Sahabatku Tuan Haji Ir Shim,
SEBUAH SKRIP DRAMA DAN WAYANG TERTINGGI DALAM SEJARAH UMNO (BAHAGIAN 2)
1. Pada tanggal 16 Mei 2018 saya telah mewadahkan sebuah wacana terbuka kepada sahabat, di mana antara interaksinya ialah mana-mana blok kepartian yang mengamalkan POLITIK KONFRANTASI akan Kecundang (Ketika pasca PRU 14 pemimpin BN telah memilih corak Politik sebegini dengan menyerang semua pihak yang tidak sehaluan dengan mereka). Manakala sebaliknya bagi pihak yang mengamalkan POLITIK KOMPROMI akan berjaya dan akan membentuk Kerajaan. Sperti ada Perancangan Skrip Drama yang rapi antara Tun M, Najib dan Pak Lah. (Akan dilestarikan kajiannya pada Bahagian 3 Kertas Kajian)
2. Pasca PRU 14 - Pemimpin-pemimpin utama BN memilih Politik Konfrantasi. Manakala parti-parti kecil dan serpihan Melayu bernaung di bawah DAP dengan menggelarkan KOMPROMI POLITIK mereka sebagai Pakatan Harapan.
3. Pada tanggal 23 March 2020. Sekali lagi saya melayarkan wadah terbuka kepada sahabat saya (Haji Ir. Shim) dan saya tetap konsisten dengan Displin Ilmiah bahawa POLITIK KOMPROMI akan lebih berjaya dan boleh menumbangkan pihak yang menganuti POLITIK KONFRANTASI. Sama sahaja semangat berwacana pada tahun 2018 dan sebelumnya.
4. Cuma pasca 2020 - berbeza pihak dalam menukar Baju Perjuangan & Anutan mereka. PAS dan BN telah menukar secara mutlak gerak kerja perjuangan mereka dengan tidak memberi fokus kepada kuasa. PAS dan BN mulai mendekati secara holistik, karekteristik dan peradaban POLITIK KOMPROMI dengan menjaluri perdamaian secara total. Keberhasilan Muafakat Nasional telah dijelmakan hasil dari pengajian dan kefahaman mendalam antara mereka dari segi faktor Mengurus Perbezaan serta Mentadbir Perpaduan di kalangan mereka.
5. Sebaliknya kitaran KONTRA telah berlaku dalam Kerjasama Longgar Pakatan Harapan. Selepas mereka berkuasa di Putrajaya, DAP telah menempuh suatu Kejutan Budaya kronik tahap tertinggi apabila kemenangan besar mereka dalam PRU 14 membuat mereka hilang pertimbangan.
6. Kejutan Budaya dalam DAP ini bukan calang-calang implikasinya dalam Sistem Pentadbiran Negara. Antaranya lantikan Peguam Negara yang baru kerajaan mereka ialah Peguam Peribadi Setiausaha Agung DAP (LGE) merangkap Ketua Pasukan Peguam kepada Pertububan Cina Malaysia yang Mendokong Perjuangan Asal Parti Konunis Malaya (PKM). Justeru semua perlantikan pegawai-pegawai kanan di Kementerian, GLC dsb telah dihidangkan secara rakus kepada rakyat inilah NEGARA BARU MILIK DAP. NEGARA INI BUKAN LAGI MILIK RAKYAT.
7. Pemimpin-pemimpin uatama DAP kelihatan bangga menyokong dan membantu LTTE. Menghidupkan Gerakan Fahaman Parti Komunis Malaya (PKM)
8. Lebih parah dari itu, DAP telah memilih POLITIK KONFRANTASI secara terbuka dengan semua pihak. Mereka berkonfrantasi dengan Raja-Raja Melayu. Mereka upah penulis-penulis politik yang pro DAP menyerang memfitnah dan menghina Raja-Raja Melayu tanpa kawalan dan sekatan.
9. DAP juga dengan rakus telah berkonfrantasi dengan Pejuang Bahasa Melayu. Pejuang Dasar Pendidikan Kebangsaan. Malah dengan Kakitangan Kerajaan sendiri di mana puluhan ribu penjawat awam hilang pekerjaan menjelang Ramadhan 2018 sejurus DAP berkuasa.
10. POLITIK KONFRANTASI dalam kerjasama rapuh PAKATAN HARAPAN akhirmya membiak dan subur mekar tanpa dapat dibendung lagi. Peranan dan Kuasa Arahan Tun M selaku Pengerusi PH dan PM ke 7 tidak lagi dipedulikan oleh DAP & Anwar Ibrahim malah disanggah tanpa segan silu. Penghinaan ke atas institusi Jawatan Perdana Menteri telah mulai diraikan dalam Pakatan Pro DAP ini. Dan inilah yang diharapkan dan telah dijangka oleh Tun M. Najib diberi publisiti luas oleh Unit Media PMMO bawah Tun M. Sekelip Mata Populariti Najib menguasai pentas Media Massa.
