Macam mana nak pergi HQ speedmart dari kl @ puchong guna public transport ..

Assalamualaikum dan salam sejahtera ..

Mesti ramai yang tertanya-tanya , macam mana nak pergi interview dekat HQ 99 speedmart ? kat jalan sungai besi tu ?lagi-lagi guna public transport tu an ?kalau dah tau , untunglah ..

Okay berdasarkan pengalaman sebelum ni , saya telah dipanggil untuk interview bagi position asst manager kat sana ..

Haha.. ni first interview dalam seumur hidup ni .. bukan main nervous lagi .. malam dah tak boleh tido, disebabkan esok pagi ada interview. saya ni masih study tp final semester, so siap-siap lah cari kerja.. lepas ni , tadelah nak tanam anggur berladang-ladang kan ..

Pastikan semua dokumen lengkap dan tersusun elok ok? , senang nak amik masa interview tu .. J .. selalunya dalam email tu dah bagitau apa yang perlu dibawa .. contohnya kalau ada diploma , ijazah , etc bawaklah salinan sijil tu .. Salinan ic , sijil2 koko .. sijil berhenti sekolah, etc ..    

Start lah travel kita , pagi tu dari puchong ke jalan sungai besi not sungai besi , (sungai besi tu lagi jauh) anyway saya tinggal kat kawasan bukit puchong , so saya amik bas metro 21 ke kl .. tambang dalam rm3.oo , sampai kat masjid jamek , saya amik lrt ke chan sow lin , dlm rm 1.70 pastu kat station chan sow lin tu bukan main lebat lagi hujan , plan nak naik bas rapid U41 , tambang murah je .. tapi disebabkan hujan tak berani nak redah hujan, nak ke bas , amik jelah teksi tambang dalam rm5.00.

 Dalam pukul 10 saya dah sampai kat sana , ingatkan jauh .. tu yang plan gerak awal2.. Terpaksa cari surau berdekatan untuk lepak .. so sementara nak interview masih ada masa nak study .. interview pukul 2 pm .

 ni transit map , sape naik naik lrt ke ktm ke , bole tengok peta ni ..

ni peta HQ 99 speedmart , kat jalan sungai besi depan shell minyak tu , nampak jauh kan dengan lrt chan sow lin .. tapi hakikatnya dekat je .. 

SENTENCING JURISDICTION AND TYPES OF SENTENCING IN COURT OF MALAYSIA

(i)Magistrate court

The first magistrate court has the power to sentence to a term of imprisonment not exceeding five years or a fine not exceeding RM10, 000 or whipping up to 12 strokes, or any combination of the three. There are also exceptions to the limitation on the First class Magistrate’s power may exceed the sentencing jurisdiction.

The proviso to section 87(1) Subordinates court Act 1948 for example, states that the Magistrate may award punishment in excess of the power proscribed where any law gives him the authority, and some examples include section 118 of the Customs Act 1967 provided that a magistrate can impose fine up to RM25000.

According to the section 41 of the Dangerous Drugs Act 1952, A Magistrate can try any offence under the act except under section 39B Dangerous Drug Act 1952. For an offence under section 12 Dangerous Drug Act 1952, a first class magistrate can pass sentence up to 5 years imprisonment and fine not exceeding RM100, 000 or both and section 6(3) of the Betting Act 1953 (formerly the Betting Ordinance, 1953 or Ordinance No. 47 of 1953). Where the Magistrate has power to impose a fine of not less than RM 20,000 and not more than RM200, 000 and up to two years imprisonment or both.

The exercise of this power was seen in the case of Cheong Ah Cheow v PP[1985] 2 MLJ 257 and the case of PP v Yap Sin Peng [1986] 2 CLJ 222 wherein the Magistrate had awarded the maximum RM20,000 fine in both cases respectively, and these decisions were upheld.

For the second exception, under Section 87(2) gives the First Magistrate further authority to increase the punishments prescribed in section 87(1) Subordinates court Act 1948 provided that where the accused has previous convictions and provided that the Magistrate records his reasons for doing so. However, cases such as Abdul Wahab v PP [1970] 2 MLJ 203 and PP v Govindnan a/l Chinden Nair (1998) 2 MLJ 181 given the said provision an unnecessarily restrictive construction by stating that the Prosecution has a duty to choose with care as to which, court possesses the requisite sentencing jurisdiction sought by the Public Prosecutor before going on to prosecute his case. That section 87(2) can only be invoked when the case takes an unexpected turn and that the Magistrate’s basic sentencing powers are found wanting. Furthermore, knowledge of previous convictions can only be adduced after trial

(ii) Session court

A Sessions Court has the jurisdiction to hear both criminal and civil cases. The sentencing jurisdiction under section 64 of subordinates court act 1948 provide that session court may pass any sentence allowed by the law except sentence of death. Session court may also impose  the sentence of whipping but in no case the whipping should exceed more than 24 strokes in the case of an adult offender.

The some of case is Bachik Bin Abdul Rahman v pp (2004) 5 MLJ 89

(iii) High court

Sentencing jurisdiction in the high court , under section 22 of court judicature Act 1964 provide that , A high court may pass any sentence allowed by law The High Court may pass any sentence allowed by law. Normally, only criminal cases of a serious nature are tried in the High Court. Example, drug trafficking under Section 39B of the Dangerous Drugs Act 1952 [Act 234], murder under Section 302 of the Penal Code [Act 574], kidnapping or abduction under Section 364 of the Penal Code [Act 574] and offenses under the Firearms (Increased Penalty) Act 1971 [Act 37] where it involves capital punishment (death sentence) if the accused is found guilty. Cases involving capital punishment (e.g. death penalty) are tried in the High Court.

