buku persaraan

Dato’ HajiImran bin Idris

3 5 y e a r s o f d e v o t i o n

Project AdvisorTn. Hj Mohd. Ghaus Ab. Kadir

Project CoordinatorHarun Sahat

Project DirectorDr. Zainal Azhar Zainal Abidin

Book Production

Coordinator/ResearcherNizam Mohd Nasir

WriterKhairun Nisah Selamat

Teo Tang Ghee

Graphic DesignerKu Adnan Ku Hassan

Mohd Razif MustaphaRafizah Shaharuddin

Video Production

ResearcherMohd Mamsin Anor Kassim

Creative DirectorTengku Besaruddin Shah Tengku Yaakob

EditorJamri Kasim

Norazlina Ahmad

CameramanMohd Azrai Abu Bakar

Muhamad Ihsan RokemanAhmad Fadiatuddin Mat Tahir

TechnicalAhmad Aftas Azman

3D DesignerNor Shukor Ali

A Retirement Tribute to Dato’ Haji Imran bin Idris : 35 Years of Devotion

First Edition, September 2010©Politeknik Seberang Perai

Published by Politeknik Seberang Perai

©All rights reserved. No part of this publication can be reproduced, stored in retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying, recording or otherwise without the prior permission of the copyright owner.

Perpustakaan Negara Malaysia Data Pengkatalogan-dalam-PenerbitanA Retirement Tribute to Dato’ Haji Imran bin Idris : 35 Years of DevotionISBN 978-983-44298-4-31. Politeknik Seberang Perai. 2. Universities and colleges--Pulau Pinang--Permatang Pauh. 3.Education, Higher--Pulau Pinang--Permatang Pauh.378.595113

Idea & ConceptCIDM Politeknik

Design & LayoutCIDM Politeknik

Published byPoliteknik Seberang PeraiJalan Permatang Pauh13500 Permatang PauhPulau Pinang

�

pro

ject

tea

m

This retirement tribute book is written

to recognize and honour the outstanding service and role

of the first Director General of

Polytechnic Education Department, Ministry of Higher Education Malaysia,

Dato’ Haji Imran bin Idris,

who has made significant contributions to technical and

polytechnic education in a career that spanned 35 years.

Dato’ Imran bin Idris is instrumental to the growth of polytechnic education

and the setting up of community colleges

for the benefit of the youths in Malaysia.

Achieving a ‘first’ in many fronts, Imran is an educator with a high

commitment in bringing change through education.

This book aims at capturing the contributions, values and philosophies of our

Director General to inspire others in the organization.

Contents in this book are arranged in four sections and are based on a 4-hour

interview with Dato’ Haji Imran.

•

�

pre

face

The Early Years

� A family portrait

THE EARLY YEARS

Born on 29 September 1952, Imran received his primary

schooling in Sekolah Jenis Kebangsaan Batu Pekaka,

Kuala Ketil, Kedah. The English medium school was

without basic amenities at that time but it had a multiracial

composition which gave Imran a wider perspective on

life.

It was there that he learned independence and

tolerance. He recounted that students in those days

did things by themselves and worked together. He felt

fortunate to have Kirkby and Brinsford-trained teachers

taught him during his formative years. He felt indebted

to his teachers and appreciated that they were willing to

serve far away from their hometowns. Imran attributed his

wide worldview to his teachers who were mainly Chinese

and Indians. “I can see a lot of people working together,

tolerance was practised in those days and this is something

I came to cherish very much in later years,” he said.

As a young boy growing up in a small town in the

sixties, Imran faced challenging times and soon learned

that things do not come easy. His parents taught him that

one has to work hard for what one wants. “My parents

had formal schooling although they didn’t have the

opportunity to pursue secondary education. They were

concerned about studies but they didn’t pressure me,” he

said. His parents’ economic circumstances motivated him

to do something for himself so that they could benefit from

his success.

Imran felt a sense of pride when he was selected

to enter the prestigious Malay College Kuala Kangsar

as it was the only English medium boarding school for

Malay students at that time. Imran quickly learned to

be independent when submerged in a school culture of

freedom and independence where ‘the students virtually

ran the school’. He felt he did not stand out as all the

students were smart and intelligent since they were

specially selected for admission to the college.

