پیار کے دیپ جلاتی ہوئی پاگل لڑکی
کوچۂ عشق میں جاتی ہوئی پاگل لڑکی
جس کو اَن دیکھے جزیروں کی تمنا ہے بہت
باتیں اس ڈھب کی بناتی ہوئی پاگل لڑکی
وہ فقط مجھ کو سنانے کی لگن رکھتی ہے
گیت جھرنوں کے سے گاتی ہوئی پاگل لڑکی
آس کی ڈور سے جینے کا ہنر جانتی ہے
کھلکھلاتی سی، ہنساتی ہوئی پاگل لڑکی
ہے وہ تتلی سی ، گھٹا سی کہ فضاؔ کے جیسے
موسموں کو وہ لبھاتی ہوئی پاگل لڑکی
Āisha bint Abdu Al-Rahmān (1913-1998), better known by her pen nickname ‘Bint Ash-Shātī’, was one of the 20th-century Egyptian exegetes (mufassirīn) of the Qur'ān who implemented the methodological approach to the interpretation of the Qur'ān introduced by her teacher, mentor and husband Amīn alKhawlī, an eminent Egyptian scholar of the Qur'ān who contributed to the Qur'ānic sciences from several important aspects. Bint Ash-Shātī continued the legacy of her teacher and published a number of works related to the discipline of the Qur'ānic sciences such as al-Tafsīr al-Bayānī li al-Qur'ān alKarīm and al-I’jāz al- Bayānī li al- Qur'ān wa Masā’īl Ibn alAzraq. She made an attempt to examine all the previous Qur'ānic exegeses. Though Bint Ash-Shātī benefited from the classical tafsīr literature in her writings, she made several critiques on the classical tafsīr literature. Because of her scholarly approach, she became a famous Qur'ānic scholar in her life and even she was awarded the King Faisal Award, the most prestigious award in the Muslim world, in 1993 for her intellectual contributions. This paper attempts to analyze the methodological approach adopted by Bint Ash-Shātī in her works on Qur'ānic studies.
It is widely believed that organizational communication affects organizational performance and creates
comparative advantage for the organization. This study contributes to the growing literature on the influence
of organizational communication and its impact on organizational performance. The study further aims at to
finding out relationship among interpersonal communication, intrapersonal communication, internal
communication, external communication and change in perceived organizational performance. Instrument
was developed and its reliability tested through the pilot study.
For the main study, 136 questionnaires were distributed in 34 organizations in banking, oil & gas and
telecommunication sectors and the entire respondents provided the data through effective coordination prior
and post dispatch of the questionnaires. Regression analyses and correlation were applied. Overall
organization performance varied 8% to 26% due to organization communication. Organization performance
interrelated 18% to 44% with organization communication's components in banking sector. Organization
performance correlated 07% to 35% with organization communication's components in Oil & Gas Sector.
Organization performance interconnected 07% to 32% with organization communication's components in
telecommunication sector.
The findings of this study depict that organizational communication is an important determinant of change in
perceived organizational performance components. 'These findings suggest that increasing organizational
communication will have a positive effect on organizational performance. Increasing organizational
communication is a long-term process, which demands both attention from management side and initiative
from the employee side.