11. Dalam serangan subuh hari hingga selepas Isyak projek menggulingkan Tun M mulai digerakkan oleh Anwarinas dan DAP. Perangkap Tun M, Najib dan Pak Lah sudah memasuki fasa TERJEBAK sudah.
12. POLITIK KONFRANTASI terhadap Tun M telah digerakkan secara senyap yang kita tahu memang menjadi anutan Anwar Ibrahim sejak beliau dalam UMNO
lagi.
13. Jika ketika bersama UMNO, Anwar telah menyembelih tokoh-tokoh UMNO yang mahu dijatuhkan dengan representasi Fitnah dan sebagainya,
14. Dalam Pasca Kekuasaan PH ini Anwar merenjiskan fitnah sesama PKR apabila mengarahkan satu Lakonan Rakaman Video bagi menjatuhkan Azmin Ali.
15. Sebagai PM ke7, Tun M memiliki akses tanpa had dari Pasukan Risik di bawahnya.
16. Maka Tun M, Najib dan Pak Lah masuk gear baru, memulakan langkah cermat POLITIK KOMPROMI antara PPBM dengan UMNO secara diam di mana Tun M membawa masuk beberapa Ahli Parlimen UMNO ke dalam PPBM bagi menguatkan kedudukan Tun dalam Kerjasama Politik Rapuh PH yang dikuasai DAP itu.
17. Tun M telah menggerakkan POLITIK KOMPROMI MELAYU secara EVOLUSI PANTAS iaitu Kongres Maruah Melayu.(KMM) dengan bantuan belakang tabir Pak Lah dan Najib. Rais yatim, YBM Ku Li dan Tun Daim sebagai Penasihat.
18. KKM dikemudikan oleh tokoh-tokoh dari PPBM, UMNO, PAS dan Sebahagian PKR Melayu yang melakar Pelan dan Langkah Evolusi Politik Kompromi Melayu ini.
19. Apabila desakan keras dan paling biadap ke atas Tun M hadir dalam Mesyuarat Majlis Presiden PH, di mana Tun M telah dihalau oleh DAP dan Anwar dari Jawatan PM - maka Tun M telah memberi Isyarat kepada PPBM dan Azmin Ali untuk menjadikan Perikatan Politik Kompromi Melayu tadi sebagai suatu tindakan realiti dengan Tindakan Serta Merta.
20. Isyarat ini jelas Apabila Tun M meletakkan Jawatannya sebagai PM ke 7 dan Pengerusi PPBM. Apa maknanya dengan perletakan DUA (2) Jawatan sekaligus oleh Tun M ini.
21. Kondisi pertama secara automatik Kabinet Kerajaan PH terbubar.
22. Kondisi kedua dengan perletakan jawatan Tun M sebagai Pengerusi PPBM - maka jawatan Pengerusi PPBM telah dipangku oleh TSMY. Maka Tun M tiada apa-apa kuasa dan hak lagi memberi arahan serta melantik apa-apa jawatan dalam PPBM. Surat Perletakan Jawatan Tun M sebagai Pengerusi PPBM telah diterima dan disahkan oleh MKT PPBM.
23. Justeru apabila *Gerakan Politik Kompromi Melayu* ini mengadakan pertemuan di Sheraton ia bukanlah langkah pengkhianatan atau membuat Pintu Belakang untuk masuk ke Putrajaya.
24. Apabila Tun M letak jawatan - maka kerajaan PH dengan sendirinya terbubar, tambahan pula PPBM dan Azmin Team yang telah mengasaskan *Gerakan Politik Kompromi Melayu* bersama Muafakat Nasional sebelum ini - mengadakan pertemuan di Sheraton dengan kehadiran luarbiasa para wartawan.
25. Sejak 2018 pertemuan Gerakan Politik Kompromi Melayu ini diadakan secara diam dan sulit. Cuma kali ini diadakan secara sedikit terbuka. EMPAT (4) Tonggak Utama PENYATUAN MELAYU ISLAM ini iaitu: AA, H2O, Hamzah Zainudin dan Tuan Ibrahim Tuan Man.
26. Apabila segalanya berjalan seperti yang dirancangkan maka *Gerakan Politik Kompromi Melayu ini memberi nama rasmi PERIKATAN NASIONAL kepada Muafakat mereka dari Iltizam Perhimpunan dalam KONGRES MARUAH MELAYU.
