Collectiveness

• working in organised groups aimed at a universal and focussed objective

For the sake of Allah

qshams: re-look at the goals of qshams and maybe look at the qshams mission statement. does it fit in with the almaghrib statement. look at the culture of the current crew and determine what kind of qabeelah we are eg? progressive, creative? professional? whats our purpose?

daw’ah

for the sake of Allah swt

ajr

collectively look at these goals and discuss with crew. have plans and a course of action in place to determine how to reach our goals – forward planning. ensuing the idea of responsibility and accountability

Organisational Culture

• a style or character of the way we do things to achieve something and determine how successful we are.

What is unique within QShams?

What are the styles within qshams? what values and beliefs do the crew share?

Effectiveness – Encompasses the following: Efficiency , Satisfaction, Participation and Adaptiveness

Form a strategy that fits the culture

leadership influences the organisational culture

the core people being role models to the rest of the structure

Courage, genorosity and directness – culture of the companions (RA)

intention –

Responsibility and accountability

• importance of shura and reaching a concensus

duty of correcting a wrong if you see it – especially if you are in a position of authority

leader should be anxious for being corrected

justice

when we are unfair to our employees we fail to retain them – achieved by showing that you are caring, can show mercy and share

respecting stakeholders

this includes crew, HQ and the students

fulfilling their promises to them and listen to their concerns and trying to satisfy them

Trust

trusting the people that you work with

Dialogue

• value of dialogue
• importance of politeness and freedom of choice
• especially important when speaking with hq

Time efficiency

• means money in the west, but means life in islam
• seeking a balance and scheduling time between 3 things
• seeking knowledge – al maghrib
• worshipping allah – almaghrib and salah
• working – jobs, uni etc
• although we can add a 4^th category – family

Caring and Sharing

• not letting your team down
• helping crew and students
• on a professional and personal level
• ccreating a culture of mutual support
• showing mercy
• importance of unity and brotherhood
• eagerness to learn
• incentives given to crew to learn and to teach

 

 

 

Sahabahs culture fostered 3 main things:

• provided consistency
• allowed for adaptiveness
• total involvement of the companions

Planning

mission  business the organisation is in

QSHAMS – DAW’AH

ALMAGHRIB – DELIVERING HIGH QUALITY SEMINARS

• definition – a statement of attitude, outlook and orientation
• mission statement – what is almaghrib’s mission statement?
• is it consistent with the general mission of islam that is to worship Allah?
• plans/actions – considered as an act of worship intention

Objectives

• long term goal or target that you are seeking to achieve
• leaders should convince their workers that they are all building a house ie seeing the bigger picture and that they are part of a bigger scheme – contributing to the end goal

QSHAMS  get a clearly defined objective (consistent with almaghribs mission statement)

Goals

intermediate targets or specific targets within a specific time frame to achieve the overall objective

QSHAMS  in between seminars, having departmental goals, e.g. marketing plans, action points between conference calls

Feasibility

• doing what is within your capacity
• importance of allocating tasks to people with the right skill set to ensure that a job is done
• don’t pursue unfeasible goals as you are wasting resources

Participative management

• continuous involvement of people in decision making

QSHAMS  SHURA

• collective opinions are better than a single opinion critical for motivation

	DICTATORSHIP	DEMOCRACY	SHURA
TIME TO DECIDE	SHORT	MODERATE	LONG
DECISION QUALITY	LOW	FAIR	HIGH
QUALITY OF IMPLEMENTATION	LOW	FAIR	HIGH

 

Systems approach

• visualising an organisation like a system
• unified purposeful system composed of interrelated parts
• allows you to look at the organisation as a whole as part of a larger external environment
• all parts or subsystems should be coherent with each other

QSHAMS

 

 

 

Full integration

each subsystem is interrelated horizontally, vertically and diagonally

full integration leads to best performance

supporting one another to achieve higher effectiveness

plan flexibility

everything we do is rewarded by allah so long as its done for him

giving a task to someone but not being specific about how to achieve it therefore allowing the person carrying the task out flexibility to choose how to do it

gradualism

when making a decision inform crew of the pros and cons of the decision and why it was made and how it will benefit them

don’t change anything yet – bring it in with stages eg con call changes

carry out a staged strategy plus introducing contingency plans

contingency planning

imperative to have contingency plans to plan for any uncertainties

be adaptable to adjust to different situations

should do both of the above to overcome uncertainty

having a plan for all possible scenarios

being proactive instead of reactive

implementation

implementation of plans

resources allocated and scheduled

ask yourself: what could go wrong?

 

Source:  4shared.com/postDownload/KkD5y18s/Islam_and_Management.html