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The eleventh and twelfth centuries comprised a period of great significance in Islamic history. The Great Saljuqs, a Turkish-speaking tribe hailing from central Asia, ruled the eastern half of the Islamic world for a great portion of that time. In a far-reaching analysis that combines social, cultural, and political history, Omid Safi demonstrates how the Saljuqs tried to create a lasting political presence by joining forces with scholars and saints, among them a number of well-known Sufi Muslims, who functioned under state patronage.

In order to legitimize their political power, Saljuq rulers presented themselves as champions of what they alleged was an orthodox and normative view of Islam. Their notion of religious orthodoxy was constructed by administrators in state-sponsored arenas such as madrasas and khanaqahs. Thus orthodoxy was linked to political loyalty, and disloyalty to the state was articulated in terms of religious heresy. Drawing on a vast reservoir of primary sources and eschewing anachronistic terms of analysis such as nationalism, Safi revises conventional views both of the Saljuqs as benevolent Muslim rulers and of the Sufis as timeless, ethereal mystics. He makes a significant contribution to understanding premodern Islam as well as illuminating the complex relationship between power and religious knowledge.

The only resource a manager needs to turn a problem employee into a top performer 201 Ways to Turn Any Employee into a Star Performer arms managers with the strategies they need to deal with the full range of employee problems--including tardiness, low-quality work, constant complaining, and much more. Consultant Casey Hawley#039;s unique approach to personnel problems replaces harsh discipline with positive, goal-oriented tactics that turn failing employees into team players. This straightforward guide gives managers the tools and training to:
Identify problems before they become serious
Develop the art of constructive feedback
Deal with defensive reactions from employees
Understand which problems need to be managed and which ones don#039;t Uncover the cause of a problem and help an employee talk about it Foster discussion in group conflict situations
Create goals for employee improvement
Follow up on employee progress