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مولانا محمد ابوالقاسم سیفؔ بنارسی

مولانا محمد ابوالقاسم سیف بنارسی
افسوس ہے کہ گذشتہ مہینہ جماعتِ اہلحدیث کے مشہور و ممتاز عالم اور نامور مناظر مولانا محمد ابوالقاسم صاحب سیف بنارسی نے ۶۱ سال کی عمر میں انتقال کیا، مرحوم کی ساری عمر دین و علومِ دینیہ کی خدمت میں گذری، مدرسہ سعید یہ بنارس میں چالیس سال تک حدیثِ نبوی کا درس دیا، جوان کی سب سے بڑے فضیلت ہے، درس و تدریس کے ساتھ وعظ و تبلیغ اور تالیف و تصنیف کا شغل بھی تھا، لیکن ان کی بیشتر تصانیف مناظرانہ ہیں، آریوں، عیسائیوں اور قادیانیوں سے بڑے معرکہ کے مناظرے کئے، احناف سے بھی اس کی نوبت آجاتی تھی ادھر چند برسوں کے اندران پر فالج کے کئی ہلکے حملے ہوئے جس سے ان کی صحت بگڑ گئی تھی اس کے باوجود ان کے علمی و تعلیمی مشاغل جاری تھے ، کہ گذشتہ ۲۵؍ نومبر کو جمعہ کے دن پھر اچانک حملہ ہوا اور چند گھنٹوں کے اندر قال اللّٰہ وقال الرسول کی یہ آواز ہمیشہ کے لیے خاموش ہوگئی، مرحوم کے انتقال سے ہندوستان کے طبقہ علماء میں ایک ممتاز جگہ خالی ہوگئی، اللّٰھم اغفرہ مغفرۃً واسعۃً۔ (شاہ معین الدین ندوی، دسمبر ۱۹۴۹ء)

 

أهمية النصيحة في الكتاب والسنة

The advice is a direct and sincere word, and has a high place in the reform of individuals and nations. It is one of the greatest means of communication and influence through centuries and generations. This word carries the meaning of sincerity, honesty, serenity, openness and purity. The advice is to help the right, obey the command of Allah and the Sunnah of the Messenger of Allah, and therefore we find the heavenly vocations are all concerned with the advice of various aspects of the reform of the prophesies to him, And to reform the corrupt nations. Godly advice has the potential to grow your faith and strengthen your relationship with God, but bad advice can ruin things in one move. Some advice is good, noble even. Some is neutral, more of a preferential decision. But some advice is flat out wrong for someone seeking to live a holy life.

The Role of the Principal in Enhancing Efficient School Improvement Through Collaboration: A Critical Perspective

Focusing on school leadership relations between the principal, teachers, students, parents, and other key elements of the school community, this study gives an examination of the potential of their active collaboration around instructional matters to enhance the quality of teaching and student performance. The analysis is grounded on the principal's manipulation of the dynamics of collaboration through two conceptions of leadership transformational and shared instructional. The sample is the secondary section of a private school belonging to a wider cartel of schools under private management. The school is governed by a decentralised system where each section has a head teacher and other management and instructional leaders. All these sections are under one umbrella of the principal's office. The principal in turn is assisted by an academic vice principal and an administrative vice principal. This leads to a rich hierarchy of authority whose management would be very difficult without employing the dynamics of collaboration. The study attributes the success of the school to the prestigious status as a result of the principal's collaboration with the stakeholders involved, and it highlights certain qualities of leadership that support collaboration as well. Discussion of the limiting factors and critical aspects of leadership has also been done. This study depended on a qualitative case study design from which the various themes discussed emerged. These include how the various stakeholders perceive their roles, structures set for collaboration, results of collaboration, obstacles to collaboration and how the principal manipulates existing conditions in order to pave the way for school improvement. The conclusion reached is that there is no one particular leadership style that suits a school situation. An integrated style is advocated for depending on the culture of the school and the vision it is set to attain.
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