حکیم شیر محمد شیر(۱۸۷۴۔۱۹۶۰) داغ دہلوی کے شاگرد اور لسان الاعجاز پنڈت میلا رام وفا کے استاد گرامی تھے۔ اقبال کی طرح آپ بھی خط و کتابت کے ذریعے مرزا خاں داغ دہلوی سے شاعری میں اصلاح لیتے تھے۔ داغ کی وفات کے بعد آپ نے سید احمد حسن میرٹھی کو اپنا کلام دکھانا شروع کر دیا۔ آپ کا کلام ہندوستان کے معروف رسائل میں چھپتا رہا۔ تین ضخیم دیوان لکھے مگر انہیں غربت کی وجہ سے شائع نہ کروا سکے۔ (۱۵۷) شیر نے غزلیں بہت کم لکھی ہیں۔ نظم‘ قصیدہ‘ مرثیہ‘ سلام اور صنف تاریخ کو تو وہ بچوں کا کھیل خیال کرتے تھے۔ بہت کوشش کے باوجود شیر کے مسودات دریافت نہیں ہو سکے۔ ’’سرزمینِ ظفر وال‘‘ کے تذکرے کے ذریعے راقم الحروف نے شیر کا کچھ کلام بازیاب کیا ہے۔ آپ نے اپنی ساری زندگی اپنے آبائی وطن ظفر وال(سیالکوٹ) میں گزاری۔ آپ کے کلام میں دیگر موضوعات کے ساتھ ساتھ مقامیت کے عناصر دیکھے جا سکتے ہیں۔ اس حوالے سے ان کی نظم ’’قصبہ ظفر وال‘‘ ملاحظہ کی جا سکتی ہے۔ اس نظم میں مقامیت کے ساتھ ساتھ ماضی و حال‘ تقسیمِ ہند اور ہندوستانی تہواروں کا ذکر بھی ملتا ہے۔ اس نظم کی زبان بہت سادہ اور سلیس ہے کچھ اشعار ملاحظہ ہوں:
اب ظفر وال ہے شکستہ حال آ گیا ہے اس آئینہ میں بال
رہ گیا ہے صرف عکس مو اس میں خوبیاں ہیں نہ خوبرو اس میں
چشمہ مہر میں وہ آب نہیں خم گردوں میں وہ شراب نہیں
وہ زمیں اب وہ آسمان نہ رہا ہم نے دیکھا تو جو سماں نہ رہا
حسنِ شہری سے یہ جا محروم اکثر اوقات بولتا ہے بوم
رہ گیا ماند قصبہ جاتی حسن ملگجا ہے کچھ دیہاتی حسن
نہیں سیپوں...
Honey is one of the oldest and best sweetening agents for foods over the centuries. It is made up of a vast amount of different compounds that can be of nutritional and health benefits.. Thus, the use of honey either as a food or an alternative medicine in the treatment of different disorders is safe, beneficial and free from side effects, honey as food or medicine is advantageous without any hazardous effect. This study has been carried out this subject in order to highlight the importance of honey and its benefits to humanity.
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.