Browsing by Author "Nazir Ahmad Malik"

Now showing 1 - 4 of 4
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    Exploring the clash of civilization as a paradigm and the cause of the civilizational clash: A review of literature
    (2012) Amjad Waheed; Tahseen Mahmood Aslam; Zamin Abbas, Rana; Syeda Samina Tahira; Nesreen Siddique; Ajmal Khurshid, Muhammad; Nazir Ahmad Malik
    Starting with the term civilization in singular and plural sense, this paper covers the relevant literature of “clash of civilization as a Paradigm” and then goes on to explore “the cause of civilizational clash” from the research microscope of authentic sources.
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    Insight into intra-organizational economic governance: an analytical discourse
    (2012) Muhammad Rizwan Junaid; Rana Zamin Abbas; Nazir Ahmad Malik; Mohammad Ajmal Khurshid
    Conventional economic theories epitomize the staple decision making process of an organization and label them almost similar rather identical in most of the cases; as the derivative basics circle around the market dynamics which is co-related to the referral output that is duly generated by a firm to ensure its survival and growth. The notion of similarity in economic decision making of scores of the organizations round the globe is an outcome of the input that is precisely and principally all common [Information and Technology sources, market trends, demand and supply curves, power of purchasing, currency valuation etc] and facilitate the organizational decision making that seems rational and anticipated. Herbert A. Simon, famous renowned Economist, a Noble Laureate clarifies that economic sciences focus upon one primary aspect of Man and that is his power of reasoning and its application on allocation of resources, especially at the time of scarcity (Simon, 1978). Orthodox and Internal neucleus stimulated the decision making flapped around core organizational hierarchy, managerial capabilities, institutional settings and diverse strengths and primal features are sidelined and not considered.
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    Intellectual death
    (Centre for Promoting Ideas, USA, 2012) Muhammad Rizwan Junaid; Tahseen Mahmood Aslam; Muhammad Razzaq Athar; Nazir Ahmad Malik; Rana Zamin Abbas
    This paper encompasses and enfolds the decay and gradual decline in mental abilities of Managers who are busy in serving Organizations round the globe. It is being felt that companies are mobilizing their Human Resources in such a manner that this resource seems busy in generating hefty profits for them, however, the paid cost is heavy enough to ignore and whole society is slowly but persistently marching towards a dead end. This dead end leads to their personal failure in society, family, friends, social circles and finally in the organizations as well, by every passing day, we are running faster than before in the very direction of being mechanical. The output is justifying their existence, their worth is calculated in terms of financial gains and their presence is gauged through quantifiable meters. It is not thought that they are human beings, they have a personality, they are thinking being and they cannot rather must not be treated as machines. Unfortunately, it is what we are and the lasting, atrocious and terrible effect of this intellectual transition is hunting their inner selves. The sole purpose of this paper is to highlight those areas that provide ‗Food of thought‘ to an individual acting in his/her capacity as Manager in an organization. The missing links and after effects of these missing, We need to think it over and over again as what is being missed cannot be gained back and what is being gained cannot be saved for ever. The loss is much more than the profits.
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    Knowledge circle: maintaining intra organizational knowledge flow
    (2012) Muhammad Rizwan Junaid; Rana Zamin Abbas; Nazir Ahmad Malik; Muhammad Ajmal Khurshid
    Organizations round the globe are trying their level best to maintain the flow of knowledge across organization in a holistic manner, keeping all the groups, sections and department on board; but most of the time the process of knowledge sharing does not seem smooth, casual and ordinary. On the contrary, it is trouble shooting, particular and situational. This paper encompass the concept of ‘quality circle’ as described in Total Quality Management and strives to have the same incorporated as ‘knowledge circles’ in an applied manner across organization in order to establish a comprehensive and cohesive network for intra organizational knowledge sharing that not only facilitates those involved in routine operations but paves the way towards organizational learning.