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RLG204H5 Lecture Notes - Lecture 13: Shia Islam, Sunni Islam, Twelver

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orchidllama409
17 Aug 2020
School
UTM
Department
Religion
Course
RLG204H5
Professor
Walid Saleh

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Document Summary

The doctrine of the imamate (or the doctrine of the imam): this doctrine summarizes what the shiites think of their imams. In this doctrine the role and position and function of the imam is outlined, and these ideas are at the heart of the shiite tradition. (your book summarizes the doctrine into 9 points, on pages 176- 177, i want you to read points: 1, 2, 6, 7, 8, 9 --- you can read the others, but i don"t want you to memorize them or worry about them. ) 1- the death of muhammad did not mean that god is no more connected to the muslims. Prophecy was transformed into imamah, a different means of communication but the same function, to guide the muslims. God is always guiding the muslims through the imam of the age. Ever age has a rightful imam presiding on the universe as its rightful guide.

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Related Questions

What exactly was Hooker's response to Darwin's, Origin of Species? Thank you for your help. I need help deciphering what his opinions truly were.

Hooker, J. D. 1859. [Review of] On the origin of species. Gardeners' Chronicle (31 December): 1052. Part 1.

From the above expressions it will be inferred that we have risen from the perusal of Mr. DARWIN'S book much impressed with its importance, and have moreover found it to be so dependent on the phenomena of horticultural operations, for its facts and results, and so full of experiments that may be repeated and discussed by intelligent gardeners, and of ideas that may sooner fructify in their minds than in those of any other class of naturalists, that we shall be doing them (and we hope also science) a service by dwelling in some detail upon its contents. Thus much we may premise, that it is a book teeming with deep thoughts on numberless simple and complex phenomena of life; that its premises in almost all cases appear to be correct; that its reasoning is apparently close and sound, its style clear, and we need hardly add its subject and manner equally attractive and agreeable; it is also a perfectly ingenuous book, bold in expressions as in thought where the author adduces what he considers clear evidence in his favour, frank in the statement of objections to the hypotheses or conclusions founded on its facts and reasonings; and uniformly courteous to antagonistic doctrines. In fine, whatever may be thought of Mr. DARWIN'S ultimate conclusions, it cannot be denied that it would be difficult in the whole range of the literature of science to find a book so exclusively devoted to the development of theoretical inquiries, which at the same time is throughout so full of conscientious care, so fair in argument, and so considerate in tone. . . . Hitherto most [naturalists] have, as we have already observed, contented themselves with the hypothesis that they were independently created, and the minority have clung to the only other explanation hitherto conceived, that they have all been created by variation from a single first-created living organism, or a few such. Now it must be borne in mind that both these views are mere hypotheses in a scientific point of view; neither has any inherent or prescriptive right to a preference in the mind of the impartial inquirer; but the most superficial observation will show that the hypothesis of original creations is incapable of absolute proof, except the operation be witnessed by credible naturalists, and can only be supported by facts that are either not conclusive against the opposite doctrine, or may be regarded as equally favourable to it; and this hypothesis is hence placed at a disadvantage in comparison with that of the creation of species by variation, which takes its stand on the familiar fact that species do depart from the likeness of their progenitors, both in a wild and domestic state. On the other hand the hypothesis of creation by variation labours under the disadvantage of being founded upon a series of phenomena, the action of each of which individually, as explained by Mr. DARWIN, would appear to prevent the possibility of species retaining their characters for any length of time, and it therefore appears at first sight opposed to the undisputed fact, that many hundreds of animals and plants have transmitted their characters unchanged (or nearly so) through countless generations, and covered, even within the historic period, many square miles of country each with millions of its exact counterpart. To explain this anomaly and to raise this hypothesis of creations by variation to the rank of a scientific theory, is the object of Mr. DARWIN'S book, and to do this he has endeavoured to invent and prove such an intelligible rationale of the operation of variation, as will account for many species having been developed from a few in strict adaptation to existing conditions, and to show good cause how these apparently fleeting changelings may by the operation of natural laws be so far fixed as to reconcile both the naturalist and the common observer to the idea, that what in all his experience are immutable forms of life may have once worn another guise. The hypothesis itself is a very old one; it was, as all the world knows, strongly advocated by LAMARCK, and later still by the author of the "Vestiges of the Natural History of the Creation," but neither of these authors were able to suggest even a plausible method according to which Nature might have proceeded in producing suitable varieties, getting rid of intermediate forms, and giving a temporary stability to such as are recognised as species by all observers. Mr. DARWIN has been more successful, though whether completely so or not the future alone can show. We shall proceed to examine his method in another article.

In Matthew 20:1-16 Jesus tells a parable and uses the labor market of His day as an example of the Kingdom of God. In 150+ words, explain what lessons the parable has in how we should think about wages and the labor market today.

