Cinta Hidup

Ya... saya tahu saya dah melanggar prinsip. Memang CD ini mereupakan CD cetak rompak. Meskipun begitu, semasa album 'Cinta Hidup' Dato' Shake ini dikeluarkan sekitar tahun 80an; belum ada teknologi CD lagi. Semuanya dalam bentuk kaset. Saya pula tidak dapat membelinya kerana masih kanak-kanak dan tidak mempunyai peruntukan. Dan selepas itu pula; Warner Music tidak pernah mengeluarkan lagi album ini dalam apa-apa format; sehinggalah kawan sepejabat saya terjumpa dengan 'rakaman rompak' ini di Amcorp Mall beberapa minggu lalu.

Ini merupakan satu-satunya album konsep yang pernah dikeluarkan di Malaysia "CINTA HIDUP". Sesungguhnya saya memang meminati lagu-lagu dari album ini yang masih malar segar di minda saya seperti Cinta, Ingatan, Nyanyian Kalbu, Anugerah Dari Kegagalan, Hidup dan Utusan Untuk Keluarga.

Jika ada sesiapa yang memiliki Album Asli Cinta Hidup, boleh menjualnya pada saya. Memang nak sangat menjadikannya 'Collector's Item' !!!

Oscar Awards 2012 : The complete list of winners

1. Best Picture: The Artist

2. Best Actor: Jean Dujardin, The Artist

3. Best Actress: Meryl Streep, The Iron Lady

4. Best Supporting Actor: Christopher Plummer, Beginners

5. Best Supporting Actress: Octavia Spencer, The Help

6. Best Directing: Michel Hazanavicius, The Artist

7. Best Foreign Language Film: A Separation, Iran

8. Best Adapted Screenplay: Alexander Payne, Nat Faxon and Jim Rash, The Descendants

9. Best Original Screenplay: Woody Allen, Midnight in Paris

10. Best Animated Feature Film: Rango

11. Best Art Direction: Hugo

12. Best Cinematography: Hugo

13. Best Sound Mixing: Hugo

14. Best Sound Editing: Hugo

15. Best Original Score: The Artist

16. Best Original Song: Man or Muppet from The Muppets

17. Best Costume Design: The Artist

18. Best Documentary Feature: Undefeated

19. Best Documentary Short: Saving Face

20. Best Film Editing: The Girl With the Dragon Tattoo

21. Best Makeup: The Iron Lady

22. Best Animated Short Film: The Fantastic Flying Books of Mr. Morris Lessmore

23. Best Live Action Short Film: The Shore

24. Best Visual Effects: Hugo

SPECIAL PLATES FOR CARS IN MALAYSIA

Special plates, i.e. plates using special, distinctive prefixes, are available at extra cost. These special prefixes, depicted in their originally stylised form when possible, may denote the brand of the car (such prefixes are often used, for example, on Proton and Perodua cars) or special events. Among the more commonly used special prefixes are:

Proton :
Issued for certain Proton cars

Perodua :
Issued for certain Perodua cars

WAJA :
Issued for Proton Waja cars

Chancellor :
Issued for Proton Chancellor cars

Persona :
Issued for Proton Persona cars

Satria :
Issued for Proton Satria cars

Tiara :
Issued for Proton Tiara cars

Perdana :
Issued for Proton Perdana cars

LOTUS :
Issued for Lotus cars

KRISS :
Issued for Modenas Kriss motorcycle

Jaguh :
Issued for Modenas Jaguh motorcycle

NAZA :
Issued for Naza vehicles

SUKOM :
Issued only during the 1998 Commonwealth Games, which was held in Kuala Lumpur at that year

XIII NAM :
Isued only during the 2003 NAM Summit which was held in Kuala Lumpur at that year

X OIC :
Issued only during the 2003 OIC Summit which was held in Kuala Lumpur at that year

XI ASEAN :
Issued only during the 2005 ASEAN Summit which was held in Kuala Lumpur at that year

BAMbee :
Issued only during the 2000 Thomas and Uber Cup which was held in Kuala Lumpur at that year

XXX IDB :
Issued to members and participants of the Islamic Development Bank conference

G1M :
Issued to symbolize 1Malaysia concept

The Seven Habits of Spectacularly Unsuccessful Executives (7/7)

Habit #7: They stubbornly rely on what worked for them in the past

Many CEOs on their way to becoming spectacularly unsuccessful accelerate their company’s decline by reverting to what they regard as tried-and-true methods. In their desire to make the most of what they regard as their core strengths, they cling to a static business model.They insist on providing a product to a market that no longer exists, or they fail to consider innovations in areas other than those that made the company successful in the past. Instead of considering a range of options that fit new circumstances, they use their own careers as the only point of reference and do the things that made them successful in the past. For example, when Jill Barad was trying to promote educational software at Mattel,she used the promotional techniques that had been effective for her when she was promoting Barbie dolls, despite the fact that software is not distributed or bought the way dolls are.