(iv)Federal court

In federal criminal cases, if the jury (or judge, if there is no jury) decides that the defendant is guilty, the judge sets a date for a sentencing hearing. In federal criminal cases, the jury does not decide whether the defendant will go to prison or for how long; the judge does. In federal death penalty cases, however, the jury does decide whether the defendant will receive a death sentence. Sentencing statutes passed by Congress control the judge’s sentencing decision.

Bounded rational , what is advantage and disadvantage ?

What is the Bounded Rationality?

Bounded rationality means that the manager seeks to adopt the rational approachable in decision making, Bounded rationality is a hypothesis that advice that there are boundaries to how rational a decision maker can actually be.  If the decision factors do not trade with mankind, the probability of rationality increases.  Since managers cannot make perfect decisions, they satisfied, choosing instead the first alternative that is ‘good enough’. while this is similar to students choosing a college that is within their decision frame, as opposed to viewing all 5,000 available colleges and universities.  Satisficing involves a shortcut, intuitive access to decision making, which is mentioned to as heuristics is blocked by certainly limitations such as limited resources, otherwise lack of information and capability to analyze limited decisions.

What Advantage of bounded rational?

Firstly, there is abundant empirical evidence that it is significant. Also the models of bounded rationality have examined themselves in a wide range of impressive work. And the standard justifications for putting on bounded rationality are improbable and their logic cuts both ways. Next, deliberation about an economic decision is a pricy activity, and good economics needed that we entertain all costs in bounded rational decision making.

What disadvantage of bounded rational?

(a) Limited Resources

Resources consist of time, money, equipment and workforce. Resources that are limited can influential decision making. For instance, assuming that previously the organization had planned to fix up several new branches, but at the same time, its income had diminished due to an economic downturn. As a solution, the plan to put up new branches was held over. Note that cause to the limited fiscal resources, moreover , what was done is not the same with what had been originaly planned.

(b) Excessive Additional Information

Progress in technology has caused information dumping to occur. More or less data can be easily receive, but at the same time will due to troubles to the director. This is because the director is unable to cover all the information that is usable. As a consequence, only certain information is viewed. Therefore, decisions made may not be the better as not all information is brought into thoughtfulness.

(c) Memory Problems

Storage problems can make difficulties for the handler. However the information is usually recorded,caused sometimes information is also looked out over or unrecorded.

In deposit to form rational decisions, all needed information needed to be received.Next To compile all these needed information, might involve time and high costs. Perhaps not all the data can be collected. Thus, an optimal decision cannot be reached,

(d) Expertise Problems

Expertise problems cause the decision maker to face-off problems in setting up, understanding and summarizing the information usable. This is also because there no person is an expert in every sector. Nevertheless the data can be analyzed by computer, the decision maker will even require specific skills to interpret the solutions that have been received. As a result of this lack of expertise,caused of the valuation made may not be the well.

What is rational decisions?

Rational decisions are choices based on rationality, that is, on a rational mode of thinking. Rational decision making assumes that decisions are made in the best interests of the organization on the basis of data collection and analysis, along with evaluation of alternatives. The classical decision theory assumes that decision makers are objective, have complete information and see all possible choices and other consequences before choosing the optimal answer.

 The traditional approach to understanding individual decision making is based upon the classical decision theory and the rational model. The rational model assumes that decision making is and should be a rational process, lying of a chronological succession of steps that raise the probability of achieving a desired result. Key steps in the decision-making process start typically with a definition of the problem structuring and decision criteria is the important factors and requirements may be developed to direct the selection of an alternative solution.

 After identifying the decision criteria, the next step is deciding which criteria are more or less important. Once the problem and attributes of a desirable solution have been formulated, the alternative (options/choices) solutions are generated and identified. Information is gathered about possible alternatives which can then be measured utilizing the decision criteria in order to calculate the optimal conclusion. Although decision making seems simple, nevertheless, to insure that the decision made is the excellent way, it must be rational. Of course, this implies the ending has to be founded on facts, opinions and reasonable grounds. 

Systematic evaluations have to be taken in of the entire process of decision making .All in all, making a rational decision can be seen as a systematic procedure of fixing problems, passing judgment, decision alternatives and choosing the best alternative decisions available.beside that Mintzberg (1989) felt that decision making was possibly the most important of all of the managerial activities.

what is decision making ?

Decision making is the cognitive operation of making selections from amongst various options. . Every decision-making process produces an impression that might be an action, a recommendation, or an opinion. The skills considered important to effective decision making are based on a prescriptive model of decision making, which prescribes how decisions should be taken in. These accomplishments include identifying the potential selections, identifying the potential issues that follow from each choice, evaluating the desirability of each of the consequences, assessing the likelihood of each consequence, and, making a choice using a decision rule.

What is the decision making environment?

Environmental decision is a complex decision. In that location may be considerable  differences in detail in the way environmental decisions are formed as a consequence of legal political, economic and other societal agents.

In the most cases, the environmental decision making process begins when a person, group or people or organization (private or government) perceives and identifies a problem, a risk or a requirement.This is the stage at which a resolution is searched. The process of identifying the possible solutions and then finalizing which is most appropriate is the essence of any decision making process. Having now identified the problem, the risk or need is necessary to establish the boundaries of the issue. 

This stands for that decision must be made concerning which issues are relevant to the problem to be keyed out. A good decision is not only determined by the experience, efficiency and acquirement of the decision maker but also the sufficiency and validity of the information prevailed that name to the business environment based on Abu Mansor et. al., 1999