Matthew 20:1-16

“For the kingdom of heaven is like a landowner who went out early in the morning to hire workers for his vineyard. 2 He agreed to pay them a denarius[a] for the day and sent them into his vineyard.3 “About nine in the morning he went out and saw others standing in the marketplace doing nothing. 4 He told them, ‘You also go and work in my vineyard, and I will pay you whatever is right.’ 5 So they went.“He went out again about noon and about three in the afternoon and did the same thing. 6 About five in the afternoon he went out and found still others standing around. He asked them, ‘Why have you been standing here all day long doing nothing?’7 “‘Because no one has hired us,’ they answered.“He said to them, ‘You also go and work in my vineyard.’8 “When evening came, the owner of the vineyard said to his foreman, ‘Call the workers and pay them their wages, beginning with the last ones hired and going on to the first.’9 “The workers who were hired about five in the afternoon came and each received a denarius. 10 So when those came who were hired first, they expected to receive more. But each one of them also received a denarius. 11 When they received it, they began to grumble against the landowner. 12 ‘These who were hired last worked only one hour,’ they said, ‘and you have made them equal to us who have borne the burden of the work and the heat of the day.’13 “But he answered one of them, ‘I am not being unfair to you, friend.Didn’t you agree to work for a denarius? 14 Take your pay and go. I want to give the one who was hired last the same as I gave you. 15 Don’t I have the right to do what I want with my own money? Or are you envious because I am generous?’16 “So the last will be first, and the first will be last.”

View the video transcript below and share your thoughts on the economic concepts that you believe are applicable.

Question# 1. Provide a rationale on whether or not a firm has to possess market power in order to raise prices.

How to Raise Prices Without Losing Customers

JJ RAMBERG, anchor:

With gas prices soaring and the economy tightening, you may think it’s not possible to charge your customers more. But, it turns out you can successfully raise prices without driving those customers away. Bob Prosen runs the consulting company, Prosen Center for Business. He’s helped business leaders rapidly increase performance, productivity and profits, and he’s also author of the book, “Kiss Theory Goodbye: Five Proven Ways to Get Extraordinary Results in Any Company.” Bob, welcome.

Mr. BOB PROSEN: Thank you.

RAMBERG: So, if you’re going to raise prices on your customers, one of the things you say is don’t surprise them. So, how do you give them warning?

Mr. PROSEN: Well, our customers are very important to us, lets not surprise them. Let’s let them know in advance that prices will increase. But, it’s important to explain to them in their language as to why prices are increasing. For instance, if its fuel surcharges, they’ll understand that. But its important we put it in their language so that they, in turn, can pass that along and plan for it in their own business.

RAMBERG: So, a lot of times when people are paying more, they expect to get more. So, you should communicate increased value I assume. But is saying, um--gas prices are going up for me, is that uh--the same as saying, you’re going to get more for your money?

Mr. PROSEN: No, definitely it’s not. In fact, the equation for value is benefits plus price. So, if prices are going to go up we have to have increased benefits for our customers. So, we can do things like under promise and over deliver. Give them a little bit more. Understand their customer’s customer. So that when we provide our services to them, they’re customized for our customers. They see more value, we understand their business, and therefore they’ll be more appreciative of what we do and less sensitive to price increases.

RAMBERG: That seems to--to follow into your next point, or go right into your next point, which is, track the quality of your products.

Mr. PROSEN: This is absolutely critical, and we can track the quality of our products many ways. Customers call us, complaints, warranty, rework. If we’ll deal with that, capture that, and inside of “Kiss Theory Goodbye” I teach business people how to reduce these problem occurrences and increase the quality of their product. You do it for two reasons: One, customers like us a lot more when things work the way they’re supposed to; and our cost structure goes down therefore maybe we don’t have to increase our prices as much and we can be more competitive.

RAMBERG: And then, also, relationships matter.

Mr. PROSEN: Oh this…

RAMBERG: So, if you have a good relationship, you can do more within that relationship.

Mr. PROSEN: Oh, definitely. People like to do business with people they like. So, lets make sure we stay in touch with our clients. Customize what we touch them with. You know, for instance, when I travel and I deal with business people, I always carry thank you notes in my briefcase. When I’m finished, I send them a note. It’s a rarity these days to even get a thank you note.

RAMBERG: Yeah, it absolutely is. So, about how much can you raise prices by? Can you suddenly figure out that your costs are gone up so much because of energy prices, or food prices, or gas prices, whatever it is, um--and raise it by 50%? Should you do it incrementally? Should you do it all at once? How does it work?

Mr. PROSEN: Yeah, that’s a great question. It depends on what industry you’re in. It depends on what you customers are doing. It depends on a number of things that determine how much, and when, and the frequency of our ability to raise prices. Therefore, what I always recommend to business leaders is work on your cost structure; make sure you’re efficient and effective. Keep your costs as low as you can. Therefore, you can be more competitive on your pricing. Sometimes, you have to pass along the price. Other times, try to absorb what you can through improved efficiencies.

RAMBERG: Should you be looking at your competitors and how much they’re charging?

Mr. PROSEN: Yes, you should absolutely be looking at your competitors. We always want to know what they’re charging. And by the way, we want to differentiate our products and services from our competitors. And, if we can prove a higher value by dealing with us versus our competitor we should be able to articulate that, and we do it based on facts because we know what’s going on in the industry.

RAMBERG: Alright, Bob I know a lot of people are thinking about raising prices so thanks for giving them some tips on how to actually do it.

Mr. PROSEN: My pleasure.