Malay College Kuala Kangsar (MCKK) is a premier and first fully residential school in Malaysia. Established on 2nd January 1905, it was originally known as the Malay Residential School of Kuala Kangsar. Initially founded to educate the Malay elites, it changed dramatically as a result of rising Malay nationalism since 1947.

MCKK has been the school for many prominent Malaysians such as kings, sultans, prime ministers, ministers as well as senior officials in the Government and leading figures in the private sector.

SK Batu Pekaka


ARetirement Tribute to �

Prep School �9��malay college kuala kangsar

When Imran was in Form 4 and Form 5, he was

fascinated by engineering projects and that fueled his

interest in engineering. Incidentally, engineering was a

popular choice among top scholars at that time. Imran

was inspired by the old boys who came back during the

weekends and held forums. “I wanted to be among the

top students and felt that engineering would give me more

satisfaction,” said Imran.

Imran won a scholarship from the Ministry of

Education and went on to pursue a degree in Mechanical

Engineering at the University of Liverpool in UK after

passing his Higher School Certificate (HSC). Two things

struck him while he was there – British courtesy and

studying at the university was easier than studying for

HSC!

Founded in 1881, the University of Liverpool has an impressive history of pioneering education and research, with a particular emphasis on ‘education for the professions’.

On a riverside cruise while in EuropeWith a friend at the English countryside

9

Feeding pigeons at Trafalgar Square

Sailing Through an Eventful Journey

The happiest moment of my life was to be able to care for my parents

��

SAILING THROUGH AN EVENTFUL JOURNEY

A Grateful Son

At the age of nineteen when

many young adults are mulling

over their true self-identity,

Imran was already on his way to

shoulder huge responsibilities

to his family and his career.

“When I came back to Malaysia

in 1975, I really wanted to do

the best I could as a grateful son

to my parents, to return their

kindness in bringing me up and making me what I am. I

wish to make them happy and that they do not have to live

a hard life anymore.” Imran reminisces, “I looked back

at all those years and saw how far I had come and how

much they had done for me. He credited his parent for

encouraging him each time he fell. It was their guidance

that helped him to overcome fears, disappointments and

frustrations.

A Versatile Lecturer

Imran marched on his first few years as a lecturer in the

Politeknik Ungku Omar making the most of his expertise

in two disciplines, engineering and education. He found

himself experiencing and learning new things day by day,

managing people and maintaining equipment.

“Politeknik Ungku Omar is an established

polytechnic. The graduates then were well respected and

well regarded by the public and private sectors. This I

thought was related to both the performance of the staff

and also the performance of the students. The students

showed consistent results in exams. This goes to prove the

correlation between the two. Good teachers produce good

students.”

Named after the late Dato’ Profesor Ungku Omar Ahmad, Politeknik Ungku Omar (PUO) was the first polytechnic established in Malaysia. It started its operation in 1969 and has produced competent technicians in the engineering field, executive officers and semi professionals in both the public and private sectors. In 2010, PUO was recognized as a Premier Polytechnic, ready to lead the process of transformation.

A young scholar at theUniversity of Liverpool,UK


ARetirement Tribute to ��

In recalling his past experience, Imran mentions

how learning by doing was so much emphasized in the

classrooms and workshops. Lecturers and students gained

practical experience

when they had to

maintain equipment

themselves. A natural

learning environment

should be created in

the classrooms so

that knowledge can

be gained through

research, trial and

error and networking.

It is important to

create a learning

environment where knowledge can be acquired from many

resources. Involving students in project work, for instance,

allows the students to assume responsibilities. They

are responsible for what they learn. When empowered,

students ask questions, seek answers and begin to analyze

information, hence leading them to be more critical and

creative and gradually training them to be independent

learners. Imran emphasises, “Students need to be guided

and nurtured. They need to be given a strong foundation

before they are left on their own.” A close relationship

between lecturers and students would result in better

interaction and improved performance.

