THE DYNAMISM IN THE IMPLEMENTATION OF AL-KHARAJ DURING THE ISLAMIC RULE (634-785AD)
This article discusses the implementation of al-kharaj or land tax in the Islamic ruling era. The focus of our analysis and discussion is on the dynamism of past Islamic leaders of between 634-785AD in managing and implementing al-kharaj. Our discussion centres around the philosophy behind the terminologies and the theory that underlies the implementation of al-kharaj, the dynamics of its policy changes and the rationale behind the reduction in tax rates, the policy of affordable taxes and the changes in types of taxes (to prevent it from becoming a burden) and the collection policy. The final part of this study describes the principle that had guided the rulers between 634-785AD. This was mostly during the time of Caliph ‘Umar al-Khattab (634-644AD), Abu Ja‘far alMansur (754-775AD) and al-Mahdi (775-785AD). They placed great importance on the ‘ability’ of taxpayers to pay taxes and this is evident each time there was change in policy.
The Participation of Women Managers in Managing Sport: Challenges and Reality
The aim of this research is to present the analysis of the qualitative semi-structured interviews to determine the challenges and reality faced by women managers in managing the sport industry. Three major concerns are identified to be analysed based on the experiences of these women to determine the capabilities as managers through sport activities and challenges face by women sport managers in local sport industry. The three main concerns are firstly, the women sport managers’ requisite skills and corresponding qualities. Secondly, the women sport managers’ experience in juggling multiple responsibilities. Thirdly, the availability of support network for women sport managers. The research also found that these women sport managers gave positive feedback on the state of their readiness in facing the challenges of managing contemporary local sport industry. Overall, the respondents acknowledges that women play an important part in managing sport, although admitting that women in top-level positions is still lacking in numbers in contrast to the population. The engagement of women sport managers demand certain sacrifices and challenges that are balanced out mostly by the exceptional support they received from their spouses and immediate family members. The implications of the study would provide more data and inform policy-makers on future policy promulgations that concern the women sport managers. Among others is the consideration for an enabling infrastructure for more women to engage and subsequently contribute to the development of the local sport industry. [Megat Daud M.A.K, Radzi W. M., Abdullah R., Johari F. The Participation of Women Managers in Managing Sport: Challenges and Reality. Life Sci J 2013;10(3):870-878] (ISSN:1097-8135). http://www.lifesciencesite.com. 130
The Internet and the Changing Beijing-Taipei Relations: Toward Unification or Fragmentation?
Information and its technologies facilitate the exercise of what has been called “soft power,” a concept that differentiates information from the conventional dimensions of “hard power,” which is mainly associated with military force and economic influence. Soft power, according to Nye, a former Assistant Secretary of Defense of the United States, means that “A country may obtain the outcomes it wants in world politics because other countries want to follow it, admiring its values, emulating its example, aspiring to its level of prosperity and openness. In this sense it is just as important to set the agenda in world politics and attract others as it is to force them to change through the threat or use of military or economic weapons.”1