27. Kepada yang masih setia bersama DAP - teruskan perjuangan anda. Jangan sesekali menyalahkan pihak lain selepas PERALIHAN KUASA ATURAN TUN M ini berjalan dan akan memasuki fasa baru nanti.
28. Memberi gelaran buruk kepada musuh politik anda sesekali tidak akan menambah bilangan sokongan di petak undi.
29. Lima PRK terakhir membuktikan sambutan dan sokongan luar biasa rakyat kepada Muafakat Nasional yang mewakili suara Gerakan Politik Kompromi Melayu Islam ini. Skrip aturan Tun M, Pak Lah dan Najib berjalan aman.
30. Hormatilah Perbezaan Pendapat dan Pilihan Rakyat dalam Lima PRK terakhir ini.
MKR
PUTRAJAYA
Wednesday, April 29, 2020
Monday, April 27, 2020
STUDY IN CRISIS MANAGEMENT
A) GENERAL
1.Crisis management is the process by which an organization deals with a disruptive and unexpected event that threatens to harm the organization or its stakeholders.
2.Three elements are common to a crisis:
(2.1) a threat to the organization.
(2.2) the element of surprise.
(2.3) a short decision time
B.INTRODUCTION
1.Crisis management is a situation-based management system that includes clear roles and responsibilities and process related organizational requirements company-wide.
2.The response shall include action in the following areas: Crisis prevention, crisis assessment, crisis handling and crisis termination.
3.The aim of crisis management is to be well prepared for crisis, ensure a rapid and adequate response to the crisis, maintaining clear lines of reporting and communication in the event of crisis and agreeing rules for crisis termination.
4.The techniques of crisis management include a number of consequent steps from the understanding of the influence of the crisis on the corporation to preventing, alleviating, and overcoming the different types of crisis.
5.Crisis management consists of different aspects including:
(5.1) Methods used to respond to both the reality and perception of crisis.
(5.2) Establishing metrics to define what scenarios constitute a crisis and should consequently trigger the necessary response mechanisms.
(5.3) Communication that occurs within the response phase of emergency-management scenarios.
6.Crisis-management methods of a business or an organization are called a crisis-management plan.
7.Crisis management is occasionally referred to as incident management.
C)TYPES OF CRISIS
1.During the crisis management process, it is important to identify types of crises in that different crises necessitate the use of different crisis management strategies.
2.Potential crises are enormous, such as:
(2.1) Natural disaster
(2.2) Technological crisis.
(2.3) Confrontation.
(2.4) Malevolence.
(2.5) Organizational Misdeeds.
(2.6) Workplace Violence
(2.7) Rumour
(2.8) Terrorist attacks/man-made disasters
(2.9) Disease etc.
3.PREVENTION AND PROTECTION
3.1) Types of prevention and protection
(3.1.1) Fundamentals of occupational safety.
(3.1.2) Personal protective equipment (PPE) at the workplace.
(3.1.3) Hazard perception.
(3.1.4) Prevention of violence
(3.1.5) Compliance
(3.1.6) Economic crime
4.Natural Disaster related crises, typically natural disasters, are such environmental phenomenon as earthquakes, volcanic eruptions, floods, landslides, tsunamis, storms and droughts that threaten life, property, and the environmental itself.
5.Technological Crisis are caused by human application of science and technology. Technological accidents inevitably occur when technology becomes complex and coupled and something goes wrong in the system as a whole (Technological breakdowns). Some technological crises occur when human error causes disruptions (Human breakdowns.
6.Confrontation crisis occur when discontented individuals and/or groups fight businesses, government, and various interest groups to win acceptance of their demands and expectations. The common type of confrontation crisis is boycotts, and other types are picketing, sit-ins, ultimatums to those in authority, blockade or occupation of buildings, and resisting or disobeying police.
7.Crisis of Malevolence
(7.1) An organization faces a crisis of malevolence when opponents or miscreant individuals use criminal means or other extreme tactics for the purpose of expressing hostility or anger toward, or seeking gain from, a company, country, or economic system, perhaps with the aim of destabilizing or destroying it.
(7.2) Sample crisis include product tampering, kidnapping, malicious rumors, terrorism, cyber crime and espionage.
8.Crisis of Organizational Misdeeds - Crises occur when management takes actions it knows will harm or place stakeholders at risk for harm without adequate precautions.
