The document defines decision making as selecting a course of action to deal with a problem by choosing from at least two alternatives. It describes two types of decisions - programmed decisions which are routine and follow rules, and non-programmed decisions which deal with unique problems. The document also outlines four conditions for decision making - certainty, risk, uncertainty, and ambiguity - and lists the typical four steps to decision making as investigating the situation, developing alternatives, evaluating alternatives to select the best one, and implementing and following up on the solution. It briefly mentions group decision making as another type.
This document defines controlling, quality, total quality management (TQM), and discusses the key aspects of an effective control system and the main ideas of TQM. It defines controlling as assuring actual activities conform to plans, monitoring performance, and taking corrective action. There are three types of control: pre-action, steering, and screening control. An effective control system is accurate, timely, objective, flexible, and utilizes corrective action. Quality is meeting or exceeding customer expectations. TQM is a commitment to continuous improvement through teamwork and a customer-focused approach. The five pillars of TQM are also discussed.
This document discusses three major leadership theories: the Great Man theory which believes that leaders are born not made, the behavioral theory which examines leadership behaviors and styles, and the contingency theory which proposes that leadership style depends on the situation. The behavioral theory identified two leadership functions - task-related and group maintenance - which can generate task-oriented or employee-oriented leadership styles. The contingency theory aims to identify which leadership styles are most effective depending on the situation.
The document discusses several theories of motivation including need theory, process theory, and reinforcement theory. It also examines Herzberg's two-factor theory of motivation and hygiene factors that cause dissatisfaction versus motivation factors. Additionally, the document outlines theories like expectancy theory, equity theory, and reinforcement theory and their implications for motivating employees.
Planning involves determining objectives and strategies to achieve goals. It provides direction, encourages innovation, guides decision making, and facilitates control. Planning is important for organizations as it identifies courses of action, efficiently utilizes resources, and determines opportunities. There are different types of plans including strategic plans and operational plans. Strategic plans are long-term plans made by top management to determine overall objectives and how to achieve them, while operational plans direct day-to-day operations to accomplish strategic objectives. Barriers to effective planning include lack of commitment, unclear objectives, failure to understand scope, and lack of management support. These barriers can be overcome through organized, clear, and participatory planning.
Communication is defined as the process of exchanging information through sending and receiving. There are two main channels of communication in organizations - formal and informal. Formal communication refers to the official channels used within and outside an organization, including vertical downward and upward communication as well as lateral communication between departments. Informal communication passes job-related or personal information between individuals through single-strand, gossip, probability, or cluster methods.
Organizing involves structuring relationships between people, work, and facilities to achieve goals. An organizational structure establishes the framework for how managers and subordinates operate. Work is divided among members and grouped according to similar activities and specialist workers to achieve objectives. An organization chart illustrates key aspects of structure including division of work, management hierarchy, work nature, work grouping, and management levels. Organizations determine span of management as either wide (flat) or narrow (steep) and departmentalize by function, product, geography, customer, or matrix. Authority refers to the right to make decisions and direct subordinates' work.
The document defines decision making as selecting a course of action to deal with a problem by choosing from at least two alternatives. It describes two types of decisions - programmed decisions which are routine and follow rules, and non-programmed decisions which deal with unique problems. The document also outlines four conditions for decision making - certainty, risk, uncertainty, and ambiguity - and lists the typical four steps to decision making as investigating the situation, developing alternatives, evaluating alternatives to select the best one, and implementing and following up on the solution. It briefly mentions group decision making as another type.
This document defines controlling, quality, total quality management (TQM), and discusses the key aspects of an effective control system and the main ideas of TQM. It defines controlling as assuring actual activities conform to plans, monitoring performance, and taking corrective action. There are three types of control: pre-action, steering, and screening control. An effective control system is accurate, timely, objective, flexible, and utilizes corrective action. Quality is meeting or exceeding customer expectations. TQM is a commitment to continuous improvement through teamwork and a customer-focused approach. The five pillars of TQM are also discussed.
This document discusses three major leadership theories: the Great Man theory which believes that leaders are born not made, the behavioral theory which examines leadership behaviors and styles, and the contingency theory which proposes that leadership style depends on the situation. The behavioral theory identified two leadership functions - task-related and group maintenance - which can generate task-oriented or employee-oriented leadership styles. The contingency theory aims to identify which leadership styles are most effective depending on the situation.