An Outstanding School Principal

A young Imran thought that

he would be a lecturer forever,

but his career path took a

turning when he was promoted

to become a school principal

at the age of 27. He felt that

during his time it was rather

unusual for an engineering

degree holder to be leading a school. To him it was a big

challenge to prove the common perception wrong, that

technical people are not good at leading an institution.

When he stepped into Sek. Men. Vokasional Ipoh as a

Principal he had to bear the pressure to do well.

“Ungku Omar Polytechnic (PUO) is an established polytechnic. The graduates then were well respected and well regarded by the public and private sectors.”

Escorting a VIP on a visit to PUO

SMV Ipoh PTA’S AGM

Principal of SMV Ipoh

��

A Tenacious Principal

Politeknik Batu Pahat was

then sharing its premises with

Sekolah Menengah Teknik

Johor Bahru when Imran was

appointed the Principal. He

found himself given a new

role to play. With patience and

determination things were put in place. He thought the

geographical location of the polytechnic had its advantage.

Being near Singapore, the staff of the polytechnic had

many opportunities to visit technical exhibitions held in

Singapore.

“The lecturers took a log book with them to note

the specifications of mechanical and civil engineering

equipment they saw at the exhibitions, giving them the

advantage of being at the front line, to be informed of the

latest updates on technology.” Lecturers need to equip

themselves not only with learning and thinking skills but

they also need to aquire information and communication

technology literacy. Imran advises lecturers to keep abreast

of changing trends in technical education.

However, his experience in playing a multi-faceted role

in Politeknik Ungku Omar was all that he needed to fall

back on.

He managed to make a significant improvement in the

students’ academic performance despite having to face

the challenges in disciplining them. At the point when the

academic results showed an upward trend he had to leave

Sek. Men. Vokasional Ipoh to report for duty at the Batu

Pahat Polytechnic.

Politeknik Batu Pahat started its operation in 1983 and was made a Training Centre for the Polytechnic Staff in 1993. Today, the institution is better known as University Tun Hussein Onn (UTHM).

Sekolah Menengah Vokasional Ipoh has undergone various changes since its establishment in 1930 as a Goverment Trade School. Now known as Sekolah Menengah Teknik Lebuh Cator, the school offers technical and vocational subjects aimed at developing students’ technical competencies.

PBP Community event


ARetirement Tribute to �4

A Persistent Leader

Imran found the 12-year stint spent in Politeknik Alor

Setar (POAR), later known as Politeknik Sultan Abdul

Halim Mu’adzam Shah (POLIMAS), quite substantial in

terms of planning, executing, evaluating and seeing the

results. “On the other hand, 12 years might be too long.

In managing an institution, after five years one would tend

to repeat the same cycle. In any organisation there will

be progress, stagnation, … it will plateau off and there’ll

be signs of decline. The leader needs to do something

different. It’s always a learning process when one reaches

a 5-year period in administration,” he says.

Imran stresses that the love for teaching among

staff is essential for a teaching institution. His challenge

was to get staff to be dedicated and to be serious in their

jobs. He wanted to inculcate discipline in the students and

see them serious in their studies. Imran aimed to make

sure lecturers have self confidence which he thought was

lacking.

It was in POLIMAS that he paved the way to

establish collaborative relationships with the industry.

When he was with PUO, he found that engagement with

the industry was minimal. At that time, there did not seem

to be a need because clients were from the government

sectors. Imran admits, “When engaging with the industry,

I felt inferior in terms of our

knowledge and abilities. We

lack courage and confidence.”

However, a study visit to

Canada made him realize the

importance of engaging with

the industry. He reflects, “If

we were the private sector,

we’d expect a high ROI (return on investment).” He adds,

“Our people must know their jobs well, be experts in their

own fields, be dedicated and have the correct attitude first.

Having the abilities and confidence makes it easier to

engage with the industry.”

POLIMAS management team

A study visit to Canada

��

Officiating a seminar in POLIMAS

Imran saw an opportunity to collaborate with

companies like Kedah Marble, Matsushita and Siemens

in Jitra and so he reached out to the industry starting

with personal contacts. He described the Research and

Consultancy Unit he set up in POLIMAS as the icing on

the cake. Staff was able to do consultancy work with the

industry.