9.Crises of skewed management values are caused when managers favor short-term economic gain and neglect broader social values and stakeholders other than investors. This state of lopsided values is rooted in the classical business creed that focuses on the interests of stockholders and tends to disregard the interests of its other stakeholders such as customers, employees, and the community
10.Crisis of deception occur when management conceals or misrepresents information about itself and its products in its dealing with consumers and others.
11.Crisis of management misconduct - Some crises are caused not only by skewed values and deception but deliberate amorality and illegality.
12.Workplace violence - Crises occur when an employee or former employee commits violence against other employees on organizational grounds.
13. Rumour - False information about an organization or its products creates crises hurting the organization's reputation. Sample is linking the organization to radical groups or stories that their products are contaminated.
14.Crisis Leadership - is a pioneer in crisis management, defines organizational crises as categorized as either acute crises or chronic crises.
(14.1) Sudden Crisis are circumstances that occur without warning and beyond an institution's control. Consequently, sudden crises are most often situations for which the institution and its leadership are not blamed.
(14.2) Smoldering Crises differ from sudden crises in that they begin as minor internal issues that, due to manager's negligence, develop to crisis status. These are situations when leaders are blamed for the crisis and its subsequent effect on the institution in question to improve the structure and operations of an organization.
(14.2.1) Proposed Remedy Implementation.
(14.2.2) Preparation and prevention
(14.2.3) Containment and damage control
(14.2.4) Business recovery
(14.2.5) Learning
15.Crisis Management Model - Successfully managing a crisis requires an understanding of how to handle a crisis – beginning with before they occur. There are 3 phases in any Crisis Management as shown below
(15.1) The diagnosis of the impending trouble or the danger signals.
(15.2) Choosing appropriate Turnaround Strategy.
(15.3) Implementation of the change process and its monitoring
16.Crisis Management Planning - No corporation looks forward to facing a situation that causes a significant disruption to their business, especially one that stimulates extensive media coverage. Public scrutiny can result in a negative financial, political, legal and government impact. Crisis management planning deals with providing the best response to a crisis
17.Contingency Planning - Preparing contingency plans in advance, as part of a crisis-management plan, is the first step to ensuring an organization is appropriately prepared for a crisis. Crisis-management teams can rehearse a crisis plan by developing a simulated scenario to use as a drill. The plan should clearly stipulate that the only people to speak to publicly about the crisis are the designated persons, such as the company spokesperson or crisis team members.
18.Business Continuity Planning - When a crisis will undoubtedly cause a significant disruption to an organization, a business continuity plan can help minimize the disruption.
19.Crisis Leadership Improvement: Five leadership competencies which facilitate organizational restructuring during and after a crisis.
(19.1) Building an environment of trust.
(19.2) Reforming the organization's mindset.
(19.3) Identifying obvious and obscure vulnerabilities of the organization.
(19.4) Making wise and rapid decisions as well as taking courageous action.
(19.5) Learning from crisis to effect change.
20.Public Communication in Crisis Management - Social media has accelerated the speed that information about a crisis can spread. The viral effect of social networks such as Twitter means that stakeholders can break news faster than traditional media - making managing a crisis harder.
Shared by: MKR
1.Crisis management is the process by which an organization deals with a disruptive and unexpected event that threatens to harm the organization or its stakeholders.
2.Three elements are common to a crisis:
(2.1) a threat to the organization.
(2.2) the element of surprise.
(2.3) a short decision time
B.INTRODUCTION
1.Crisis management is a situation-based management system that includes clear roles and responsibilities and process related organizational requirements company-wide.
2.The response shall include action in the following areas: Crisis prevention, crisis assessment, crisis handling and crisis termination.
3.The aim of crisis management is to be well prepared for crisis, ensure a rapid and adequate response to the crisis, maintaining clear lines of reporting and communication in the event of crisis and agreeing rules for crisis termination.
4.The techniques of crisis management include a number of consequent steps from the understanding of the influence of the crisis on the corporation to preventing, alleviating, and overcoming the different types of crisis.
5.Crisis management consists of different aspects including:
(5.1) Methods used to respond to both the reality and perception of crisis.
(5.2) Establishing metrics to define what scenarios constitute a crisis and should consequently trigger the necessary response mechanisms.
(5.3) Communication that occurs within the response phase of emergency-management scenarios.
6.Crisis-management methods of a business or an organization are called a crisis-management plan.
7.Crisis management is occasionally referred to as incident management.
C)TYPES OF CRISIS
1.During the crisis management process, it is important to identify types of crises in that different crises necessitate the use of different crisis management strategies.
2.Potential crises are enormous, such as:
(2.1) Natural disaster
(2.2) Technological crisis.
(2.3) Confrontation.
(2.4) Malevolence.
(2.5) Organizational Misdeeds.
