Probation

High Court of Malaya
Paari Perumal – vs – Abdul Majid Hj Nazardin
Coram FAIZA TAMBY CHIK J
10 July 2000

Amongst other things, inter alia, quote:
23. I am of the opinion that the security of tenure of a worker is of vital importance because of the workers’ role in national development. A happy employee is a satisfied worker. A satisfied worker is one who knows exactly when his probation period is on trial and when he is confirmed. Languishing an employee as a probationer for an indefinite period does nobody any good. It is not productive for the employer nor for the employee himself. It is in this light that the offending principle is no longer in keeping with national aspiration and development if our nation is to aspire to achieve the status of an industrialised nation by the year 2020. Industrial harmony is a pre-requisite. Only with security and continuity of employment will there be increased productivity. A probationer who is taken into the permanent service should be advised of it by written notice served within one week of the completion of the probationary period.

24. But if the employee is neither confirmed nor terminated at the end of his probationary period, he should be deemed to be a confirmed employee. This will bring about certainty of status of employment to the employee. And automatically the employee concerned will then be entitled all the benefits that come along with confirmation. This will definitely bring about increased productivity as an employees is a happy and satisfied person. Further employees will not easily fall prey to unscrupulous employers who keep their employee languishing in the probation period and avoiding the need to give them the benefits which they will have to give if they are confirmed.[b]

……. unquote

Source: http://www.ipsofactoj.com/highcourt/2000/part5/hct2000(5)-011.htm

Kautilya’s Aphorisms in Management

Kautilya’s Aphorisms in Management By Balakrishnan A/L Muniapan[1]

 

  Management is an interdisciplinary field with contributions from various fields such as psychology, social psychology, sociology, anthropology, political science, economics and finance (Muniapan, 2005:b). Contemporary management also includes issues related to cross-cultural management and international management. Increasingly the understanding of management is coming to depend on understanding, analyzing and predicting organizational behavior, which is the basis for human resource management.  

The theories and concepts of modern management from the west have dominated management literatures over the last two centuries. This dominance is largely due to the colonization and the widespread use of English language. This dominance is evidenced through several management curriculum in universities, textbooks, training and consultancy programs and also articles in management journals. However, a careful analysis of many of the western management theories and concepts reveals that it has been in practice in Asian countries especially in India and also in China for centuries although these practices however were not in the context organizational management but in the context of state or political governance.

 

Management is culture specific. Sharma (2001) argues that for a management system, to be effective, it has to be rooted in the cultural soil of the country, where it is practiced. Many communities and countries in the world are now trying to discover and explore their own system of management. In the Malaysian context, the current Prime Minister, Datuk Seri Abdullah Ahmad Badawi is promoting an approach called Islam Hadhari or civilization Islam, in which management is also included. 

 

The exploration of the Asian context of management for managers began with wider understanding of Japanese management three decades ago (Maruyama, 1994). The discussion and the studies on the Chinese management are also growing in recent years especially based on the literatures on Confucianism and Sun Tzu Art of War. Today, the Sun Tzu’s Art of War and the teaching of Confucius and is used widely in the management and several studies have been conducted to integrate Confucianism in human resource management and the war strategies of Sun Tzu in the context of strategic management. We should also note that besides China, a large part of tradition in Japan, Korea, Taiwan, Vietnam and Singapore drive from Confucian heritage. Similarly the Indian management also has a strong tradition which continues to sustain the interpersonal world in Indian organizations (Chatterjee, 2007).

 

The Indian civilization, with recorded history of more than 5000 years is one of the oldest civilizations in the world and the contribution of India and Indians to this world is enormous in various fields of knowledge. Several ancient Indian classics such as the Valmiki Ramayana, the Mahabharata (includes the Bhagavad-Gita), the Puranas, etc offers several management lessons which can be useful even in the modern context. Many of these literatures are more than 5000 years ago and were written in Sanskrit. In this article the Arthashastra by Kautilya (also known as Chanakya or Vishnugupta), originally written in Sanskrit is analyzed in the context of organizational management.