Frequently, CEOs who fall prey to this habit owe their careers to some “defining moment,” a critical decision or policy choice that resulted in their most notable success. It’s usually the one thing that they’re most known for and the thing that gets them all of their subsequent jobs. The problem is that after people have had the experience of that defining moment, if theybecome the CEO of a large company, they allow their defining moment to define the company as well – no matter how unrealistic it has become.

Warning Sign of #7: Constantly referring to what worked in the past

The bottom line: If you exhibit several of these traits, now is the time to stamp them out from your repertoire. If your boss or several senior executives at your company exhibit several of these traits, now is the time to start looking for a new job.

Source : (http://www.forbes.com/sites/ericjackson/2012/01/02/the-seven-habits-of-spectacularly-unsuccessful-executives/3/)

The Seven Habits of Spectacularly Unsuccessful Executives (6/7)

Habit #6: They underestimate obstacles

Part of the allure of being a CEO is the opportunity to espouse a vision. Yet, when CEOs become so enamored of their vision, they often overlook or underestimate the difficulty of actually getting there. And when it turns out that the obstacles they casually waved aside are more troublesome than they anticipated, these CEO shave a habit of plunging full-steam into the abyss. For example, when Webvan’s core business was racking up huge losses, CEO George Shaheen was busy expanding those operations at an awesome rate.

Why don’t CEOs in this situation re-evaluate their course of action, or at least hold back for a while until it becomes clearer whether their policies will work? Some feel an enormous need to be right in every important decision they make, because if they admit to being fallible, their position as CEO might seem precarious. Once a CEO admits that he or she made the wrong call, there will always be people who say the CEO wasn’t up to the job. These unrealistic expectations make it exceedingly hard for a CEO to pull back from any chosen course of action, which not surprisingly causes them to push that much harder. That’s why leaders at Iridium and Motorola (MMI) kept investing billions of dollars to launch satellites even after it had become apparent that land-based cellphones were a better alternative.

Warning Sign of #6: Excessive hype

http://www.forbes.com/sites/ericjackson/2012/01/02/the-seven-habits-of-spectacularly-unsuccessful-executives/3/

The Seven Habits of Spectacularly Unsuccessful Executives (5/7)

Habit #5: They are consummate spokespersons, obsessed with the company image

You know these CEOs: high-profile executives whoare constantly in the public eye. The problem is that amid all the media frenzy and accolades, these leaders’ management efforts become shallow and ineffective. Instead of actually accomplishing things, they often settle for the appearance of accomplishing things.

Behind these media darlings is a simple fact of executive life: CEOs don’t achieve a high level of media attention without devoting themselves assiduously to public relations. When CEOs are obsessed with their image, they have little time for operational details. Tyco’s Dennis Kozlowski sometimes intervened in remarkably minor matters, but left most of the company’s day-to-day operations unsupervised.

As a final negative twist, when CEOs make the company’s image their top priority, they run the risk of using financial-reporting practices to promote that image. Instead of treating their financial accounts as a control tool, they treat them as a public-relations tool. The creative accounting that was apparently practiced by such executives as Enron’s Jeffrey Skilling or Tyco’sKozlowski is as much or more an attempt to promote the company’s image as it is to deceive the public: In their eyes, everything that the company does is public relations.

Warning Sign of #5: Blatant attention-seeking

Source : (http://www.forbes.com/sites/ericjackson/2012/01/02/the-seven-habits-of-spectacularly-unsuccessful-executives/2/)

The Seven Habits of Spectacularly Unsuccessful Executives (4/7)

Habit #4: They ruthlessly eliminate anyone who isn’t completely behind them

CEOs who think their job is to instill belief in their vision also think that it is their job to get everyone to buy into it. Anyone who doesn’t rally to the cause is undermining the vision. Hesitant managers have a choice: Get with the plan or leave.

The problem with this approach is that it’s both unnecessary and destructive. CEOs don’t need to have everyone unanimously endorse their vision to have it carried out successfully. In fact, by eliminating all dissenting and contrasting viewpoints, destructive CEOs cut themselves off from their best chance of seeing and correcting problems as they arise. Sometimes CEOs who seek to stifle dissent only drive it underground. Once this happens, the entire organization falters. At Mattel, Jill Barad removed her senior lieutenants if she thought they harbored serious reservations about the way that she was running things. Schmitt created such a threatening atmosphere at Rubbermaid that firings were often unnecessary. When new executives realized that they’d get no support from the CEO, many of them left almost as fast as they’d come on board. Eventually, these CEOs had everyone on their staff completely behind them. But where they were headed was toward disaster. And no one was left to warn them.

Warning Sign for #4: Executive departures

Source : (http://www.forbes.com/sites/ericjackson/2012/01/02/the-seven-habits-of-spectacularly-unsuccessful-executives/2/)