(2.6) Workplace Violence
(2.7) Rumour
(2.8) Terrorist attacks/man-made disasters
(2.9) Disease etc.
3.PREVENTION AND PROTECTION
3.1) Types of prevention and protection
(3.1.1) Fundamentals of occupational safety.
(3.1.2) Personal protective equipment (PPE) at the workplace.
(3.1.3) Hazard perception.
(3.1.4) Prevention of violence
(3.1.5) Compliance
(3.1.6) Economic crime
4.Natural Disaster related crises, typically natural disasters, are such environmental phenomenon as earthquakes, volcanic eruptions, floods, landslides, tsunamis, storms and droughts that threaten life, property, and the environmental itself.
5.Technological Crisis are caused by human application of science and technology. Technological accidents inevitably occur when technology becomes complex and coupled and something goes wrong in the system as a whole (Technological breakdowns). Some technological crises occur when human error causes disruptions (Human breakdowns.
6.Confrontation crisis occur when discontented individuals and/or groups fight businesses, government, and various interest groups to win acceptance of their demands and expectations. The common type of confrontation crisis is boycotts, and other types are picketing, sit-ins, ultimatums to those in authority, blockade or occupation of buildings, and resisting or disobeying police.
7.Crisis of Malevolence
(7.1) An organization faces a crisis of malevolence when opponents or miscreant individuals use criminal means or other extreme tactics for the purpose of expressing hostility or anger toward, or seeking gain from, a company, country, or economic system, perhaps with the aim of destabilizing or destroying it.
(7.2) Sample crisis include product tampering, kidnapping, malicious rumors, terrorism, cyber crime and espionage.
8.Crisis of Organizational Misdeeds - Crises occur when management takes actions it knows will harm or place stakeholders at risk for harm without adequate precautions.
9.Crises of skewed management values are caused when managers favor short-term economic gain and neglect broader social values and stakeholders other than investors. This state of lopsided values is rooted in the classical business creed that focuses on the interests of stockholders and tends to disregard the interests of its other stakeholders such as customers, employees, and the community
10.Crisis of deception occur when management conceals or misrepresents information about itself and its products in its dealing with consumers and others.
11.Crisis of management misconduct - Some crises are caused not only by skewed values and deception but deliberate amorality and illegality.
12.Workplace violence - Crises occur when an employee or former employee commits violence against other employees on organizational grounds.
13. Rumour - False information about an organization or its products creates crises hurting the organization's reputation. Sample is linking the organization to radical groups or stories that their products are contaminated.
14.Crisis Leadership - is a pioneer in crisis management, defines organizational crises as categorized as either acute crises or chronic crises.
(14.1) Sudden Crisis are circumstances that occur without warning and beyond an institution's control. Consequently, sudden crises are most often situations for which the institution and its leadership are not blamed.
(14.2) Smoldering Crises differ from sudden crises in that they begin as minor internal issues that, due to manager's negligence, develop to crisis status. These are situations when leaders are blamed for the crisis and its subsequent effect on the institution in question to improve the structure and operations of an organization.
(14.2.1) Proposed Remedy Implementation.
(14.2.2) Preparation and prevention
(14.2.3) Containment and damage control
(14.2.4) Business recovery
(14.2.5) Learning
15.Crisis Management Model - Successfully managing a crisis requires an understanding of how to handle a crisis – beginning with before they occur. There are 3 phases in any Crisis Management as shown below
(15.1) The diagnosis of the impending trouble or the danger signals.
(15.2) Choosing appropriate Turnaround Strategy.
(15.3) Implementation of the change process and its monitoring
16.Crisis Management Planning - No corporation looks forward to facing a situation that causes a significant disruption to their business, especially one that stimulates extensive media coverage. Public scrutiny can result in a negative financial, political, legal and government impact. Crisis management planning deals with providing the best response to a crisis
17.Contingency Planning - Preparing contingency plans in advance, as part of a crisis-management plan, is the first step to ensuring an organization is appropriately prepared for a crisis. Crisis-management teams can rehearse a crisis plan by developing a simulated scenario to use as a drill. The plan should clearly stipulate that the only people to speak to publicly about the crisis are the designated persons, such as the company spokesperson or crisis team members.
18.Business Continuity Planning - When a crisis will undoubtedly cause a significant disruption to an organization, a business continuity plan can help minimize the disruption.
19.Crisis Leadership Improvement: Five leadership competencies which facilitate organizational restructuring during and after a crisis.
(19.1) Building an environment of trust.
(19.2) Reforming the organization's mindset.
(19.3) Identifying obvious and obscure vulnerabilities of the organization.