 The Arthashastra (4th Century B.C) is treatise on political economy which was written by Kautilya in the ancient India. Kautilya was the prime minister and adviser for Emperor Chandragupta Maurya, who was the contemporary of Alexander the Great. Kautilya’s Arthashastra is often compared to Machiavelli’s The Prince (15^th century A.D), with which it shares many common philosophical and practical views. The Kautilya’s Arthashastra deals with different aspects management which includes strategic management, financial management, accounting, human resource management, corporate governance, social responsibility, etc. Kautilya analyses the entire management issues in following ways and lets look at it from the contemporary organizational management: - Why do you have to do business? To generate wealth (artha) and to earn profits. For what purpose wealth and profits are generated? To share the wealth and profits earned among the shareholders. Why? Wealth and profits makes the shareholders, employees, customers, suppliers, distributors and also the government happy. However Kautilya stated that happiness is obtained not by wealth and profit only but by doing things rightly and doing right things (sukhasya mulam dharma). Dharma without wealth according to Kautilya is toothless (dharmasya mulam artha), and wealth without dharma is useless because a poor person cannot support the entire society.  The Indian culture has always emphasized that sukhasya mulam dharma and dharmasya mulam artha taken together – namely wealth does not lead to directly happiness. Happiness for self and others results through ethical behavior: wealth or resources make ethical behavior possible. This also means that one must strive to generate wealth – resources, money – share it equitably to create happiness for oneself and others. Such generation of wealth must also be through ethical means, which alone would lead to overall happiness (Garde, 2003).  Kautilya further stated to generate wealth you require an enterprise or an organization or an asset (arthasya mulam rajyam). He then stated the support for organization is the organs (rajyasya mulam indriyajayah), the functions, processes, activities, etc. The victory over organs of the body, which is the literal meaning of the word indiyajayah, is a well-known concept in the Indian culture and this refers to the control over the five organ of sense (eyes, ears, tongue, nose, and skin), an on five organs of action (hands, feet, mouth, genitals, and anus). Conquering the body organs are manifested through control over the six enemies of the mind – desires (kama), anger (krodha), greed (lobha), arrogance (mada), infatuation (moha), envy (matsara). Only the governor or CEO who has conquered the organs of his body would be able to put the goals of the organization first, especially when in conflict with self-interest (Muniapan and Shaikh, 2007). Kautilya maintained that a leader (king) should have no self-interest, happiness and joy for himself, his satisfaction lies in the welfare (happiness) of his people, i.e. he has to submerge his personality into the larger personality of his people. Kautilya states in the happiness of his subject lies the happiness of the king; and in their welfare lies his welfare. He shall not consider as good only that which pleases him but treat as beneficial to him, whatever pleases his subjects (Prajasukhe sukham rajnah Prajanam cha hite hitam; Natmapriyam hitam rajnah Prajanam tu priyam hitam) or the welfare of the many and the happiness of the many (Bahujana sukhaya bahujana hitayacha). In fact, this concept of the happiness of the many need integrated into the area of corporate management as the basic principle.This wisdom is also reflected two thousand years ago by Thiruvalluvar in Tamil Nadu who spelt out in 1,330 verses of Thirukkural the three purusharthas of existence, dharma, artha and kama. In the chapter on artha, like Kautilya’s Arthashastra, he also dealt with the characteristics of a well-run administration or shall we say the ethics of good administration. For instance, when talking about the responsibility of a king, Thiruvalluvar says: “the king who administers justice and protects his people will be considered of divine quality” (Murai saithu kapatrum mannavan makkalkku iraiyentru vaikkapadum) (Vittal, 2004).

The same advice can also be found in Shanti Parva of the Mahabharata, wherein the public interest (welfare) is to be accorded precedence over his (leader’s) interest. A leader (king) should, without doubt, look upon the subjects as his children. In determining their disputes, however, he should not show compassion.  In performance of his duties he is enjoined to be impartial. In the ancient India, the leader (king) is often compared to the rain clouds, which bestow benefit, through rain (actions), to all and sundry, equally Kodandaramayya (2004).

 

Thus the Kautilyan principle of management takes an inside-out approach to management, which is self management first before management of every other thing. The manager needs to be trained to discipline the self by cultivating humility, and following the ethical path (dharma) and this is also consistent with the philosophy of Confucius in the Chinese context.

