's will. One should especially avoid any form of argument and dispute. In one Hadeeth our Rasoolullah sallallahu alayhi wasallam has said: "The beauty of Hajj is attained by speaking amicably with others and to feed them." To argue with fellow Hujjaaj and to fight with them is the opposite of amicable speech. Hence it is the duty of a Haajji not to criticise his fellow Hujjaaj, to meet everyone with love, humility and humbleness, and to deal with them in a most friendly manner. Some Ulamaa have explained that to meet others in a friendly manner does not only mean that one should not hurt or trouble one's fellow men. It means that one should (without retaliation) bear and pardon the hurt that comes from their side to you.
The word safar (a journey) means in actual fact "to expose", "to make clear". The Ulamaa informs us that a journey is called safar in Arabic because on a journey one's character is exposed and becomes clear.
engKALAK@indigenous fruit of Sarawak
Buah means fruit in bahasa Malaysia. So buah engkalak simply means engkalak fruit. Engkalak or Litsea garciae belong to the same family as avocado. I never like this fruit before but started to love it when I was forced to try it 10 years ago. The creamy avocado like taste becomes tastier when you consume it with salt. As the fruits mature, they will turn a bright pink. However, they are only ready to be eaten when they turn a deeper red and the flesh has become soft. 
It has been many years back, since my tour of duty to other states and countries, I have missed the creamy engkalak.BORNEO indigenous fruit::daBAI
In this release, I would like to share you one of the local fruit that I really obsessed with. The rich biodiversity of the tropical rain forest in Sarawak offers an excellent source of fruits and vegetables. Canarium odontophyllum or commonly known as Dabai is popular among people living in Sarawak and also to many foreigner who had stayed for some time in Sarawak. The domesticated plant can be classified as indigenous fruit to Borneo and has been consumed by the rural as snack food. In Brunei it is called kembayau. Sarawakians called it buah dabai (dabai fruit). It can be found mainly in Sibu a.k.a. Sibu “olive”, however, like anything that can reap profit this little fruit has made it ways to every market in Sarawak. It is now a highly demanded seasonal fruit, hence the relatively high selling tag price.The way to eat it is first rinse it then soaks in lukewarm water until it softens. You will never ever soften it by boiling. And, if you find that statement was illogical, believe me; try your best to do it! You can either eat it straight (I mean after you have softened it) or season with salt or black sweet or salty soy sauce to enhance the yellowish fresh creamy taste. Another way to ‘cook’ it, as demonstrated by friend Jonannes, is by soaking it with black soy sauce for at least four hours. Some people prefer to preserve it with coarse salt after deseeding it and that to me is the byproduct of the Dabai fruit. Nowadays, many Malay restaurants in Sarawak commercialized it under a menu called Dabai Fried Rice…yummy…yummy..!!.however, for those who have unmanageable hypertension and cholesterol, my advice is think twice before you consume…cheers
...after 30 years I'd never even touch the ball..!!
I never like this game – tennis. The last time I ever hold the racket was in 1981, I think! However, during one fine boring evening at Damai Beach Resort Kuching after strolling along the over explored beach, we went around the premise exploring the old but managed facilities, my avid tennis colleagues Hassan and Haniff were practicing their swing and invited us – Frankie, Anuar and me to join them. Playing tennis!?..I must be kidding myself ……….and that would be my last thing to do!! After about 5 minutes of intensive coaching on how to hold the racket I was already on the court?!!..believe me, it was horrible of me. It was a good sweating out though.
After 42 years.............
News
|
Unfortunately sad to share, on 21st October 2011, Libya's ex-leader Col Muammar Gaddafi has been killed after an assault on his birthplace of Sirte, officials say.
Acting Prime Minister Mahmoud Jibril announced the death, and later said the colonel had been killed in a crossfire between Gaddafi loyalists and fighters from the transitional authorities. He confirmed that Col Gaddafi had been taken alive, but died of bullet wounds minutes before reaching hospital.
Video footage suggests he was also dragged through the streets.
It is unclear from the footage, broadcast by al-Jazeera TV, whether he was alive or dead at the time.
Acting Prime Minister Mahmoud Jibril announced the death, and later said the colonel had been killed in a crossfire between Gaddafi loyalists and fighters from the transitional authorities. He confirmed that Col Gaddafi had been taken alive, but died of bullet wounds minutes before reaching hospital.
Video footage suggests he was also dragged through the streets.
It is unclear from the footage, broadcast by al-Jazeera TV, whether he was alive or dead at the time.
US President Barack Obama said it was a "momentous day" for Libya, now that tyranny had fallen. He said the country had a "long and winding road towards full democracy", but the US and other countries would stand behind Tripoli.
Col Gaddafi was toppled from power in August after 42 years in charge of the country. He was fighting his last stand in Sirte alongside two of his sons, Mutassim and Saif al-Islam, according to reports.