(19.4) Making wise and rapid decisions as well as taking courageous action.
(19.5) Learning from crisis to effect change.
20.Public Communication in Crisis Management - Social media has accelerated the speed that information about a crisis can spread. The viral effect of social networks such as Twitter means that stakeholders can break news faster than traditional media - making managing a crisis harder.
Shared by: MKR
Monday, April 20, 2020
SINOPSIS C19 - DEMI MALAYSIA
*SINOPSIS C19*
Oleh: MKR
Secarik Waktu Ia *Melanggar*,
Menyerang Warga Pantas *Meliar*,
Persis Representasi Yang *Terbiar*,
Cemerkap Memintas Pasti *Menular*.
Sepurnama Kita Terkurung *Tersangkar*,
Justifikasi Menakluk Tidak *Terkasar*
Yang Kurang Cerdik Memarahi *Askar*
Sekatan Polis Ada Juga *DiLanggar*.
Dasawarsa Kerakusannya *Melonggar*,
Serangannya Kian Semakin *Hambar*
Gerak Bertindak Yang *Wajar*
Sebuah Kerajaan Berjiwa *Besar*.
Pentas Ekonomi DiRembas *Terdampar*
Kecelaruan Politik Berjaya *DTampar*
Ramadhan Kita Nanti Penuh *Sabar*
Mencerap Ujian Ilahi Penuh *Iktibar*
Desis Angin Membisikkan *Khabar*
Detik Indah Kembali *Tergambar*
Semoga Wabak DiHambat *Keluar*
Tujuh Lautan Berlari *Berlegar*
Barisan Hadapan Segaris *Pendekar*
Menentang C19 Sungguh *Mencabar*
Pemimpin Bistari Bijak *Melakar*
Rakyat DiSantun Budi *DiLakar*
Oleh: MKR
Secarik Waktu Ia *Melanggar*,
Menyerang Warga Pantas *Meliar*,
Persis Representasi Yang *Terbiar*,
Cemerkap Memintas Pasti *Menular*.
Sepurnama Kita Terkurung *Tersangkar*,
Justifikasi Menakluk Tidak *Terkasar*
Yang Kurang Cerdik Memarahi *Askar*
Sekatan Polis Ada Juga *DiLanggar*.
Dasawarsa Kerakusannya *Melonggar*,
Serangannya Kian Semakin *Hambar*
Gerak Bertindak Yang *Wajar*
Sebuah Kerajaan Berjiwa *Besar*.
Pentas Ekonomi DiRembas *Terdampar*
Kecelaruan Politik Berjaya *DTampar*
Ramadhan Kita Nanti Penuh *Sabar*
Mencerap Ujian Ilahi Penuh *Iktibar*
Desis Angin Membisikkan *Khabar*
Detik Indah Kembali *Tergambar*
Semoga Wabak DiHambat *Keluar*
Tujuh Lautan Berlari *Berlegar*
Barisan Hadapan Segaris *Pendekar*
Menentang C19 Sungguh *Mencabar*
Pemimpin Bistari Bijak *Melakar*
Rakyat DiSantun Budi *DiLakar*
Monday, April 13, 2020
SELURUH BUANA TERKAKU
*SELURUH BUANA TERKAKU*
Oleh: MKR
Seluruh Buana *Terkaku*
Meratap Resah *Terpaku*
Sepantas C19 *Meluru*
Serangannya Deras *Bertalu*
Rentas Derap Bak *Kencana*
Merenjis Menggegar *Suasana*
Panahnya Menyergah *Dunia*
Sumpitannya Kejam *Durjana*
Keangkuhan Manusia *Tersungkur*
Bumi Nyaman Menjadi *Kubur*
Tatkala warga masih *Kabur*
Kumannya Merata *Berterabur*
Ratusan Ribu Jiwa *Terkorban*
Lalai & Leka Dalam *Berpesan*
Perang Bukan Secara *Berdepan*
Musuh Tidak *Kelihatan*
Kita Belajar Dalam *Gawat*
Susahnya Mendidik *Rakyat*
Pergerakan Terhad Pasca *Darurat*
Alam Moden Perangai *Bercawat*
Dalam Resah Ada *Gelisah*
Kerajaan Kita Gagah & *Tabah*
Pakej Bantuan Buat Yg *Susah*
Harta Negara di Agih ke *Bawah*