In response to a question about how he felt when

he had to leave POLIMAS, he replied, “Fresh blood was

needed to take the polytechnic to the next level.”

A Visionary Director

When Imran left POLIMAS and climbed up the ladder to

assume the post of Director of Technical and Vocational

Curriculum Division, he had the opportunity to make a

difference. “Curriculum is a very influential tool; it is the

basis of the whole process, so when I was asked to lead

the Curriculum Division. I got the opportunity to put in all

the theory, to realize what I thought should be there.” He

realized that it was the curriculum that would determine

the output. In other words, the curriculum determines the

quality of the students produced.

“We are accountable for developing students

who are knowledgeable and skilful and at the same

time enthusiastic about their own learning. Ultimately

they should be able to use their knowledge and skills to

function effectively in their undertakings. We need to be

comprehensive but yet be realistic in achieving our goals.”

Imran explains his vision, “The real process of learning is

to relate what is learned in the classroom to the real world

outside the classroom.” “Curriculum is a very influential tool; it is the basis of the whole process, so when I was asked to

lead the Curriculum Department I got the opportunity to put in all the theory, to realize what I

thought should be there.”

With the former Minister of Higher Education Malaysia, Datuk Dr Hj Shafie Mohd Salleh



Conferred the Dato’ Setia DiRaja Kedah (DSDK) by His Royal Highness the Sultan of Kedah.

�7

Commanding A Crew Of Agents Of Change

At the Official opening of Gerik Community College, 2007

�9

staff develop themselves. “When I see people grow, that’s

most satisfying.” He believes that if he can make them

grow, he has succeeded in placing another agent down

the line to bring about the desired change. Emphasizing

accountability, Imran puts in a considerable amount of

effort to make his staff aware that they are accountable

for themselves. Making this his main target, he wants the

staff to be interested and dedicated to their job. Only with

dedication can they be passionate with what they do.

Imran encourages them to go the extra mile of

developing themselves professionally and personally.

Hence Imran promotes the concept of lifelong learning. He

is committed in providing the avenues for his staff to venture

and reach greater heights. With this in mind, Imran sees the

transfer of the polytechnics from the Ministry of Education

to the Ministry of Higher Learning and its restructuring

as a positive move. This enables the polytechnic staff to

stand a better chance for professional advancement. With

the separation, the polytechnics academic staff is able

to secure more scholarships, participate in study visits

overseas and enjoy better privileges.

COMMANDING A CREW OF AGENTS OF CHANGE

“A good leader needs a good

follower,” said Imran. As the

captain, he appreciates his

crew as he believes that to be

successful, all on board, have to

work hand in hand. Team spirit

is the essence in accomplishing

a shared mission. Once infused

in a team, the spirit glows in the heart of each team member,

smoldering interpersonal relationships amongst them.

The spirit also strengthens the bonding where success and

failures are shared.

Imran emphasizes that in an organization, everyone

has a role to play. The polytechnics are supported by a

group of staff with varied abilities. He proposes a leveled

playing field where the junior staff and the more senior

staff can complement one another making the most out

of each other’s potentials and talents. By acknowledging

the diversity of each team member, the team will be better

prepared to step on a field to play a good game. It is the

team spirit that enables the organization to triumph and

win championships.

There is a Chinese saying, “If you grow a seed you

harvest a day, if you grow a plant you harvest a hundred

years but if you grow people you harvest a lifetime.”

Imran finds it satisfying when he succeeds in helping his

“A good leader needs a good follower.”

PUO Convocation Ceremony



With the new DH Scheme in place, Imran hopes to

grant his staff with privileges they long deserved. Chances

of promotion are higher as they can be promoted even

without holding a position in the system. Imran believes

that a rewarding scheme will boost the morale of the staff

making them more motivated and dedicated. Realizing that

the staff of the polytechnics has often been left ‘unnoticed’

because they are somewhere in between the universities

and the schools, Imran feels that the introduction of the

new scheme is timely.

Imran finds it satisfying when he sees people grow.