Acting Justice Minister Mohammad al-Alagi told the AP news agency Saif al-Islam had been captured and taken to hospital with a leg wound.
A corpse that officials identified as that of Mutassim has been laid out in a house in the city of Misrata, where locals have been queuing to take pictures.
The body of Col Gaddafi has also reportedly been taken to Misrata.
Nato, which has been running a bombing campaign in Libya for months, said it had carried out an air strike earlier on Thursday.
French Defence Minister Gerard Longuet said French jets had fired warning shots to halt a convoy carrying Col Gaddafi as it tried to flee Sirte. He said Libyan fighters had then descended and taken the colonel.
Proof of Col Gaddafi's fate came in grainy pieces of video, first circulated among fighters, and then broadcast by international news channels.
The first images showed a bloodied figure presumed to be Col Gaddafi. Later, video emerged of the colonel being bundled on to the back of a pick-up truck after being captured alive. None of the video footage has been independently verified though.
Mr Jibril, number two in the National Transitional Council (NTC), held a news conference in Tripoli to confirm the colonel's death.
"We have been waiting for this moment for a long time. Muammar Gaddafi has been killed," he said.
Later, he told journalists that a "forensic report" had concluded that the colonel had died from bullet wounds after he had been captured and driven away.
"When the car was moving it was caught in crossfire between the revolutionaries and Gaddafi forces in which he was hit by a bullet in the head," said Mr Jibril, quoting from the report.
"The forensic doctor could not tell if it came from the revolutionaries or from Gaddafi's forces."
Earlier, some NTC fighters gave a different account of the colonel's death, saying he had been shot when he tried to escape.
One NTC fighter told the BBC that he found Col Gaddafi hiding in a hole, and the former leader had begged him not to shoot. The fighter showed reporters a golden pistol he said he had taken from Col Gaddafi.
Arabic TV channels showed images of troops surrounding two large drainage pipes where the reporters said Col Gaddafi was found.
Libyans gathered in towns and cities across the country to celebrate the reports of the colonel's death.
The BBC's Gabriel Gatehouse has visited the drain where Col Gaddafi was reportedly found by NTC forces. Groups of young men fired guns in the air, and drivers honked horns in celebration.
World leaders urged the NTC to carry through its promise to reform the country.
UK Prime Minister David Cameron, who had taken a leading role in Nato's intervention, said it was "a day to remember all of Col Gaddafi's victims".
UN Secretary General Ban Ki-moon called it a "historic" moment, but warned: "The road ahead for Libya and its people will be difficult and full of challenges."
Officials said the NTC intended to announce the "liberation of the country" in the coming days, allowing them to begin pushing through democratic reforms that will lead to elections.
the never ending story?!@the symptom of insanity
News
|
I do not really want to share this kind of news, but the whole world knows about this commotion. To me this is just the symptom of insanity, greed and selfishness. And, sad to mention both are from Muslim dominant!! The news was quoted from BBC UK:
Turkish troops backed by fighter jets and helicopter gunships have pursued Kurdish rebels into Iraq. It follows overnight attacks on military installations in Hakkari province, near the Iraqi border, which killed at least 24 Turkish soldiers.
The attacks are thought to have inflicted the biggest loss on Turkish forces since 1993 and President Abdullah Gul has vowed to avenge them.
In recent months, violence between the army and Kurdish rebels has mounted.
The attacks come a day after a blast in the south-east Bitlis province killed five police officers and three others.
Dozens of members of the country's security forces, and at least 17 civilians, have been killed since mid-July.
Turkey has responded with a police crackdown on suspected rebel sympathisers and air strikes on Kurdish sites in northern Iraq. Scores of insurgents have died.
Guerrillas from the Kurdistan Workers' Party, the PKK, are seeking greater autonomy in the country's Kurdish-dominated south-east.
Tens of thousands of people have died in the conflict since 1984.
The latest violence - thought to be at least two simultaneous ambushes - took place in Cukurca and the district of Yuksekova overnight.
Prime Minister Recep Tayyip Erdogan said 24 soldiers were killed and 18 injured, revising an earlier figure of 26 dead.
He said the army had launched "hot pursuit" operations. Security sources and Turkish media said commandos crossed the border by helicopter, and had gone several miles into Iraq.
Turkish planes were also reported to be bombing PKK bases in northern Iraq.
A spokesman for the PKK, Dostdar Hamo, confirmed that clashes had been taking place in two areas since 03:00 (01:00 GMT), the Associated Press news agency reported.
"No-one should forget that those who make us suffer this pain will be made to suffer even stronger," President Gul told reporters. "They will see that the vengeance for these attacks will be great."
According to some reports, 15-20 militants were killed in clashes with Turkish forces.
