"....semua makhluk ciptaan Tuhan samada manusia,binatang,tumbuhan, alam semulajadi dan sebagainya,saling perlu memerlukan,saling bantu-membantu kerana mereka berkait,terikat antara satu sama lain dalam satu kitaran yang berhubungan. Justeru, jangan diputuskan ikatan itu, kelak, seluruh kitaran akan musnah..." Ahmad Rais Johari
Sunday, April 1, 2012
YouTube Malaysia Dilancarkan Di Malaysia
Tablet Android Google Akan Memulakan Perang Harga

Secara tidak langsung tablet Google akan turut bersaing dengan jenama tablet prestasi tinggi seperti Samsung, Motorola, Sony, BlackBerry serta iPad. Khabarnya tablet Google itu akan diperkenalkan sekitar Mei 2012 pada harga antara RM400-RM800 ($199-$299 Dolar Amerika) yang mana hampir kesemua orang mampu untuk memilikinya.
Ura-ura awal mengatakan Google mahu menjual tablet mereka pada harga lebih rendah namun tindakan sebegitu akan mendapt tentangan pengeluar tablet Android lain seperti Samsung, Motorola, Sony, Acer serta Asus sendiri. Ia akan memulakan perang harga.
Jika harga tablet Google disasarkan pada paras rendah kemudian ia mendapat sambutan hangat, pengeluar lain akan terpaksa menurunkan lagi tablet mereka untuk meraih perhatian pengguna, kesannya mungkin akan merugikan pengeluar tablet yang sebelum ini sudah mengeluarkan tablet dalam lingkungan harga RM1500-RM1800. Kami merasa tablet Android Google pasti mendapat sambutan hangat. Siapa untung? Pengguna tablet.
(Sumber - http://www.iawani.com)
Saturday, March 31, 2012
World's Best CEOs by By ANDREW BARY
As Warren Buffett sees it, the best CEOs always think like business owners. What he means is that great leaders combine passion, commitment, creativity, and an entrepreneurial drive. That mix isn't easy to find, but Buffett definitely is onto something. So, as Barron's drew up its annual list of the 30 best CEOs around the world, we looked hard for ownership mentalities.
Buffett certainly has one. Berkshire Hathaway
Our list includes a mix of familiar names, like JPMorgan Chase's
It was a tough call to remove several other former members of our club, like Gordon Nixon of Canada's Royal Bank
Our list is global. Eighteen CEOs come from the U.S., seven from Europe, three from Asia, and one each from Australia and Canada. To see Profiles of all 30 leaders click here.
Our selection process isn't based on any formula. It reflects the views of theBarron's staff, drawing on insight from investors, analysts, and executives. Of course, as an investment-oriented magazine, we do look closely at stock-price performance. The best CEOs deliver for all "stakeholders" -- customers, employees and investors. There's no better example of that than Schultz, who provides health insurance and retirement accounts even to part-timers in an industry not known for good treatment of workers. With Starbucks shares up 50% in the past year, shareholders aren't complaining.
We require a CEO to have been on the job for at least three years -- and we prefer five years -- because it takes time to have an impact on a large organization. We generally want companies to have market values of at least $5 billion.
It takes a global perspective to run any big company, and the most successful CEOs tend to be those that have a winning international strategy.
Yum! Brands,
Notable innovators include Marc Benioff, the brash founder of Salesforce.com, which pioneered the delivery of software over the Internet and created a $20 billion company from the cloud. Joseph Papa has turned Perrigo into the leading supplier of generic over-the-counter drugs -- and generated one of the best shareholder returns in the Standard & Poor's 500 in the past five years. His obsession with quality control is paying off at a time when makers of branded products like Johnson & Johnson
Lew Frankfort has worked for Coach for three decades, and led the company since it was taken public by Sara Lee
The little-known Tadashi Yanai of Fast Retailing
Intel's Otellini has done a lot to make the pioneering chip maker relevant again -- and less reliant on personal computers. It's a closet play on the cloud because it makes the bulk of the processors used by servers that store a soaring amount of data, and it's also getting traction in mobile, long a weak spot. Intel's combination of an ample dividend and stock buybacks is a model for how tech companies ought to return cash to shareholders.
We put Larry Fink of BlackRock in our first list of top CEOs in 2005, when he wasn't well known outside of Wall Street. He has rewarded that selection by becoming an industry leader and a go-to guy for policymakers when they need an honest view of business and finance.
