آہ! حضرت مولانا شاہ ابرارالحق حقی ؒ
افسوس کہ مشہور عالم، مصلح و مربی مولانا شاہ ابرارالحق کا انتقال ہر دوئی میں ۱۶؍ مئی کی شب میں ہوگیا، اناﷲ وانا الیہ راجعون، قریب ۹۰ سال کی عمر پائی، ان کی وفات سے دینی و علمی خصوصاً اصلاح و ارشاد کے حلقوں میں جو ماتم برپا ہے، اس سے اندازہ ہوتا ہے کہ ان کی رحلت سے قوم و ملت کو کس درجہ نقصان و حرمان کا احساس ہے۔
وہ حکیم الامت مولانا تھانویؒ کی بزم دوشیں کی آخری شمع تھے، مولانا تھانویؒ سے براہ راست اکتسابِ فیض کی نسبت ان کی دینی و اصلاحی خدمات کی عظمت و وسعت اور فیض یا فتگان کی بے مثال کثرت میں ہمیشہ برکت کا سبب بنی رہی، مولانا تھانویؒ کے متعلق اہلِ دل کا یہ قول نقل کیا گیا ہے کہ ’’اﷲ تعالیٰ نے ان کے زمانے کے باصلاحیت لوگوں کو ان کے گرد جمع فرما دیا تھا‘‘، اس کی تصدیق واقعتا حضرت تھانویؒ کے سینکڑوں خلفا اور ہزاروں مریدوں کے جایزے سے ہوتی ہے جن میں ہر شخص آفتاب و ماہتاب تھا، مولانا ابرارالحق صاحب خانقاہ تھانہ بھون سے بیت کی اجازت پانے والوں میں سب سے کم عمر تھے، مولانا تھانویؒ کی مشہور اصول پسندی اور صحبت و بیعت کی اجازت کے باب میں شدت احتیاط کے باوجود ایک نوعمر کو خلافت و اجازت عطا کیے جانے سے کم سن مرید کی صلاحیت و عظمت کا اندازہ لگانا مشکل نہیں جس کی بعد کی زندگی کے ہرنقش نے ثابت کیا کہ نگاہ مرشد کیسی جو ہر شناس تھی۔
مولانا ابرارالحق سے قبل ان کے والد ماجد مولوی محمودالحق حقی بھی مولانا تھانویؒ کے دست گرفتہ اور مجاز صحبت تھے، مولانا تھانویؒ نے ایک بار اپنے ملفوظات میں معاملات کو دین سے الگ سمجھنے اور رکھنے کی بابت فرمایا...
The changes and evolutions in human experience can resolve the problems. Islam doesn't have narrow view regarding human life, rather removes obstacles in its way to development. Ijtihad has played a vital role to bring compatibility between society and Islamic law, its expansion, development, and changing needs of society. This principle has provided solution to various political, social economic and cultural problems during the period of the Prophet Muhammad (SAW). The Prophet Muhammad (SAW) himself, many times, practiced Ijtihad regarding matters raised in newly established Islamic state and the Ummah. Many of the decisions were ratified and revised by Him as well. These decisions were according to the need of time either, political, social, economic or moral. These decisions prove the importance of ijtihad as a principle of movement and also the legislative and explanatory status for the future.
This study is divided into two parts. Part I undertakes an analysis of Blake & Mouton's Grid managerial styles
which they formulated in the context of search for managerial excellence in the United States after World War
II. The study highlights this context and documents influence of other social psychologists and scholars of
related social science disciplines on Blake & Mouton who themselves belonged to the discipline of Social
Psychology. Benefiting from emerging ideas about managerial styles, such as democratic style, authoritarian
style, etc, the two authors came up with a clever device of depicting styles on a 9 x 9 grid with 81 cells.
A manager's concern for production and people could be measured on horizontal and vertical axes on a scale
of 9 points, the 9 presenting maximum concern. A manager's maximum concern for production and minimum
concern for people could be termed as 9,1 style. Similarly, maximum concern for both production and people
could be described as 9,9 managerial style. Blake & Mouton posited certain elements of style, e.g decision
making, conflict resolving, humour/emotion, strength of conviction which in their view, could be measured on
some scale. The authors used a scale of zero to five.
Managers could carry out self-assessment of their styles. They could also learn to refine on the knowledge of
their own styles through candid critique from peers. Blake & Mouton have emphasized that accumulated social
science knowledge furnishes reliable basis to carryout self-assessment of managerial style and to choose the
best style. Through analysis of various styles on social science principles, and documentation of their own
observations during their consultancy work, they were convinced that on the basis of 9,9 style, development
training could be undertaken to promote organizational excellence. In part-II of the study, Blake & Mouton's
method of self-assessment of managerial styles has been applied in the case of educational managers working
under the Directorate of Federal Government Educational Institutions (FGEIs) in Pakistan, giving background
information on such institutions and the organizational setup in which the educational managers work.
Questionnaires were sent to 52 heads of institutions and 104 subordinates of these heads. The response rate
was 87%. Each questionnaire contained 36 items, 18 to measure concern for production and 18 to measure
concern for people. The data was prepared by working out responses to questionnaire items on a six-point
scale ranging from `never' to 'always' carrying value from zero (minimum) to 5 (maximum). Analysis of data,
when figures were rounded for purpose of locating heads of institutions on the grid, showed the style to be
predominantly a 7,8 style. This is not an authentic Blake & Mouton's Grid style. Such discrepancy has been
analysed in terms of self deception, the idea that without full knowledge of Grid style through a Grid Seminar,
manager's answers to questionnaire for determining grid styles are misplaced.
It is then concluded that real value of Blake & Mouton's Grid styles analysis lies in the whole process of
organization development which will involve not only self-assessment of managerial style but also a whole
range of six phases beginning with self-assessment and ending with consolidation of organization development
measures.