The prime minister and foreign minister cancelled overseas trips in response to the bloodshed, while the interior and defence ministers rushed to the border area, reports said.
The US and Nato issued statements in support of the Turkish government.
"As a friend and ally, the United States will continue to stand with the people and government of Turkey in their fight against the PKK, which the United States has officially designated as a terrorist organisation," said Francis Ricciardone, the US ambassador to Turkey.
"No political cause, and no religion, can justify terrorism."
This is the biggest attack in terms of soldiers' loss of life since 1993, says the BBC's Jonathan Head in Istanbul, and the public pressure to respond is intense.
The Turkish parliament has recently renewed the law that gives Turkish forces carte blanche to pursue rebels over the border, our correspondent says.
The question is how long it can retain the support of the Iraqi and regional Kurdish governments, particularly as civilians inside Iraq have been killed in some recent operations, he says.
The move also kills any chance of political moves towards reconciliation, he adds.
Turkish troops backed by fighter jets and helicopter gunships have pursued Kurdish rebels into Iraq. It follows overnight attacks on military installations in Hakkari province, near the Iraqi border, which killed at least 24 Turkish soldiers.
The attacks are thought to have inflicted the biggest loss on Turkish forces since 1993 and President Abdullah Gul has vowed to avenge them.
In recent months, violence between the army and Kurdish rebels has mounted.
The attacks come a day after a blast in the south-east Bitlis province killed five police officers and three others.
Dozens of members of the country's security forces, and at least 17 civilians, have been killed since mid-July.
Turkey has responded with a police crackdown on suspected rebel sympathisers and air strikes on Kurdish sites in northern Iraq. Scores of insurgents have died.
Guerrillas from the Kurdistan Workers' Party, the PKK, are seeking greater autonomy in the country's Kurdish-dominated south-east.
Tens of thousands of people have died in the conflict since 1984.
The latest violence - thought to be at least two simultaneous ambushes - took place in Cukurca and the district of Yuksekova overnight.
Prime Minister Recep Tayyip Erdogan said 24 soldiers were killed and 18 injured, revising an earlier figure of 26 dead.
He said the army had launched "hot pursuit" operations. Security sources and Turkish media said commandos crossed the border by helicopter, and had gone several miles into Iraq.
Turkish planes were also reported to be bombing PKK bases in northern Iraq.
A spokesman for the PKK, Dostdar Hamo, confirmed that clashes had been taking place in two areas since 03:00 (01:00 GMT), the Associated Press news agency reported.
"No-one should forget that those who make us suffer this pain will be made to suffer even stronger," President Gul told reporters. "They will see that the vengeance for these attacks will be great."
According to some reports, 15-20 militants were killed in clashes with Turkish forces.
The prime minister and foreign minister cancelled overseas trips in response to the bloodshed, while the interior and defence ministers rushed to the border area, reports said.
The US and Nato issued statements in support of the Turkish government.
"As a friend and ally, the United States will continue to stand with the people and government of Turkey in their fight against the PKK, which the United States has officially designated as a terrorist organisation," said Francis Ricciardone, the US ambassador to Turkey.
"No political cause, and no religion, can justify terrorism."
This is the biggest attack in terms of soldiers' loss of life since 1993, says the BBC's Jonathan Head in Istanbul, and the public pressure to respond is intense.
The Turkish parliament has recently renewed the law that gives Turkish forces carte blanche to pursue rebels over the border, our correspondent says.
The question is how long it can retain the support of the Iraqi and regional Kurdish governments, particularly as civilians inside Iraq have been killed in some recent operations, he says.
The move also kills any chance of political moves towards reconciliation, he adds.
my 1st ever high level function@Egypt
The photo was taken by one of the PICL staff in Egypt. It was my first ever high level function I ever attended during my first Egypt visit in August 2006. The function, organized by our Malaysian Embassy at Egypt hosted by His Excellency, TYT Datuk Zainal, Malaysian Ambassador to Egypt in commemorating Malaysia 49th Independence anniversary. The dinner with all Ambassadors in Egypt was held at El-Soraya, a floating restaurant on the Nile River. She is Married. ...!!!
Congratulations to Humairah and Adam on their solemnization ceremony as husband and wife on 1.10.2011. Simple but a sunnah compliance reception. Immediately after the ‘akad’ or being solemnized by her father, Adam – Humairah’s husband performed a two rakaat prayer, seeking blessing from Allah swt. After the formal reception and doa, we were spoilt by Kak Ani elaborate menu.
It was indeed breaking news to some of us though and Adam’s father despite the excitement confessed to me that he is still at shock. He could not believe that his son has just got married.Anyway, we would like to raise our hands and pray before Allah swt to grant both Humairah and Adam Rahmah, Baraqah and blessing. Wish you all the best and happiness until the end of time.
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