20,639 research outputs found
Rakyat Pahang Sambut Kepulangan Al-Sultan Abdullah
No full textYang di-Pertuan Agong Al-Sultan Abdullah Ri'ayatuddin Al-Mustafa Billah Shah dan Raja Permaisuri Agong Tunku Azizah Aminah Maimunah Iskandariah diarak dengan diiringi dua ekor gajah bernama 'Alam' (kiri) dan 'Sanum' (kanan) kira-kira 500 Meter melalui Jalan Teluk Sisek ke Dewan Jubli Perak Sultan Haji Ahmad Shah, Kuantan
The Political Thought of the Late H.H. Sheikh Zayed Bin Sultan Al Nahyan, Founder of the United Arab Emirates (1966 - 2004)
No full textThis thesis highlights the political thought of H.H. Sheikh Zayed Bin Sultan Al Nahyan, a man who made decisive contributions to the history of the twentieth century, and the various reflections of this political thought on the UAE, its people and the international community at large. In this regard, it explores and analyzes a multifaceted political thought that took its form in political practice in the establishment of the Federation, the management of crises and in the building of a prosperous enduring nation. Evaluating the factors that influenced the formation of the doctrinal matrix of Sheikh Zayed Bin Sultan Al Nahyan, this thesis traces the background from within which Sheikh Zayed’s leadership skills evolved and developed. From his early years onwards, Sheikh Zayed made a firm commitment to undertake the considerable task of building a fully fledged state out of a divided tribal background, improve the lives of citizens, and carve a place for the UAE in the international arena.
This research project illustrates the implications and dimensions of Sheikh Zayed's political thinking process exemplified in his discursive statements and actions. It documents and analyzes the career achievements of Sheikh Zayed, a statesman acknowledged by contemporary and future generations to have had significant impact on the political direction and overall development of the UAE. This impact also demonstrates the potential of his contribution to the field of political thought.
One of this study’s primary conclusions is that the accomplishments of Sheikh Zayed Bin Sultan Al-Nahyan during his rule have resulted primarily from his development of an integrated doctrine of governance that reflected his humanistic outlook. In this regard, at both the domestic and international levels, Sheikh Zayed’s political decisions and acts were undertaken with reference to this outlook
Sistem Militer Sultan Muhammad Al-Fatih Dinasti Turki Utsmani
No full textThe Ottoman Dynasty or better known as the Ottoman Turkish Sultanate was established from 1281 to 1924 AD. The era of Sultan Muhammad Al-Fatih who led from 1451–1481 AD was not only due to his quality as a leader who brought many changes to the Ottoman Turkish military system. Also because Sultan Muhammad Al-Fatih and his troops succeeded in conquering Constantinople and became the best leader and troops as mentioned by the Prophet Muhammad SAW. The purpose of this study is to describe the military policy of the Sultan Muhammad Al-Fatih era in 1451-1481 AD and to describe the military development of the Sultan Muhammad Al-Fatih era in 1451-1481 AD. In this article, the use of literature is prioritized, meaning that this article focuses on library research, because the analysis is directed at books and writings related to the discussion. The results of this study show that the organization of the Ottoman Turkish military system during the Sultan Muhammad Al-Fatih era was based on two things, namely internal and external factors. Internal factors such as the fact that he was a successor to the Ottoman Dynasty who was one of the great leaders of Islam whose piety, intelligence and personality were evident. Then external factors include his troops and weapons, both those that he maintained from the previous king's system and the innovations of Sultan Muhammad Al-Fatih. The military policies made by Sultan Muhammad Al-Fatih also included elements that paid attention to piety, welfare, togetherness, and the war skills of his troops. While the development of Sultan Muhammad Al-Fatih's military system included land and sea troops which were recognized by the world as one of the best troops eve
UMP kini Universiti Malaysia Pahang Al-Sultan Abdullah
No full textKuantan: Seiring seusia 21 tahun kewujudan Universiti Malaysia Pahang (UMP) menelusuri kegemilangan universiti itu kini dijenamakan sebagai Universiti Malaysia Pahang Al-Sultan Abdullah (UMPSA)
UMP now known as Universiti Malaysia Pahang Al-Sultan Abdullah
No full textKUANTAN, July 30 — After 21 years of its inception, Universiti Malaysia Pahang (UMP) is now rebranded as Universiti Malaysia Pahang Al-Sultan Abdullah (UMPSA), said its vice-chancellor Professor Datuk Dr Yuserrie Zainuddin
Tourism patterns and behaviour in Saudi Arabia with special referdence to the Emirate of Makkah Al-Mukarramah province ; a geographical study
No full textThis study examines aspects of leisure and holiday activities of the population in western Saudi Arabia. The first part of the study provides information about the physical and cultural environment of the Kingdom which offers much potential for domestic tourism. The western part of the Kingdom with its attractions, easy accessibility, services and, above all, its religious value can be considered the major tourist area of Saudi Arabia. The second and the main part of this study attempts to examine the patterns of vacations taken by tourists from the three main cities of Makkah, Jeddah and AtTaif and the socio-economic factors influencing that tourist behaviour. This is based on a sample of 1800 household heads selected from 18 districts in the three cities, chosen to cover a range of income levels. The level of use of accommodation, transport and tourist information sources is also examined in relation to holiday destinations and socio-economic characteristics of the respondents such as their education and income. Generally, the analysis showed that Jeddah, AtTaif, Asir and Al-Baha are major holiday destinations chosen for their attractions as tourist locations, and Makkah and Al-Madinah for their religious centres. But the popularity of these destinations varied with the sources of respondents and their socio-economic characteristics. In particular the educational level and income of respondents influenced their holiday behaviour. The results also show a general lack of tourist information materials for all destinations. The level of satisfaction with several services related to tourism and travel were, in general, high among the respondents. Some recommendations are made for further studies and for a central tourist body to co-ordinate the future development of the tourist industry.</p
UMP dijenamakan Universiti Malaysia Pahang Al-Sultan Abdullah
No full textKUANTAN, 30 Julai (Bernama) — Universiti Malaysia Pahang (UMP) kini dijenamakan sebagai Universiti Malaysia Pahang Al-Sultan Abdullah (UMPSA)
Acute care mass emergency preparedness in New Zealand and the Sultanate of Oman: An international comparative analysis
No full textBackground
Mass emergencies are growing globally. They are frequent and cause significant human and economic loss. New Zealand and the Sultanate of Oman have suffered from devastating mass emergencies including the Canterbury earthquakes and Cyclone Gonu respectively. Healthcare services are central in mass emergency response. Acute healthcare services are usually the first to respond to mass emergencies. Successful mass emergency response is determined by the level of preparedness. The state of the New Zealand and Omani acute healthcare systems’ preparedness to deal with mass emergencies is yet to be systematically studied.