  References Chatterjee, S. (2007), Challenging the Dominance of Western Managerial Models: Reflections from the Wisdom and Traditions of Asia, International Conference on Integrating Spirituality and Organizational Leadership, University of Delhi, India, February 8-10, 2007 

Garde, A.R. (2003), Canakya’s Aphorisms on Management, Ahmedabad Management Association, Ahmedabad

 Kodandaramayya, J.P. (2004), The Message of Mahabharata: The Nation’s Magnum Opus, Bharatiya Vidya Bhuvan, Mumbai 

Maruyama, M. (1994), Mindscapes in Management: Use of Individual Differences in Multi-Cultural Management, Aldershot, UK

 Muniapan, B. (2005), HRM Education: The Role of Malaysian Universities and Institution of Higher Learning in Alex Yong, K.B, Strategic HR: Invent and Innovate, Genuine Circuit, Kuala Lumpur Muniapan, B., Shaikh,J., (2007), Lessons in Corporate Governance from Kautilya’s Arthashastra in Ancient India, World Review of Entrepreneurship, Management and Sustainable Development (WREMSD). Special Issue on: “Accounting Standards Convergence, Corporate Governance and Sustainability Practices in East Asia”, Volume 3, Number 1, 2007, p. 50-51 

Sharma, G.D. 2001, Management and the Indian Ethos, Rupa and Company, New Delhi

 Vittal, N. (2004), Ethics in Public Administration: Classical Insights and Current Practices. Available at: http://www.boloji.com/opinion/0124.htm 

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[1] Balakrishnan A/L Muniapan currently lectures Human Resource Management at Curtin University of Technology, Malaysia. He can be contacted at mbalakrsna@yahoo.com. His at: http://www.curtin.edu.my/sch_dept/SOBusiness/SOB_SProfile.asp?wr=SOB004

 

Constructive Dismissal

Constructive Dismissal

(From then Lord President Salleh Abas in the case Wong Chee Hong Vs Cathay Organisation (M) Sdn Bhd (1988))

“The common law has always recognised the right of an employee to terminate his contract of service and therefore to consider himself as discharged from further obligations if the employer is guilty of such breach as effects the foundation of the contract or if the employer has evinced or shown an intention not to be bound by it any longer. It was an attempt to enlarge the right of the employee of unilateral termination of his contract beyond the perimeter of the common law by an unreasonable conduct of his employer that the expression ‘constructive dismissal’ was used.”

Constructive dismissal could be likened to a double-edged sword. The employee’s reason for resigning should be such chat it affects the important fundamentals of his terms and conditions of service, or the employer’s action was such that no reasonable employee could tolerate such an action. The timing of the resignation should also be reasonably soon, to avoid being accused of condonation. Any failure on the part of the employee to ensure these two conditions are fulfilled may result in his resignation not meeting the criteria for constructive dismissal and result in his claim being dismissed by the Court.

What are the circumstances in which an employee can resign and yet claim constructive dismissal?

In order to claim constructive dismissal, the employee should be absolutely certain that the employer’s actions are significant breaches going to the root of the Contract of Employment. In other words, the employer’s actions are such that it is certainly impossible for the employee to continue in his employment with the said employer. The employee should also make up his mind and resign reasonably soon after the employer’s action; otherwise he is said to have condoned or acquiesced the employer’s actions.

Some of the circumstances are:

(a) Arbitrary reduction of wages, commissions, allowances, etc.

(b) Withdrawal of contractual benefits e.g. car, housing, entertainment, free meals, free laundry services etc., provided they are provided in the Contract of Service.

(c) Demotion to a lower post, with or without reduction of salary, fringe benefits, etc.

(d) Transfer to a different location if such transferability is not clearly stated in the Letter of Appointment.

(e) Substantial changes in the job function.

(f) Behaviour by the employer, intended to humiliate the employee.

(g) Threatening with dismissal if the employee does not resign from the job.

End

Guide to Retrenchment

GUIDELINES ON THE IMPLEMENTATION OF RETRENCHMENT

 

Source: MOHR Website

1. INTRODUCTION

This guideline is to explain the best possible ways to implement retrenchment and other related matters.

2. WHAT IS MEANT BY RETRENCHMENT OF EMPLOYEES?

Retrenchment means termination of the contract of service of the employees in a redundancy situation which arise from several factors such as closure of business, restructuring, reduction in production, mergers, technological changes, take-over, economic downturn and others.

3. WHAT MEASURES SHOULD BE TAKEN BY EMPLOYERS TO AVOID TERMINATION OF EMPLOYEES?

When there is a situation of redundancy, the employers concerned must first take relevant measures to avert termination of employees. For industrial harmony, measures as follows are suggested:-

3.1	To stop recruitment of new workers except for critical areas.
3.2	To limit overtime work.
3.3	To limit work on weekly rest days and public holidays.
3.4	To reduce weekly working days or reduce the number of shifts.
3.5	To reduce daily working hours.
3.6	To conduct retraining programmes for workers.
3.7	To identify alternative jobs and to transfer workers to other divisions/other jobs in the same company.
3.8	To implement temporary lay-off i.e. temporary shut down by offering fair salary and to assist the employees affected in obtaining temporary employment elsewhere until normal operation resumes.
3.9	To introduce pay-cut in a fair manner at all levels and to be implemented as a last resort after other cost cutting measures have been carried out.