In relation to encouraging professional and personal growth,

Imran sees the need to recognize their potentials and

talents, giving them persistent encouragement, monitoring

their progress and rewarding them accordingly.

Imran emphasizes the importance of being versatile

and be ready to experiment and experience new things as

each day comes. He asserts, an educator plays a multitude

of roles. Reminiscing the past when he first started as a

lecturer at the Politeknik Ungku Omar, Imran recalled,

“At the early stage of my career I was already handling

many things. I was given the responsibility to take charge

of a fleet of buses. I consider myself a small bus manager.

Once, a bus needed repairing after an accident, my boss

wanted me to rebuild the bus. I found that he was quite

pushy, not allowing us to buy even a small component even

when it cost only 50 sen. It took me a while to understand

why he did that, only to realize that he actually wanted us

to experience manufacturing it.” What seemed to be a harsh

top down directive and a tough experience turned out to be

a meaningful lesson, as is often heard, “As your island of

knowledge grows, so does your shoreline of wonder.”

Imran’s passion is teaching. He finds teaching

satisfying. “Everyone would need to be a teacher in one

aspect or another, for example, as a corporate figure you

still take the role of a teacher, you still need to educate your

staff. You’re an educator, mentor and motivator, these are

the roles of a teacher.”

“Everyone would need to be a teacher in one aspect or another, for example, as a corporate figure you still take the role of a teacher, you still need to educate your staff. You’re an educator, mentor and motivator, these are the roles of a teacher.”

PUO Bus

��

At the Department’s monthly staff assembly

On top of all Imran regards teachers as agents of

change, committed to making a difference in their lives

and the lives of others. Adopting a new shift in paradigm,

as professionals, teachers need to consistently question

what good teaching is and how best could they reach out

to their students.

With their expertise teachers can try to bring out the

best in each of them to meet high standards. Imran makes

his point, “I wanted them to be expert in their own way.

The people we have must be equipped with skills. If you

have the content and skills, it would be easier to advise

the people you lead.” As agents of change the teacher’s

role is not just to transfer knowledge but also to teach the

students how to lead their lives.

“I wanted them to be expert in their own way. The people we have must be equipped with skills. If you have the content and skills, it would be easier to advise the people you lead.”

Briefing the CIDM committee

at the 3rd FIRA Robot Soccer Tournament



Officiating the Excellence in Service Award Ceremony, 2008

When I see people grow, that’s most satisfying

��

Cruising Into A New Course

With the Minister of Higher Education Malaysia, Datuk Seri Mohamed Khaled Nordin and the Secretary General of the Ministry of Higher Education, Tan Sri Dr. Zulkefli A. Hassan at Putrajaya International Convention Centre.

��

CRUISING INTO A NEW COURSE

A Determined Transformer

Commenting on the recent Polytechnic

Transformation Plan launced in February 2010, Imran

explains that premier polytechnics are introduced to

spearhead the transformation process. They act as a

catalyst in terms of leading the rest of the polytechnics to

the next level.

He elaborates, “Metro polytechnics are located

right in the middle of the city and programmes will focus

on service-type industries. In the cities, the engine of

growth is mostly service oriented, such as finance, banking

and insurance. In the city environment, these are the types

of jobs very much in abundance.”

“With regard to university polytechnics, there is no

intention to change the structure of the polytechnic system

per se. The only difference is, when an institution starts to

offer degree programmes it is only right that we raise the

status to that of a university,” he adds.

The Polytechnic Transformation plan is drawn up to

enable the polytechnics to face new challenges and

meet new demands in technical education. In line with

National Higher Education Strategic Plan, the plan

a well-balanced employable human capital with first-

class mentality.

With the Deputy Prime Minister and the Minister of Higher Education at the launching of Polytechnic Transformation Plan, February 2010.



Imran further elaborates that the proposed

Universiti Politeknik or ‘UniPol’ will not solely be offering

programmes at degree level because he believes the role

of polytechnics is to

provide human capital at

the mid-level, that is the

sub-professional level.

However, he stressed that

there is still a need to raise

the bar to a higher level

than where polytechnics

are currently.

