پروفیسر آل احمد سُرور
۹؍ فروری ۲۰۰۲ء کو اردو کے بزرگ استاذ، اردو تحریک کے معمر قائد، اردو کے سب سے بڑے ادیب و نقاد، اچھے شاعر، نامور اہل قلم، غالب و اقبال کے پایہ شناس اور علی گڑھ اور سر سید احمد خاں کے عاشق و شیدائی پروفیسر آل احمد سرور رحلت فرماگئے، اناﷲ و انا الیہ راجعون اور پوری اردو دنیا کو مغموم، سوگوار اور اداس چھوڑ گئے ع مجنوں جو مر گیا ہے تو جنگل اداس ہے۔
اردو کی اس کسمپرسی کے دور میں اس کے ایک نہایت ممتاز عالم اور دانشور کا اُٹھ جانا حادثہ جاں کاہ اور اردو کا بڑا زیاں اور خسارہ ہے۔
موت و حیات کا سلسلہ ازل سے جاری ہے اور ابد تک جاری رہے گا لیکن برسوں کی گردش فلک کے بعد سرور صاحب جیسا مایۂ ناز انسان پردہ خاک سے نکلتا ہے، ان ہی کا شعر ہے
ستارے کتنے یہاں ڈوبتے ابھرتے ہیں
کبھی کبھی ہی نکلتا ہے آفتاب کوئی
ان کا خلا کیسے پُر ہوگا اور اردو زبان، ادب اور تنقید کے نقصان کی تلافی کیسے ہوگی،
اک دھوپ تھی کہ ساتھ گئی آفتاب کے
پروفیسر آل احمد سرور ۱۹۱۱ء میں بدایوں میں پیدا ہوئے، ابتدائی اور ثانوی تعلیم پیلی بھیت اور غازی پور میں حاصل کی، آگرہ سے بی۔ایس۔سی کیا، ۱۹۳۲ء میں علی گڑھ مسلم یونیورسٹی میں داخلہ لیا اور ۱۹۳۴ء میں انگریزی میں ایم۔اے کر کے اسی کے استاد ہوگئے۔ اردو ان کی محبوب مادری زبان تھی، ۱۹۳۶ء میں اس میں ایم۔اے کر کے انگریزی سے اردو شعبہ میں منتقل ہوگئے اور اسی زبان سے پیمانِ وفا باندھ لیا، چاہتے تو کوئی اعلا سرکاری عہدہ مل جاتا لیکن انہیں اپنی زبان اور اپنی تہذیب زیادہ عزیز تھی اس لیے سائنس اور انگریزی جیسے سکہ رائج الوقت کو بھنانے کے بجائے...
According to Islam, all the rules of ḥalāl and ḥarām are made easy and appropriate to the nature, because the maker of these rules knows each and every thing of human needs. Therefore, acting upon the teaching of Islam is so easy and simple for man. It is not work of everybody but it is responsibility of scholars and jurists to make and work on the rules, their limits prescribed in Islam.
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.