Measures in 3.7, 3.8 and 3.9 must be implemented with the consent of the workers or the trade unions representing the employees.

4. WHAT MEASURES SHOULD BE TAKEN BY THE EMPLOYERS IF REDUCTION OF THE WORKFORCE NEED TO BE IMPLEMENTED?

If the retrenchment of workers still has to be exercised despite the implementation of the above steps (para 3), employers should implement the following measures to lessen the negative impact on the workers:

4.1	To immediately inform and discuss with the workers or the trade unions which represent them regarding any impending retrenchment.
4.2	To offer retrenchment/voluntary retirement scheme with the best possible compensation.
4.3	To terminate workers who have attained normal retirement age.
4.4	To assist workers in seeking alternative employment elsewhere before retrenchment with the cooperation of Labour Department and Manpower Department under the Ministry of Human Resources.
4.5	To implement retrenchment in stages over a long period.
4.6	To terminate the foreign workers first before terminating the local workers in the same category.
4.7	When the retrenchment involves local workers, the ‘LIFO’ principle (last-in-first-out) must be practiced for the same category of work. However, employers may carry out retrenchments in accordance with certain criterias after consultation and the approval of the workers and trade unions representing them.

5. WHAT IS THE EMPLOYER’S RESPONSIBILITY IN TERMS OF REPORTING THE RETRENCHMENT AND OTHER RELATED MATTERS?

5.1	Employers are required to report to the nearest Labour Office at least one month prior to taking the measures as stated below by using the following forms:
	5.1.1 Retrenchment of workers – Form PK1/98 5.1.2 Voluntary separation – Form PK2/98 5.1.3 Lay-Off – Form PK3/98 5.1.4 Pay-Cut – Form PK4/98
5.2	These forms are available free of charge from any Labour Office in Peninsular Malaysia.

6. WHAT ARE THE RIGHTS OF WORKERS INVOLVED IN THE RETRENCHMENT?

6.1	The Employees Rights Under The Employment Act 1955.
	6.1.1 The notice of termination in accordance with the contract of service but shall not be less than those specified in the Employment Act 1955, i.e. : a) 4 weeks notice if the worker has been employed less than 2 years; b) 6 weeks notice if the worker has been employed for 2 years but less than 5 years; c) 8 weeks notice if the worker has been employed more than 5 years. 6.1.2 Should the employer failed to give sufficient notice, the employee is entitled to be paid wages in lieu of notice. Wages in lieu of notice must be paid in full, latest on the day the contract of service is terminated. 6.1.3 Retrenchment benefit must be in accordance with the contract of service but should not be less than the rate specified in the Employment Act 1955 which is: a) 10 days wages for each year of service if the worker has been in employment for less than 2 years; b) 15 days wages for each year of service if the worker has been in employment for 2 years but less than 5 years; c) 20 days wages for each year of service if the worker has been in employment for 5 years or more. 6.1.4 Retrenchment Benefits must be paid latest by the 7th day after the date of retrenchment. 6.1.5 Should the above rights be denied, the worker can file a claim at the nearest Labour Office.
6.2	The Employee’s Rights Under the Industrial Relations Act.
	6.2.1 If there is a Collective Agreement on terms and conditions relating to Retrenchment the benefits payable to the workers shall not be less than those stipulated in the Collective Agreement. 6.2.2 If the employee is not satisfied with the retrenchment, he or she may seek advice from the nearest Industrial Relations office which is under the Ministry of Human Resources.

7. WHAT ARE THE TYPES OF SERVICES AVAILABLE TO WORKERS AND EMPLOYERS AT THE MANPOWER DEPARTMENT?

7.1	Procedures in getting alternative employment.
	Retrenched workers can come personally to register at the nearest Manpower Department free of charge, by bringing along with them their identity cards, educational certificates and other related documents. If the worker failed to get a job after 3 months, he or she must renew the registration with the Manpower Department. Successful applicants must also inform the Manpower Department immediately.
7.2	Procedures in recruiting retrenched workers to work in other companies.
	7.2.1 Employers who wish to employ retrenched workers can request for suitable candidates from the nearest Manpower Department by stating relevant information on the vacancies available, salaries offered, minimum qualifications and other requirements. Upon interviewing the candidates supplied by the Manpower Department, employers should inform the Department of the number of candidates that have been recruited. 7.2.2 The government will not consider any request from employers to employ foreign workers if the employers do not give priority for local workers to fill the vacancies.