He likens the progression to an evolution in which

the same DNA is carried from the certificate level to the

diploma level and advanced diploma level, right up to the

degree level. “In other words, we have not changed in terms

of our structure, in terms of our focus, our curriculum,

our emphasis…we are just moving up one level, we are

evolving,” he explains.

“In other words, we have not changed in terms of our structure, in terms of our focus, our curriculum, our emphasis…we are just moving up one level, we are evolving,”

Imran adds, “We started with a certificate

programme, it was only after almost 20 years that we

began to offer the diploma programme, and another 20

years, the advanced diploma. I think now is the time for us

to go to the next level is much shorter. Instead of another

20 years, we hope to see an evolution, a progression of our

polytechnics in another five years.”

At the DPCCE Teaching and Learning Video Festival, a collaboration with SONY Malaysia Sdn. Bhd.

Minister of Higher Education officiating the National Seminar on Instructional Design in Education

�7

A Conversation With Dato’ Haji Imran Idris

There are some things we have to do by the book because skipping it would land us in hot soup. For instance, I’d like to see people follow

Treasury directions. You can be adventurous in other matters but when it comes to following rules and regulations of the Treasury, we cannot afford to be adventurous. Nobody is going to cry for you when you cross the boundary.

I’m very happy, I’m looking forward to my retirement because I’ve served 35 years non-stop...if you were to run a long marathon, you really need to have some space and time for yourself.

�9

A CONVERSATION WITH DATO’ HAJI IMRAN IDRIS

How do you lead your team, motivate, inspire?

I find it satisfying to see people grow. I’d like to see the department grow from ‘not recognized’ to ‘now

very important’. I’d like to see the lecturers grow in terms of their competence, skills and their contributions, and

students more sought after by the industry, more employable. If you lead you must see that people gain advantage

through your leadership. It’s not about keeping all the advantages to yourself.

What does it take to be a leader?

The leadership textbooks tell us that a leader must have all the necessary traits for them to lead. A

leader must be knowledgeable; able to articulate thoughts and ideas so that

people feel you are worth following. A leader has a way with handling people,

motivating by way of talking to them, meeting them face to face, by way of

example. A leader knows where he wants to lead the organization. I read that

when we have a good leader without a good follower the organization will

not be successful. We require both, the leader and follower need to know their

responsibilities towards their organization. It is essential that both parties

work hand in hand for the organization to be successful. I used to make a

comparison of practices in Malaysia with what I see overseas. In the American

context, it has been said that if one goes to the CEO’s office, one can sit on the

CEO’s chair but this is not possible for one to do so in Malaysia because it can

be misconstrued as very rude and disrespectful. It’s a different culture all together here but what is important to me

is, I think a leader should be working for the betterment of the people he leads and the betterment of the institution

or organization as a whole. The other thing that I’d like see in a leader is the ability to make people feel that they

are proud to be to be part of the organization. That’s why all along I’d like to see that leaders have all the necessary

skills and knowledge.



How do you ensure that your vision is communicated right down to the lowest level?

It’s not easy to meet everyone in the organization, it’s just something that’s not possible but you’ll have

to depend on your ‘lieutenants’ or subordinates to see through what you have documented, what you have agreed

as your shared vision. We hope this is done through the directors of the polytechnics and the heads of department

because they are regularly consulted and regularly updated on the progress of what we do. To ensure that issues are

shared with the rest of the staff, I write in the Director General’s column published fortnightly.

Looking back, do you consider yourself to be idealogically and philosophically a different person, from Tn.Hj.Imran to Dato’Hj.Imran?

Essentially I’d say that I’ve not changed in terms of my approach

towards my job, my view of the people that I lead, the way that I expect

them to perform because I believe that I’d like to see that people grow. The

students’ employability is an important factor for us to consider as we have

to bear in mind that we should be accountable for whatever we have invested

in terms of the students’ training and also education. It is for that reason that

I’d like everybody to feel they have a role to play to help achieve our target.

The bottom line is, the students should be employable, and they should carry

our flag wherever they are, regardless of whether they are employed in the

industry or in the government sector.