Mohon Kita Damai *Bertenang*
Jagalah Keluarga *Tersayang*
Jangan Melangkah *Songsang*
Keliru Nyawa Bisa *Melayang*
Patuh Arahan Polis & *Askar*
Duduk di Rumah Jangan *Keluar*
Ikuti Berita Sahih Yg *Tersiar*
Buat Panduan Tidak *Tersasar*
C19 Lawan Dengan *Bijak*
Hormati Kerajaan Sdg *Berrindak*
Demi Malaysia Kita *Bergerak*
Kita Bangun *Serentak*
Malaysia Negaramu & *Negaraku*
Negara Yg Indah Hanyalah *Satu*
Kita Rakyat *Berilmu*
Seluruh Buana *Terkaku*
Oleh: MKR
Seluruh Buana *Terkaku*
Meratap Resah *Terpaku*
Sepantas C19 *Meluru*
Serangannya Deras *Bertalu*
Rentas Derap Bak *Kencana*
Merenjis Menggegar *Suasana*
Panahnya Menyergah *Dunia*
Sumpitannya Kejam *Durjana*
Keangkuhan Manusia *Tersungkur*
Bumi Nyaman Menjadi *Kubur*
Tatkala warga masih *Kabur*
Kumannya Merata *Berterabur*
Ratusan Ribu Jiwa *Terkorban*
Lalai & Leka Dalam *Berpesan*
Perang Bukan Secara *Berdepan*
Musuh Tidak *Kelihatan*
Kita Belajar Dalam *Gawat*
Susahnya Mendidik *Rakyat*
Pergerakan Terhad Pasca *Darurat*
Alam Moden Perangai *Bercawat*
Dalam Resah Ada *Gelisah*
Kerajaan Kita Gagah & *Tabah*
Pakej Bantuan Buat Yg *Susah*
Harta Negara di Agih ke *Bawah*
Mohon Kita Damai *Bertenang*
Jagalah Keluarga *Tersayang*
Jangan Melangkah *Songsang*
Keliru Nyawa Bisa *Melayang*
Patuh Arahan Polis & *Askar*
Duduk di Rumah Jangan *Keluar*
Ikuti Berita Sahih Yg *Tersiar*
Buat Panduan Tidak *Tersasar*
C19 Lawan Dengan *Bijak*
Hormati Kerajaan Sdg *Berrindak*
Demi Malaysia Kita *Bergerak*
Kita Bangun *Serentak*
Malaysia Negaramu & *Negaraku*
Negara Yg Indah Hanyalah *Satu*
Kita Rakyat *Berilmu*
Seluruh Buana *Terkaku*
PKP C19: DEMI MALAYSIA
PKP C19: DEMI MALAYSIA
Oleh: *MKR*
Tatkala Alam dan Buana Tersangkar
Langkah Terselut Mencerap Gementar
Di Saat Kita Lelah Terdampar
Bicara Mencoret Wacana Segar.
Tidak Perlu Berbahasa Ketat
Dalam Menyampaikan Hasrat
Biar Mereka Berkata Kesat
Yang Utama Adalah Rakyat
Kita Bukan Melastik Ke Bintang
Tidak Menjahit Awan Berbilang
Mendepani Musuh Ganas Mendatang
Tidak Kelihatan Ia Menyerang
Satu Persatu Abang Besar Gugur
Sekian Lama Angkuh Dalam Takbur
Kita Melangkah Dengan Jujur
Ratib kepalsuan telah Terkubur
Mengurus Perbezaan Mendepani Krisis
Hanya Sepurnama Putrajaya Menganalisis
Rakyat Dibantu Segera Diberi Pitis
Keikhlasan Kerajaan Mulai Di Rintis
Agar Rakyat Tidak Terbelenggu
Semua Kaum Menolak Seteru
Segalas Budi Menyantun Membantu
DEMI MALAYSIA KITA BERSATU
Terima Kasih Kerajaan Yang Cerdik
Mentadbir Negara Akal Terdidik
Bukan Emosi dan Dendam Berlapik
Jelujur Rakyat Tenang Bermudik
Berbulan pastinya tidak Memancing
Derap PKP Meranapkan Rungsing
Tanpa Sangsi Warga Di Saring
Janji DiTepati Bukan Untuk Di Kencing
Di Sujud Sajaddah Kita Berdoa
Untuk Kebaikan Sihat Sejahtera
Barisan Hadapan Pejuang Negara
Anda Hebat Andalah Wira
DEMI MALAYSIA
Oleh: *MKR*
Tatkala Alam dan Buana Tersangkar
Langkah Terselut Mencerap Gementar
Di Saat Kita Lelah Terdampar
Bicara Mencoret Wacana Segar.