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People over Procedures

People over Procedures

By Rupunda 

I have been researching how Systems and Procedures have created a Zombie Mindset in the Working world and for that matter in the world at large.  

In my view the Revolutionary evolution to Compassion is creating an environment where systems and procedures are going to loose their relevance as people reclaim their Spiritual and Wisdom Intelligence. 

If we are honest with ourselves most systems and procedures are designed to extract the maximum from the people in our organisation and they are designed in such a way that “encourages” compliance with the system. 

The intelligence we all have is left at the door when we arrive at work as we have found that the best way to get ahead is to comply with orders from above. 

Based on Consciousness studies worldwide 80% of Humanity lives in negative consciousness and in negative consciousness we willingly accept instructions from others are rarely look to THINKING for ourselves. 

This in my view is why companies try systems after system searching for the Holy Grail of HR Management that will extract the maximum at the minimum of cost thus increasing the profits and value of the enterprise. 

More and more we are loosing sight of the fact that the people we employ are in fact more important than anything else. Employees that have pride in themselves and in their organisation give the best and customers know it. 

I am now of the view that excellent customer service comes from excellent employee relations where the systems and procedures encourage employees to think and meet the customers needs. In industry after industry especially where call centres are set up the customer is fed with enough to get them off the line and to keep managements insulated from customer concerns. 

HR Managers in 2007 need to be looking at Spiritual and Wisdom intelligence and encourage their employees to speak from their heart on how to make everything they do better in such a way that makes them proud in the work they do and the product they produce is of the highest in quality. 

The industrial revolution is finished and we have to acknowledge that most of the systems we employ today have as their underlying motive the control systems of that time. 

There is no point in say we want knowledge workers when we discourage them by the very systems we implement from being creative.  

When we start to ask our employees to contribute in the beginning they will test us by asking or recommending small things that benefit them if we disregard these small requests we are showing our staff that we do not value their thoughts. We have to prove that we really want to work with them as oppose to them working for us. 

However as many Managers(and Chief Executives) have Low or Negative consciousness as I have mentioned in many of my writings (Understanding consciousness is based on the comprehensive work of David R Hawkins available through VERITAS Publishing https://www.veritaspub.com/  ) they are unable let alone willing to move into a mode where they are able to even believe that those below them in the corporate ladder could ever have ideas better than their own. 

A system that works well in a company where every is valued and everyone contributes is highly unlikely to work in a company where a different management mindset operates. Additionally when the unwritten policy of the company is at variance with the written policy it is even more difficulty to implement change and achieve the results we want. 

In 2007 where “THE MARKET” drives management decisions and decisions are made to keep the value of the share price high decisions are made on the basis of short term expediency and it is our employees who bear the greatest burden in keeping the market happy. Even in companies that are not publicly listed the management mindset of Public companies cascades into private companies. As companies transfer jobs to LOW COST countries what they are really doing is transferring to countries where the employees will follow blindly what management wants. 

Tragically the cost of labour is looked into before the quality and efficiency and it is easy to relocate even though we cannot see that these low cost countries will learn from us and become our competitors and then we will loose further business. 

If you work with a company that is not as efficient as it should be may I suggest that the first thing you need to investigate is the level of consciousness of your Managers and Supervisors.  

Those of us who understand the principles of Chinese and Natural Medicine understand that the place of pain is rarely the cause of pain. 

Our Management Style today is more like the allopathic medicine model which treats the place of pain instead of the cause of pain. 

Most Management Systems and Training programs are designed this way. To address the place of pain as opposed to the cause of pain. Training needs analysis concepts address the place of pain. 

Training programs that focus on procedures and do this and don’t do that no matter how much useful information is “Taught” will rarely achieve a result that address the ROOT CAUSE. 

When I design a experiential program I measure each model against the level of consciousness and will not offer any program to any client if it measures below the 700 level. From experience and many many mistakes over 46 years 5 Continents and 20 countries From Office Boy to Chief Executive I have learned at the university of Hard Knocks (as well as the places of Higher Learning that Give Degrees and Diplomas) that only when we understand the culture of the people can we even hope to guide them to become better. I use the word guide as opposed to Train as that is what we do to animals in the ZOO, we train them to follow our commands. 