There is a lot that I’ve to overcome in terms of what would enable me to move forward, sometimes frustrations can

be demoralizing. The disappointment is, as a system, I don’t think I have achieved the level of satisfaction that I’d

like to see happening. It’s not easy as there are so many leaders who have not been able to fulfill their aspirations

but again to me if every one of us really sees the importance of students’ employability as their main KPI target then

I would consider myself very successful.

My other disappointment is that I’ve not been able to bring our polytechnics to the level where people can see that

we are a force to be reckoned with. We have not come to a stage where the polytechnics are recognized in terms of

their importance like the community college in US or Canada. I cannot have the satisfaction when polytechnics

in Malaysia are not accorded the status of institutions like TAFE in Australia. I cannot feel the satisfaction when

��

polytechnics in Malaysia are not given the same recognition as polytechnics in Singapore. So in that sense we still

have a long way to go and that is my frustration. People do not see polytechnics as important as being regarded in

the countries I mentioned earlier. When you are in the ‘mid range’ either you are seen or you may not be seen at all.

Unless and until people see the importance of the role of polytechnics in the progress of the nation only then can they

appreciate its significance. I’d like to think that people will see a big loss if polytechnics are not there.

How do you feel about your retirement?

I’m very happy, I’m looking forward to my retirement because I’ve served 35 years non-stop. It has been

quite a long journey that I’ve gone through. So I suppose I need that kind of freedom from the continual 35-year

service. Imagine if you were to run a long marathon, you really need to have some space and time for yourself.

For the moment there’s no specific retirement plan, I’ll play by the ear. However, I’d definitely like to contribute if

there is anything worthwhile for me to venture into, not in the way of full time commitment as how I’ve been working

for the past 35 years though. But if my knowledge and experience are deemed useful then I would be happy to

contribute.



19591952

29 September 1952,born in Singora, Thailand

started early educationin SK Batu Pekaka, Kuala Ketil, Kedah

obtained the Lower Certificate of

Education (LCE)

selected for admission to

Malay College Kuala Kangsar

19651967

1969

obtained the Malaysian Certificate of Education (MCE)

1971

obtained the Higher School Certificate (HSC)

1972

gained entry into the University of Liverpool, UK

1975

graduated with honours in B. Eng. (Mechanical)

19751979

started his career as a technical lecturer in Politeknik Ungku Omar (PUO)

became the first graduate

Principal of Sek. Men.

Vokasional Ipoh

married Dalilah Hj Ahmad

19801983

appointed the first Principal of Politeknik Batu Pahat

1987

appointed Principal ofPoliteknik Alor Setar (PAOR/POLIMAS)

1995

conferred the Ahli Mangku Negara (AMN) by DYMM Yang di-Pertuan Agong

obtained M.Sc in Training and HRM from the University of Leicester, UK

19981999

appointed Director of Technical and Vocational Curriculum Division

appointed Director of Community College Management Division, Technical Education Dept.

20012005

promoted to Director General, Department of Polytechnic and Community College Education (DPCCE)

2009

conferred the Dato’ Setia DiRaja Kedah (DSDK) by His Royal Highness the Sultan of Kedah

appointed Director General, Department of Polytechnic Education (DPE)

2008

retired at 58 years of age

2010

MILESTONE

��

19591952

29 September 1952,born in Singora, Thailand

started early educationin SK Batu Pekaka, Kuala Ketil, Kedah

obtained the Lower Certificate of

Education (LCE)

selected for admission to

Malay College Kuala Kangsar

19651967

1969

obtained the Malaysian Certificate of Education (MCE)

1971

obtained the Higher School Certificate (HSC)

1972

gained entry into the University of Liverpool, UK

1975

graduated with honours in B. Eng. (Mechanical)

19751979

started his career as a technical lecturer in Politeknik Ungku Omar (PUO)

became the first graduate

Principal of Sek. Men.

