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Home > Investment Opportunites in District Narowal [Mba Programme]

Investment Opportunites in District Narowal [Mba Programme]

Thesis Info

Author

Touseef Ahmad

Supervisor

Abdur Rauf

Department

University of Management and Technology

Program

MBA

Institute

University of Management and Technology

Institute Type

Private

City

Lahore

Province

Punjab

Country

Pakistan

Thesis Completing Year

2002

Thesis Completion Status

Completed

Page

137 .

Subject

Economics

Language

English

Other

Report presented in part requirement for MBA final Advisor : Abdur Rauf; EN; Call No: TP 332.60954914 AHM-I

Added

2021-02-17 19:49:13

Modified

2023-01-07 11:24:16

ARI ID

1676712840949

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مولوی ضیاء الحسن علوی

ضیاء الحسن علوی مرحوم
افسوس کہ میرے رفیق قدیم اور صدیق حمیم مولوی ضیاء الحسن صاحب علوی ندوی نے ایک مختصر علالت کے بعد ۱۴؍ جون ۱۹۴۵؁ء کو الہ آباد میں جہاں وہ عربی مدرسوں کے انسپکٹر اور مشرقی امتحانوں کے رجسٹرار تھے ستاون برس کی عمر میں وفات پائی، اس حادثہ کی اطلاع مجھے ۱۸؍ جون کو لکھنو میں اسی مدرسہ میں ملی جہاں میں اور مرحوم مل کر ایک جان دو قالب ہوئے تھے، افسوس کہ ایک قالب خالی ہوگیا، اور دوسرا نیم جان موجود ہے، مرحوم مجھ سے عمر میں تقریباً پانچ برس چھوٹے (گو تعلیم کے درجہ میں وہ ایک سال بڑے تھے) اس لئے بظاہر امید یہی تھی کہ انہی کو میری جدائی کا صدمہ برداشت کرنا پڑے گا، مگر تقدیر یہی تھی کہ مجھے ان کے فراق کا غم سہنا پڑے اس لئے امید غلط ثابت ہوئی، اور تقدیر کا فرمان نافذ ہوکر رہا۔
اکنوں چہ تواں کرد کہ تقدیر چنیں بود
مرحوم کا کوری ضلع لکھنؤ کے مشہور علوی خاندان کے چشم و چراغ تھے، دارلعلوم ندوۃ العلماء کے حامیوں بلکہ بانیوں میں رؤساء کا جو طبقہ شامل تھا، ان میں منشی محمد اطہر علی صاحب مرحوم کا نام بہت جلی ہے، یہ خاندان قطب وقت حضرت مولانا شاہ فضل الرحمان صاحب گنج مراد آبادی رحمتہ اﷲ علیہ کا ارادتمند و معتقد تھا، جو ندوہ کی تحریک کے روحانی مرکز و مدار تھے، اس لئے جب ۱۸۹۸؁ء (۱۳۱۶؁ھ) میں لکھنو میں ندوہ کا دارالعلوم کھلا تو منشی صاحب مرحوم نے اس درس گاہ کو اپنے سب سے چھوٹے بچے اور ایک ننھے بھتیجے کو نذر کیا، یہی ننھا بھتیجا مولوی ضیاء الحسن صاحب علوی ندوی تھے، دارالعلوم کے طلبہ کے داخلہ میں ان کا نمبر شاید دوسرا تیسرا تھا، عربی کی پوری تعلیم یہیں حاصل کی اور یہیں سے فراغت...

وائٹ گولڈ کا بطور زیور استعمال

White gold is a man-made bright, white and antioxidant compound, made by mixing platinum and palladium in gold or silver, nickel and some copper in gold, and when yellow gold is added to the various metallic compounds above, it turns white. White Gold was invented in the early 19th century, then it was a mixture of platinum and palladium, but nowadays white gold is a mixture of nickel, platinum, palladium and magnesium, while sometimes it contains copper, zinc and silver. It turns white with color. First White Gold was introduced by Germany in 1912 for sale in the market and then by 1920 White Gold gained popularity as an alternative to platinum. Nowadays white gold is more popular, more favored and is more expensive than yellow gold. White gold is actually yellow gold, with addition of various metals it turns to white so it will apply all the rules that Islam has applied to gold and it is not permissible for a Muslim man to wear its ornaments. However, it is permissible for a woman to wear all kinds of jewelry and Zakat will be obligatory on the man and woman who have the white gold according to the quantity limit prescribed by the prophet (SAW).

Analysis of Blake & Mouton's Managerial Grid and Its Application to the Management Styles of the Heads of Federal Government Educational Institutions

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.