Training others to follow our commands may benefit us in the short term but eventually we will pay the price of having employees who are discouraged from thinking. 

In our Human Resource Planning we have to go forward and really empower everyone in the organisation – not to go it alone but to be a real contributor to the success of a company. 

Our employees are stakeholders just as much as our shareholders and our customers. 

I can see the time and it is not to far away that those who understand the significance of the Revolutionary Evolution to Compassion in Management and Stakeholder Relationships will be the examples for all to follow. 

NO SYSTEM will produce better results unless every stakeholder is valued and their opinions respected. 

NO TRAINING PROGRAM will produce results unless all stakeholders accept responsibility for the result and are willing to LISTEN to the views of ALL. 

We have to move into a Positive Level of Consciousness if we are to succeed. It has been done by many and will continue to be done. If you have mangers who have a level of consciousness below the level of 400 the level of Reason and Understanding who are destined to continue in the treating the place of pain and leaving the root cause to attack you over and over again. 

Human Resource Managers in the Revolutionary and Evolutionary time need to understand and use these techniques which can be learnt and used relatively easily if we are willing to do unusual things. 

5000 Years ago the ancient Chinese developed a system called the I CHING to guide them in the actions they should take to achieve their goals. In 2007 many still use this system to get to THE ROOT CAUSE. 

For this article I asked the I CHING, what do HR Managers need to do NOW to make their Organisations Leaders in their Field. 

The Answer is: 

49 SKINNING RENEW, MOULT, CHANGE RADICALLY, STRIP AWAY THE OLD, REVOLUTION, REVOLT. 

THE NAMESkin / revolution, (KO): Take off the skin; moulting; radical change, renew; revolt, overthrow; skin, leather Armour, soldiers; eliminate, repeal, cut off, cut away. The ideogram portrays an animal skin stretched on a frame. 

THE IMAGE:Skinning, on your own day there will be a connection to the spirits,Fundamental Success. Advantageous DivinationRepenting disappears This is the time when the snake sheds its skin, when radical change renews things, Strip away the old. Eliminate what has become useless, so the new can be seen. Overthrow what is corrupt. On your way, when the time is right, you will have a connection to the spirits. Act with confidence. This can inaugurate a whole new time. Success is guaranteed. It brings profit and insight. Reject old quarrels and memories. Present yourself in an entirely new way. Your doubts and sorrows will vanish. This is a timer when heaven and earth renew themselves and great people carry out heavens mandates. Yield and serve this great time. 

OUTER and INNER WORLDS: Open and RadianceChanging inner awareness skins away obsolete forms to reveal a stimulating new potential. 

HIDDEN POSSIBILITY: 44 CouplingRenewal through skinning contains the hidden possibility of a coupling  of the two primal powers.44 COUPLINGOPENING, WELCOMING, AN INTENSE PERSONAL ENCOUNTER: MEET AND ACT THROUGH THE YIN, SEXUAL INTERCOURSEA time to welcome what comes to you. Acting through the woman and the Yin brings invigoration strength. Welcome what comes. Do not try to enforce your will. This is a time of meetings, brief, intense encounters that involve universal forces. Do not try to control things directly, but realise what happens to you reflects the union of these powers. Great things are moving in these events. The spirit spreads throughout the world. You are coupled with a creative force. It brings unexpected encounters, lucky coincidences and enjoyable happenings. Do not try to hold onto things. These contacts come and go. When Heaven and Earth meet, all the beings join in a brief radiant display. The time of welcoming and coupling is truly great. 

SEQUENCE:The Tao of the well does not allow you not to skin (renew) things. Accepting this lets you use skinning 

 

DEFINITION:Skinning means prior causes are leaving. 

SYMBOL:In the centre of the mists there is FIRE. Skinning.The realizing person regulates how time is measured to brighten the seasons. 

To end this article I suggest we follow the example of the snake and shed our existing skins and allow the NEW one to come To embrace radical change which renews things, To Strip away the old, To Eliminate what has become useless, so the new can be seen. Overthrow what is corrupt.~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~

The Author -  (Hj Mohd Hazri ) Rupunda  (He who moves with the Rainbow Body) is a global corporate and personal transformational healer dedicated to identifying and healing the root causes that hold organisations and people in negative consciousness. Rupunda shows us that healing, be it personal, corporate, national or spiritual, comes by embracing The Rainbow Body in our lives.
*RIDE RUPUNDA’S RAINBOW TO RICHES*
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Perfection Manifests within