The document discusses several theories of motivation including need theory, process theory, and reinforcement theory. It also examines Herzberg's two-factor theory of motivation and hygiene factors that cause dissatisfaction versus motivation factors. Additionally, the document outlines theories like expectancy theory, equity theory, and reinforcement theory and their implications for motivating employees.
Planning involves determining objectives and strategies to achieve goals. It provides direction, encourages innovation, guides decision making, and facilitates control. Planning is important for organizations as it identifies courses of action, efficiently utilizes resources, and determines opportunities. There are different types of plans including strategic plans and operational plans. Strategic plans are long-term plans made by top management to determine overall objectives and how to achieve them, while operational plans direct day-to-day operations to accomplish strategic objectives. Barriers to effective planning include lack of commitment, unclear objectives, failure to understand scope, and lack of management support. These barriers can be overcome through organized, clear, and participatory planning.
Communication is defined as the process of exchanging information through sending and receiving. There are two main channels of communication in organizations - formal and informal. Formal communication refers to the official channels used within and outside an organization, including vertical downward and upward communication as well as lateral communication between departments. Informal communication passes job-related or personal information between individuals through single-strand, gossip, probability, or cluster methods.
Organizing involves structuring relationships between people, work, and facilities to achieve goals. An organizational structure establishes the framework for how managers and subordinates operate. Work is divided among members and grouped according to similar activities and specialist workers to achieve objectives. An organization chart illustrates key aspects of structure including division of work, management hierarchy, work nature, work grouping, and management levels. Organizations determine span of management as either wide (flat) or narrow (steep) and departmentalize by function, product, geography, customer, or matrix. Authority refers to the right to make decisions and direct subordinates' work.
1. Dr. Aznan hasan
TOKOH ILMUAN EKONOMI ISLAM
BY : NUR HIDAYAH BT ABD RAHAMAN
Lecturer : pn. NoorFai’zah bt sarian
EMAIL : nurhidayahabdrahaman@gmail.com
2. DR. Aznan bin Hasan
Telah Menerima ijazah
pertama dalam bidang
syariah di Universiti Al-
Azhar, Mesir.
Beliau menamatkan ijazah sarjana muda
dalam syariah di Universiti Kaherah dengan
perbezaan (mumtaz) pada tahun 1998.
3. Seterusnya, Dr Aznan Hasan juga Memperolehi Ph.D
Di University of Wales , United Kingdom.
LATAR BELAKANG PEKERJAAN
Beliau menjadi perunding Syariah di Maybank Investment Bank
dan Hong Leong Islamic Bank.
Pernah juga menjadi penasihat Syariah untuk Bursa Malaysia.
Dr. Aznan berfungsi sebagai Prof.Madya dalam Undang-undang
Islam di Universiti islam Antarabangsa.
Dr. Aznan berkhidmat sebagai Ketua Jabatan Undang-undang
Islam, Ahmad Ibrahim Kulliyyah Undang-undang, Universiti Islam
Antarabangsa Malaysia.
4. Pernah berkhidmat sebagai penasihat syariah di pelbagai institusi
kewangan , firma guaman dan badan korporat, di peringkat tempatan dan
antarabangsa.
Pernah menjadi Pengerusi Lembaga Penasihat Syariah di Barclays Capital
(DIFC, Dubai)
Beliau telah menjadi Pengerusi Jawatankuasa Syariah di Malayan Banking
Berhad sejak 1 Mei 2014.
5. Beliau berkhidmat sebagai Ahli Jawatankuasa Syariah di RHB
Islamic Bank Berhad dan RHB Asset Management Sdn Bhd
sehingga ogos 2008.
Dr Aznan juga menjadi tenaga pengajar bagi mata pelajaran
seperti teori Undang-undang Komersial Islam dan Perbankan dan
Kewangan Islam di peringkat Sarjana dan pasca siswazah.
Beliau juga merupakan pengarang terkemuka dalam kewangan
Islam. Sehingga kini, beliau telah menghasilkan sejumlah buku dan
penerbitan dalam jurnal.
6. Dan telah membentangkan beberapa kertas persidangan di
pelbagai persidangan antarabangsa.
Beliau adalah penasihat Syariah berdaftar bagi pengeluaran
sekuriti Islam dan Skim Unit Amanah Islam, Suruhanjaya Sekuriti
Malaysia.