ایٹمی پروگرام کا اصل خالق کون
چئیر مین بھٹو شہید کی پھانسی کی اصل وجہ کیا تھی اور ضیاء الحق کو ایٹمی پروگرام کا کریڈٹ ؟
کبھی یہ سوچنا تم نے کیا کیا لوگو
یہ تم نے کس کو سرِ دار کھو دیا لوگو
یہ نظم اٹک سے تعلق رکھنے والے سابق سینیٹر شاعر دانشور احمد وحید اختر مرحوم کی ہے ۔
تو ہراساں نہ ہوا ظلم کے ایوانوں سے
تو نے جنگ لڑی وقت کے فرعونوں سے
سے قائد عوام اے قائدِ عوام
In most of service organizations particularly in Pakistan financial sector, employees have reduced their job performance and shortened quality of work due to many factors influencing them at workplace. This research study aims to explore such antecedents in view of Islam that can improve the quality of work in banking sector wherein mediating effect of perceived job performance has been tested. Model variables of this study have also been described in the Islamic perspective. Islam is complete religion in all respect and provides foundation for quality of work. Accuracy & beatification in work, discipline, sequence of tasks, impartiality, and Islamic job satisfaction, knowing ourselves and its link with knowing to our God are parts of quality of work and employees’ performance in the Islamic point of view. The target population of this study covers 20,514 employees of banking sector working in capital cities of Pakistan. Data were collected via cross sectional approach from 380 desk and frontline officials of Public and private banks. Confirmatory factor analysis and structural equation modeling techniques were used for data analysis. Findings of this research are demonstrated that job satisfaction and emotional intelligence are found the valuable antecedents of job performance and quality of work where employee’s job performance has been proved as a partial mediator between antecedents and quality of work. The two antecedents i.e. Job satisfaction, emotional intelligence of perceived job performance and quality of work have been supposed in this study to take as interpreters for the improvement of employees’ contentment and abilities in the working environment of banking sector. These are positively persuaded to job performance and quality of work. A practical exposure is offered by this research that organizational education about importance to employee’s satisfaction and emotional intelligence would be vital for achieving optimum results in this industry.
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.