Vokasional Ipoh

married Dalilah Hj Ahmad

19801983

appointed the first Principal of Politeknik Batu Pahat

1987

appointed Principal ofPoliteknik Alor Setar (PAOR/POLIMAS)

1995

conferred the Ahli Mangku Negara (AMN) by DYMM Yang di-Pertuan Agong

obtained M.Sc in Training and HRM from the University of Leicester, UK

19981999

appointed Director of Technical and Vocational Curriculum Division

appointed Director of Community College Management Division, Technical Education Dept.

20012005

promoted to Director General, Department of Polytechnic and Community College Education (DPCCE)

2009

conferred the Dato’ Setia DiRaja Kedah (DSDK) by His Royal Highness the Sultan of Kedah

appointed Director General, Department of Polytechnic Education (DPE)

2008

retired at 58 years of age

2010



Letter To A Teacherby Abraham Lincoln

He will have to learn, I know,

that all men are not just, all men are not true.

But teach him also that for every

scoundrel there is a hero;

that for every selfish Politician,

there is a dedicated leader

Teach him for every enemy there is a friend,

Steer him away from envy, if you can,

teach him the secret of quiet laughter.

Let him learn early that the bullies are the easiest to lick

Teach him, if you can, the wonder of books

But also give him quiet time

to ponder the eternal mystery of birds in the sky,

bees in the sun, and the flowers on a green hillside.

In the school teach him

it is far more honorable to fail than to cheat

Teach him to have faith in his own ideas,

even if everyone tells him they are wrong

Teach him to be gentle with gentle people,

and tough with the tough.

Try to give my son the strength not to follow the crowd

when everyone is getting on the band wagon

Teach him to listen to all men

but teach him also to filter

all he hears on a screen of truth,

and take only the good that comes through.

�� Dato’ HajiImran bin Idris


Students in SK Batu Pekaka, Kuala Ketil, Kedah 2010.

Teach him if you can, how to laugh when he is sad

Teach him there is no shame in tears,

Teach him to scoff at cynics

and to beware of too much sweetness

Teach him to sell his brawn and brain to the highest

bidders

but never to put a price-tag on his heart and soul.

Teach him to close his ears to a howling mob

and to stand and fight if he thinks he’s right.

Treat him gently, but do not cuddle him,

because only the test of fire makes fine steel.

Let him have the courage to be impatient

let him have the patience to be brave.

Teach him always to have sublime faith in himself,

because then he will have sublime faith in mankind.

This is a big order, but see what you can do

He is such a fine little fellow, my son!



Imran, The Husband and Father

In an interview, Dato’ Haji Imran bin Idris’s wife, Datin

Dalilah bt Hj Ahmad, provides a glimpse of the private man

behind Imran at home. The couple met at a job confirmation

interview in Ipoh in 1976 and the chance meeting led to

a marital union three years later on 16 December, 1979.

Soon after the wedding, Imran was promoted to the post

of Principal at Sek. Men. Vokasional Ipoh. At 27, he was

the youngest principal to assume the responsibility at a

vocational school.

As Imran’s closest confidante, Datin Dalilah

provides a sympathetic ear as her husband shares his

concerns. Datin Dalilah describes her family as close

knit and says Imran is a good father to their five children.

She discloses that the family shares a warm and close

relationship and sounds almost embarrassed to reveal that

their grown up children still like doing things together

with their parents. Like any parents, they derived great

joy from their children’s successes but Datin Dalilah says

they do not pressure their children to study.

Imran is the elder of two siblings. His younger

sister is a medical doctor serving in a hospital in Sg.Petani.

In his spare time he loves reading and playing golf. His

favourite food is laksa.

Datin Dalilah singles out

patience as one of her

husband’s strengths.

According to Datin,

Imran’s basic

philosophy is “What

you do not want done

to yourself, do not do

to others.”

Imran and Dalilah

�7 Dato’ HajiImran bin Idris


From the family photo album



Jabatan Pengajian Politeknik Committee For Instructional Development & Multimedia

Sekolah Kebangsaan Batu Pekaka, Kuala KetilSekolah Menengah Teknik Lebuh Cator, Ipoh

Kolej Melayu Kuala KangsarPoliteknik Malaysia

and all who have contributed in this project•

Special Thanks

�9

buku persaraan

Documents