وہ غیروں سے پیمان کرنے لگا ہے
سرا سر ہی نقصان کرنے لگا ہے
تمھاری توجہ، تمھارا تبسم
مرے غم کا درمان کرنے لگا ہے
تغافل ، جفائیں ، ستم کاریاں
بہت مجھ پہ احسان کرنے لگا ہے
مقام تشکر ہے وہ اب تو مجھ پر
دل و جان قربان کرنے لگا ہے
نظر لگ نہ جائے کہ تائبؔ کی خاطر
وہ راحت کے سامان کرنے لگا ہے
As a result of the political crisis in Pakistan, the Martial Law regime of General Zia Al-Haq came into power on July 5, 1977. The process of Islamization was given a new boost during the period of Zia Al-Haq 1977- 1988. He launched a comprehensive scheme to eradicate non-Islamic practices in Pakistani state and society. His Islamization program contemplated significant reforms in the legal-constitutional, socioeconomic and educational institutions of Pakistan. The principles of Zakāt -‘Ushr ordinance, Islamic Ḥudūd and Penal code were introduced in the country. To Islamizing the economy Ribā abandoning and Profit and Loss sharing accounts in banks were initiated. Besides, he renamed parliament as Majlis Al-Shūrā; the Federal Sharī‘at Court, Sharī‘at Appellate Benches and Sharī‘ah Council were established in the country. Under the umbrella of Nizām-e-Muṣṭafā, social reforms were introduced, through the stressing of sanctity of the Holy month of Ramaḍān, enforcement of the bans on gambling and encouragement of chadar for women. Un-Islamic programs were banned on television and radio and news in Arabic was made compulsory. The stated objectives of President Zia’s Islamization policies were to lead Pakistan in the direction of truly Islamic state. However, the critics of his polices considered it a tool for legitimizing and enhancing his political powers in the country.
In the present era characterized by uncertain market conditions, mounting competition, spiraling diversity and mobility of workers, and increasing customer power, organizations should strive for achieving a lasting competitive advantage. It is believed that unless organizations focus on creativity and innovation, they cannot compete effectively and earn economic returns. The dynamic organizations like advertising agencies are especially required to be creative and innovative in order to lead, grow and compete. These organizations have mostly implemented bureaucratic control practices, such as formalization and centralization, to regulate and control the behaviors of workers. Prior research indicates that these bureaucratic practices stifle creativity and innovation. The paradox between bureaucracy, creativity and innovation has created a challenging situation for the managers in advertising agencies. The main objective of the study was to empirically investigate the impact of organizational bureaucracy on employee creativity and organizational innovation in the advertising agencies of Pakistan. Data for this study was collected through surveys distributed to a sample of 455 employees from the advertising agencies of Pakistan. Various techniques were applied to statistically analyze the data and test the hypotheses. Findings from statistical analyses indicate that organizational bureaucracy and its components, formalization and centralization; have a negative impact on employee creativity and organizational innovation. Also, creativity has a positive impact on innovation. Besides, the results of the indirect hypotheses support the postulation that creativity mediates the relationship between bureaucracy and organizational innovation in the context of advertising agencies of Pakistan. The study not only makes important theoretical contributions, but also presents valuable insights to the managers of the advertising agencies of Pakistan. Findings strengthen the nature of control-creativity paradox indicating that excessive bureaucratic control in organizations leads to reduced creativity and innovation. In addition, findings suggest that managers and policy makers should take into account the flexibility in administrative controls to encourage creativity and innovation in order to gain a competitive edge in the turbulent environment.