Fink isn't afraid to speak his mind. BlackRock may be one of the globe's largest bond managers, but that didn't stop the firm from running recent newspapers ads highlighting the risk in U.S. Treasuries: "2% isn't a return; it's a retreat."
If you think we put the wrong people on the list or want to make a suggestion for next year, please write to editors@barrons.com. We take advice seriously.
Friday, March 30, 2012
Berkerja Sebagai Suatu Ibadah Untuk Membangunkan Agama, Bangsa dan Negara - Tn Hj. Junaidi Muslim
Thursday, March 29, 2012
Wacana Siri 12 : Rasuah Politik, Persepsi atau Realiti Tegang?
Bangunan Suria KLCC Terbakar
Universities leading the way with education technology
by Steven Schwartz
Georgia Institute for Technology's Center for 21st Century Universities(C21U) is a self-described living laboratory for fundamental change inhigher education. Its mission: to foster and accelerate the innovation, validation, adoption and deployment of disruptive ideas-particularly those involving technology in the service of teaching and learning, industry wide.
Accelerate is just the right word. When it comes to change, we are reaching warp speed.
Sebastian Thrun's Udacity courses in building a search engine and programming a robotic car have attracted thousands (including me). Apart from teaching, Thrun has set himself the goal of democratising education; education should be free. Accessible for all, everywhere, and any time.
While I have your attention, drop in to the Khan Academy which, with a library of more than 3,000 videos covering everything from arithmetic to physics, finance, and history and 315 practice exercises, you will find that it too is on a mission to help you learn what you want, when you want, at your own pace.
For another glimpse of the future pop in to MITx where 90,000 people are studying 6.002x (circuits and electronics), and which has set itself the modest goal of organising and presenting course material to enable students to learn worldwide.
Writing for The Guardian's Higher Education Network, Matthew Draycottdeclared himself surprised that the impact of "disruptive technological methodologies" was not top of mind in UK higher education circles.
He is right to be surprised. I am surprised that he is not thoroughly gobsmacked. The future is all around yet many of us in universities have our eyes wide shut.
There is no need to go all apocalyptic over the technological 'disruption'. Bricks and mortar universities (particularly those made of very old bricks and ancient mortar) are not about to disappear.
But if they don't 'do something' then their hallowed halls (and their mischievous postmodern equivalents) will in some distant time reverberate to the sound of a melancholy, long, withdrawing roar (to borrow Matthew Arnold's peerless phrase) as many students leave to seek alternative forms of higher education.
And what will be the hallmark of these alternatives (or perhaps replacements)?
They will put students front and centre of all they do. Agrarian-legacy lengthy holidays will end and teaching will take place year round to cater to the increasingly busy lives of students. They will be able to study any time, night or day.
Students will study what they want to study, not what academics wish to teach.
Technology will be tailored to students' needs. Online offerings will be as familiar as YouTube, but they won't merely be images from a camera plonked in front of a traditional class with a traditional lecturer fumbling with a traditional Power Point presentation. They will be bespoke, well made, smartly edited videos or other visual presentations designed with the student in mind.
Universities will increasingly share resources with other universities – perhaps students at University A will study electronics by video from University B, which specialises in the field; while students at University A will study, say, ancient history presented by the specialists at University B.
These are just some ideas. What else do we need to do to adapt to the future that's already arrived?
Steven Schwartz is vice-chancellor of Macquarie University in Sydney, Australia
Wednesday, March 28, 2012
Khairy dilantik Pengerusi PUNB
Tuesday, March 27, 2012
Dato' Onn Jaafar - Negarawan Yang Mendahului Zamannya
Which countries have nuclear weapons?
Countries and their nuclear weapons | ||
|---|---|---|
| Country | Operational and strategic weapons* | Total arsenal** |
SOURCE: FEDERATION OF AMERICAN SCIENTISTS, AS OF 6 MARCH 2012
| ||
Russia
|
2,430
|
10,000
|
US
|
1,950
|
8,500
|
France
|
290
|
300
|
China
|
0
|
240
|
UK
|
160
|
225
|
Israel
|
0
|
80
|
Pakistan
|
0
|
90-110
|
India
|
0
|
80-100
|
North Korea
|
0
|
Fewer than 10
|


