4 Challenge and Response A Case Study of Benazir Bhutto’s Twin Prime Ministerships

Benazir Bhutto happened to be the first constitutionally chosen female leader of any Muslim country in Modern times. She ascended to office amid the legacy of General Zia-ul-Haq’s regime and civil-military bureaucracy that prompted diverse deterrence for her governments and abstained her from the application of her constitutional power. The essence of challenges was mostly political, but the grounds that created these abysses were political and gender partiality. Based on the above discourse, this article attempts to underline the torments confronted by Benazir being the new chapter in our political society. This is the empirical account of Benazir’s twin governments grounded on the views of important politicians who sight and accompanied her in her journey of power. To ponder the reasons that refrained Benazir from having true legal authority the study is divided into the following parts: (1) Challenge and response encountered by Benazir in the first tenure of her Prime Ministership (1988-90), (2) Challenge and response encountered by Benazir in the second tenure of her Prime Ministership (1993-1996). The PPP government had made some new political strides in general, but it was persistently controlled by the army. In the first government, the brass leadership and opposition and in later government civil-military bureaucracy and opposition impaired the democratic traditions. However, amid all this Benazir succeeded to do some pragmatic politics and defying the anti-PPP mindset.

Hrd As a Set of Generic Activities Associated With Learning Leading to a Learning Organization: A Case of Mobilink, Pakistan.

The purpose of the study was to determine that whether employed Human Resource Development (HRD) activities turn an organization into a learning organization (LO) or not, particularly in context of Pakistan?s telecom sector. Data were collected from Mobilink, market leader of telecom sector of Pakistan, through questionnaire designed by Marsick and Watkins (2003), semi-structured personal and telephonic interviews and non-participant observation. It was found that HRD activities implemented in organization can serve as a great source to be a learning organization when these activities ensure holistic learning at individual level, team/group level and organizational level in a culture and climate of learning reinforced by strategic leadership.