Objectives
The goals of this project were to:
1) Describe and compare the state of strategic healthcare mass emergency preparedness in New Zealand and the Sultanate of Oman.
2) Assess and compare the training, willingness, and perceived preparedness of acute care providers in Oman and New Zealand to respond to mass emergencies.
Methods
Mixed qualitative and quantitative methods were used in this project. First, semi-structured interviews with strategic emergency planners were utilized to answer the first objective. The second objective was answered using a mass emergency preparedness survey that was conducted among 1,500 doctors, nurses and ambulance officers from each country between 2009 and 2010.
Results
Seventeen key informants from each country participated in the qualitative study. The study highlighted that New Zealand has a well-established national strategy for emergency preparedness unlike Oman in which planning is a relatively new initiative. There is a gap between strategic and operational preparedness in New Zealand unlike Oman in which senior clinicians are in charge of the little emergency planning activities that exist in the country. Issues such as communication, responders’ welfare, and surge capability are critical challenges for both countries.
The survey response rate was 61% in both countries. The study found that 59.2% of Omani and 44.8% of New Zealand acute care providers have no prior training in mass emergency response. The willingness of acute care providers is event-dependent with the lowest being for infectious disease mass emergencies. 34% of acute care personnel in both countries were not willing to report to work during an infectious disease mass emergency. In addition, about 40% of acute care providers in both countries reported not being able to locate a written emergency plan. Training was associated with a 2.5 (CI 1.71-3.29, P<0.05) fold increase in preparedness of acute care providers to respond to mass emergencies. Providers who participated in a drill were 2.7 (CI: 1.92-3.79, P <0.05) times more likely to self-report being prepared to deal with mass emergencies than those who did not.
Conclusion
This project highlighted several areas for improvement. In New Zealand, there is an urgent need to integrate clinical providers into strategic planning for emergencies in order to ensure that acute care providers are involved in emergency preparedness. In Oman, there is a need to establish a standardized national healthcare preparedness strategy. In order to ensure that emergency preparedness is effective and continuous, the process has to be integrated into the daily operation of the wider healthcare system and should not be developed de novo. There is a need to establish a specific training programme in mass emergency response for all acute care providers in both countries.
Training is associated with an increase in self-reported preparedness of acute care providers to deal with victims of mass emergencies. Training is also associated with increased willingness of acute care providers to report to work during a mass emergency. Therefore, healthcare systems in New Zealand and Oman need to invest in the training of human resources for mass emergencies.
Finally, the Canterbury earthquakes in New Zealand and tropical cyclones Gonu and Phet in Oman have highlighted lessons for both countries. Emergency preparedness should continue to be a national priority because the hazards and risks are an integral part of today’s society and will never be completely eliminated
UMP now known as Universiti Malaysia Pahang Al-Sultan Abdullah
No full textHe said the Yang di-Pertuan Agong Al-Sultan Abdullah Riayatuddin Al-Mustafa Billah Shah had consented to the use of the UMPSA logo and name according to the Federal Government gazette which came into effect on April 14
AKNC 2024 Hospital Al-Sultan Abdullah: penyampaian perkhidmatan
No full textPengisytiharan Matlamat Pembangunan Mampan (SDG) oleh Perhimpunan Agung Pertubuhan Bangsa-Bangsa Bersatu (PBB) dalam penetapan untuk mencapai Liputan Kesihatan Sejagat (Universal Health Coverage-UHC) disambut baik oleh barisan kepimpinan tertinggi Hospital Al-Sultan Abdullah UiTM (HASA) bagi memastikan penyampaian perkhidmatan Hospital kepada pelanggannya dioptimumkan dengan sebaik mungkin. Kepimpinan HASA mengambil langkah menerapkan kaedah Transformational Leadership Model dalam memainkan peranan untuk menggalakkan, memberi inspirasi dan memotivasikan pekerja untuk melakukan dengan cara yang mencipta perubahan yang bermakna. Hasilnya ialah tenaga kerja yang terlibat yang diberi kuasa untuk berinovasi dan membantu membentuk kejayaan masa depan organisasi yang signifikan mengikut matlamat SDG dalam pemerkasaan objektif strategik Hospital
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