The History of Palestine :: essays research papers

The History of Palestine Introduction Since the second Abbasid period, which commenced after the mid of the third Hijri century, the Islamic Caliphate State was progressively in weakening till it was broken down into three Caliphates instead of one. The Abbasid Caliphate was established in the East; the Fatimid Caliphate in Egypt, parts of North Africa and Syria, and the Umayyad Caliphate in Andalus. The Crusades took place under these circumstances. Top -------------------------------------------------------------------------------- The political map of the region before the Crusades Forty years before the Crusades, the Turkish Saljuks had succeeded in dominating Baghdad and took over the rule under the nominal Abbasid Caliphate. The Saljuks had managed to dominate over larger parts of Persia, northern Iraq, Armenia and Asia Minor around 1040 CE. The Saljuk ruler, Toghrol Bic, dominated over Bain 1055 CE. The Saljuks spread their rule over the Byzantines in Asia Minor. On 19 August 1071 CE, the Malathkard battle, under the command of the Saljuk ruler Alb Arsalan, took place, and a catastrophe befell the Byzantines till the end of the eleventh century CE. In 1071 CE, the Saljuks seized most of Palestine except for Arsout, and dismissed the Fatimid dominion from it. The Saljuks expanded their dominion to include most of Syria. In 1092 CE (485 H [Hijra]), the Saljuk Sultan Malikshah passed away, thereby breaking down the Saljuks' dominion and launching many long and severe battles among them over the dominion and power. In 1096 CE, their rule was divided into five kingdoms: Sultanate of Persia (under the ruler Birkiyarouq), Kingdom of Khurasan and beyond the River (under the ruler Singer), Kingdom of Aleppo (under the ruler Radwan), Kingdom of Damascus (under the ruler Daqaq) and the Roman Saljuks Sultanate (under the ruler Qalj Arsalan). Most of the regions in Palestine were subjected to the Damascus regime, and during the weakness of the two rulers of Syria (Radwan and Daqaq), a lot of private rulers emerged, none of which dominated more than one city. The Crusaders commenced their military campaign of 1098 CE (491 H) while Muslim regions in Syria, Iraq and others were torn apart because of their differences and bloody conflicts. The two brothers, Radwan and Daqaq, sons of Titish, launched a war against each other in 490 H. Many battles broke out between Mohammed Ibn Malikshah Birkiyarouq because of their conflict over the power in which they exchanged victories and sermons in the Caliphate court during the period 492-497 H.

Chapter Reviewing the Facts

Of course, It Isn't always pleasant to hear active comments about what we are doing. Sometimes our feelings get hurt, our ego Is wounded, or the feedback strikes us as, well, stupid. That said; let's consider a shift In our perspective. Feedback Is a form of coaching. When we work with a coach, he or she Is constantly giving us negative feedback-?and we appreciate It. A golf coach, for example, will correct the way you hold or swing the club and you're delighted to get the negative feedback. In fact, you pay for all these â€Å"complaints. † Dissatisfaction happens.What we choose to do about it can make all the difference in reading customer and employee loyalty. To do something about dissatisfaction, we need to know when it is happening-?we need to get the silently dissatisfied customer to speak up by creating open communication channels. (Customer Service: Career Success through customer Loyalty) Chapter 9-Reviewing the Facts 2. – What are the three important steps ne eded to recover the potentially lost customer? The first step consists of both apology and accountability. Say, â€Å"I'm sorry,† and take ownership of a mistake, even if it's because of supplier or other problems.Next, work with the customer to determine an appropriate remedy. This involves the customer in the resolution and sometimes uncovers less costly solutions. Resolution should not only address a customer's direct loss but also compensate â€Å"pain and suffering. † Some refer to such compensation as â€Å"atonement. † Manage expectations with resolution schedules. In one Citibank experiment, specifying time frames for next steps increased customer satisfaction by 40%. Finally, follow-up. Determine whether the customer has received the promised treatment, and, more important, how they feel about it.One study indicated that a follow-up call to a once-unhappy customer can boost satisfaction by 5%-7%, and intentions to repurchase by 8%-12%. The second level is building integrated customer recovery capabilities In the following four areas: Companies must do more to upgrade the skills, training and pay of customer service representatives, especially since they handle an estimated 65% of all complaints. Other employees must also understand the Importance of customer retention. Ford trains new hires In such recovery skills as Interpersonal communications.Others regularly rotate employees Into customer service to underscore the Impact of departmental processes on customers. How much authority do employees have to recover customers? Employees at Marriott International, for example, can spend up to $2,500 without authorization to compensate customers. What are the timetables for resolution? Brothels Airways research showed that of customers defected if it took the company longer than five days to respond want level AT complaints trigger corrective Acton? Can any employee handle recovery, or should you depend on special representatives trained for customer recovery?Customers should be easily able to complain via email, letter or even well-publicized hot lines. Systems should streamline complaint acceptance, and generate complaint-based reports. Insurance giant USA scans every complaint letter into its database. Causes for the complaint are analyzed, and processes examined to avoid similar complaints in the future. To institutionalize improvements, systems should be developed to hold other departments accountable for their actions. Complaint data should also be used to determine investment priorities and service improvements. (Small Business Resources – How to Recover Lost Customers)

Hcs451 Quality Management Assessment Summary Essay

HCS451 Quality Management Assessment Summary Quality Management The Duke University Medical Center (2005) website defines â€Å"quality improvement as a formal approach to the analysis of performance and systematic efforts for improvement†. Quality improvement programs are found in a variety of industries and are constructed differently. The medical field tends to use quality management to focus on patient and staff safety, reducing medical errors, and avoiding or decreasing morbidity and mortality rates. Health care organizations have been attempting to improve the quality of care for as long as â€Å"the nineteenth-century when obstetrician, Ignaz Semmelweis introduced hand washing to medical care, and Florence Nightingale who determined†¦show more content†¦The third long-term goal of a health care organization like a hospital is remain compliant and achieve and maintain accreditation. This can be achieved through other long and short-term goals. If the short-term goals of self-assessments, education, and im plementation of quality improvement processes are put into place, the organization can be successful with their quality management program. Upper-level management will need to address this success and work to ensure that the policies and procedures put into place are maintained. Internal and External Factors that Influence Quality Outcomes Various internal and external factors influence quality management and outcomes in hospital organizations. One internal factor that affects quality management and outcomes is leadership within the organization. Leadership is important to have successful quality management outcomes because if the leadership does not support it, no change within the organization will be successful. â€Å"This commitment must be shared by the board of trustees and all senior clinical and administrative managers and understood that it is a long-term process† (Chassen and Leob, 2011). Leadership is one of the most influential internal parts of the quality management program. Leadership can either help the organization succeed with their support or help the organization fail if they do not support and follow