Tidak Perlu Berbahasa Ketat
Dalam Menyampaikan Hasrat
Biar Mereka Berkata Kesat
Yang Utama Adalah Rakyat
Kita Bukan Melastik Ke Bintang
Tidak Menjahit Awan Berbilang
Mendepani Musuh Ganas Mendatang
Tidak Kelihatan Ia Menyerang
Satu Persatu Abang Besar Gugur
Sekian Lama Angkuh Dalam Takbur
Kita Melangkah Dengan Jujur
Ratib kepalsuan telah Terkubur
Mengurus Perbezaan Mendepani Krisis
Hanya Sepurnama Putrajaya Menganalisis
Rakyat Dibantu Segera Diberi Pitis
Keikhlasan Kerajaan Mulai Di Rintis
Agar Rakyat Tidak Terbelenggu
Semua Kaum Menolak Seteru
Segalas Budi Menyantun Membantu
DEMI MALAYSIA KITA BERSATU
Terima Kasih Kerajaan Yang Cerdik
Mentadbir Negara Akal Terdidik
Bukan Emosi dan Dendam Berlapik
Jelujur Rakyat Tenang Bermudik
Berbulan pastinya tidak Memancing
Derap PKP Meranapkan Rungsing
Tanpa Sangsi Warga Di Saring
Janji DiTepati Bukan Untuk Di Kencing
Di Sujud Sajaddah Kita Berdoa
Untuk Kebaikan Sihat Sejahtera
Barisan Hadapan Pejuang Negara
Anda Hebat Andalah Wira
DEMI MALAYSIA
Saturday, April 11, 2020
TERIMA KASIH KERAJAAN MALAYSIA (APRIL 2020)
*TERIMA KASIH KERAJAAN MALAYSIA*
Nukilan: *Majestic Kaiser Royale*
Wacana Bistari Buat Panduan
Meraksa Kersani Suri Teladan
Bencana C19 Mencerap Perpaduan
Terasa Berani Diri Berhadapan.
Mencari Jalan Menyelesai Masalah
Membantu Rakyat Iltizam Islah
Melestari Bantuan Terurai Susah
Berpadu Hasrat Menggenggam Pasrah
Perikatan Nasional Menabur Jasa
Berbakti Walau Baru Berkuasa
Dunia Akui Kehebatan Kita
Semua Menteri Fokus Bekerja.
Tiada Kata Secantik Budi
Kasihnya Seorang Perdana Menteri
Mengurus Perbezaan Bersatu Hati
Demi Rakyat Kerajaan Berbakti
Tiada Rakyat Rasa Terpinggir
Bantuan di Hulu Hingga Ke Hilir
Semua Nikmat Datang Bergilir
Kritikan Bisu Jatuh Berbutir.
Perikatan Nasional Nama Terpahat
Gagah Berjuang Demi Rakyat
Budi Disanjung Kasih Diikat
Representasi Sebuah Hakikat.
Doa Dimakbulkan Malikulmanan
Desa Ke Kota Kiri Dan Kanan
Kita Berpadu Berganding Tangan
Terus Membantu Semua Golongan
Sekali Berpakat Selamanya Berpadu
Menjalin Semangat Islam Melayu
Semua Kaum Tetap Di Bantu
Ke Persada Jaya Kita Menuju.
MKR.
Nukilan: *Majestic Kaiser Royale*
Wacana Bistari Buat Panduan
Meraksa Kersani Suri Teladan
Bencana C19 Mencerap Perpaduan
Terasa Berani Diri Berhadapan.
Mencari Jalan Menyelesai Masalah
Membantu Rakyat Iltizam Islah
Melestari Bantuan Terurai Susah
Berpadu Hasrat Menggenggam Pasrah
Perikatan Nasional Menabur Jasa
Berbakti Walau Baru Berkuasa
Dunia Akui Kehebatan Kita
Semua Menteri Fokus Bekerja.
Tiada Kata Secantik Budi
Kasihnya Seorang Perdana Menteri
Mengurus Perbezaan Bersatu Hati
Demi Rakyat Kerajaan Berbakti
Tiada Rakyat Rasa Terpinggir
Bantuan di Hulu Hingga Ke Hilir
Semua Nikmat Datang Bergilir
Kritikan Bisu Jatuh Berbutir.
Perikatan Nasional Nama Terpahat
Gagah Berjuang Demi Rakyat
Budi Disanjung Kasih Diikat
Representasi Sebuah Hakikat.
Doa Dimakbulkan Malikulmanan
Desa Ke Kota Kiri Dan Kanan
Kita Berpadu Berganding Tangan
Terus Membantu Semua Golongan
Sekali Berpakat Selamanya Berpadu
Menjalin Semangat Islam Melayu
Semua Kaum Tetap Di Bantu
Ke Persada Jaya Kita Menuju.
MKR.
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