The Brutality of Tyrants – Has justice vanished in America, the land of freedom? Is there true equality in America?(Volume Two) – by Professor Dr. Mohamed Fayad
The Brutality of Tyrants
Has justice vanished in America, the land of freedom?
Is there true equality in America?
In the second volume of the series "Brutality of Tyrants," Dr. Mohamed
Fayad addresses the collective injustices many segments of American socie-
ty face. He continues to explore the landscape of daily life impacted by the
mafia that controls the government, universities, the healthcare system,
banks, and corporations.
The book examines critical issues such as:
1. Rent and real estate
2. Health insurance
3. Credit cards
4. Financial institutions
5. The legal system
6. Family issues
The book reveals how laws may appear sound, but their enforcement does
not guarantee equality among citizens. This work serves as a cry against in-
justice, as Dr. Fayad presents over a thousand catastrophic statements that
shed light on the scandals and crimes committed against individuals.
"Brutality of Tyrants" is not merely a recounting of personal tragedies; it is
a call for change and an awakening of consciences, demanding accountabili-
ty for criminals at all levels, from the president to security personnel.
In conclusion, the book asks, "Has justice vanished in America, the land of
freedom?" and urges readers to reflect on social issues and justice. It reflects
a painful reality while opening avenues of hope for change through Dr. Mo-
hamed Fayad's experiences.
The Clusters of Major Powers Against Poor and Developing Nations Their Destructive Impact on Humanity Inevitable Solutions- by Professor Dr. Mohamed Fayad
The Clusters of Major Powers Against Poor and
Developing Nations
Their Destructive Impact on Humanity Inevitable Solutions
In a world characterized by rapid changes and escalating challenges, Dr. Mohamed
Fayad presents a profound perspective in this book regarding the Clusters of signifi-
cant powers and the risks they pose to poor and developing nations. The book address-
es the complex phenomenon of economic and intellectual exploitation faced by these
countries, shedding light on how international alliances are formed to serve the inter-
ests of a select group of nations at the expense of others.
The book begins by defining "Clusters" and how they form among significant powers as
these nations collaborate across various fields, from politics and economics to culture
and media. Dr. Fayad examines how these Clusters are utilized as tools of dominance,
exploiting the vulnerabilities of poor and developing nations that suffer from limited
resources and the weight of crises.
Throughout its chapters, the book highlights how significant powers seek to occupy de-
veloping nations through dubious investments and unequal economic partnerships eco-
nomically. These countries' natural resources are exploited, exacerbating their eco-
nomic and social conditions. The book also clarifies how international aid and assis-
tance are employed to pressure weak governments, rendering them hostages to the in-
terests of powerful nations.
The book also addresses a crucial intellectual dimension, illustrating how significant
powers strive to spread their culture and ideologies in developing nations, eroding
original cultural identities. Dr. Fayad discusses how the media manipulates public per-
ception by imposing specific narratives aimed at entrenching ideological dominance
and controlling concepts and values.
Despite the tragedies highlighted, the book also offers strategic insights for overcom-
ing these crises and proposes inevitable solutions. Dr. Fayad advocates for enhancing
cooperation among developing nations and developing effective resistance strategies
to achieve sustainable development and improve economic and social conditions.
"The Clusters of Major Powers Against Poor and Developing Nations" opens new hori-
zons for understanding international relations and highlights the negative impacts of
Clusters on national sovereignty. This book serves as a call to those seeking to compre-
hend the challenges facing developing nations. It emphasizes the importance of unity
and solidarity in confronting the repercussions of international dominance. Ultimate-
ly, the book is a beacon for awareness and change, encouraging critical thinking and
collective action for a better future.
The Dikkah Board of Directors by Dr. Ahmed Salah Kamel
Under the mulberry tree on the edge of our Badanjani village, the mayor, Shakhbout Al-Mahi, established a Dikka to sit on in the afternoon. But as his engagements increased, he no longer had the time to sit on it, which led to all the villagers vying for the honor and prestige of sitting on it. This competition sparked major disputes between families and clans, nearly igniting the village. Shakhbout considered burning down the Dikka to rid himself of the headache. Still, the wise elders cautioned him against this, warning that it would open the door for every family to put up their own Dikka instead of the one that was burned, leading to an even bigger conflict. So Shakhbout backed down from his idea and declared the Dikka as public property, where everyone would be equal in rights and duties. But he realized the need for a wise administration to manage it somewhat. Shakhbout hastily wanted to appoint a board to manage the Dikka, but the wise men advised against this, fearing public rejection of his choices due to potential accusations of favoritism. The rational minds around Shakhbout suggested holding free elections to choose a management board for the Dikka, with judicial oversight. The elected board members took pride in their positions, even getting personal cards printed, and they appointed guards to watch over the Dikka. Due to the high demand for seats on the Dikka, the board decided to hire staff to receive and register requests while also accommodating Shakhbout's desire to sit on the Dikka and the requests of visiting delegations. Oppositional movements emerged to monitor the board's actions, and online pages warned of the dangers of extending the current board's term, as this posed a grave threat to the Dikka and the entire Badanjani village. Egyptian and foreign media outlets broadcast distressing news about the deterioration of the Dikka, its flooding from the canal waters, hinting at its impending demise. The mayor's close associates reported his astonishment, emaciation, and remorse that even led him to slap his face. It was said that one of the Dikka's guards reached retirement age, but the administrative authorities refused to give him a pension, as his work was considered semi-official. Surprisingly, this experiment spread and was embraced by other villages and hamlets as a model to emulate. Ultimately, the Dikka and its management board led the village into momentous events, the details of which are elaborated within the novel.
Select options
This product has multiple variants. The options may be chosen on the product page
The Last Line A collection of poems By Ahmed Morsi
A collection of poems By Ahmed Morsi If I were to live much longer, My love for you would be so much stronger, For you dwell in the depths of my heart, So sweet; you seem like honey, and smart. When I close my eyes to see you, Distant planets appear in a charming view. Your lips also seem like the full round moon, Your face is like the dawn or the sun at noon. Like the scent of roses when we meet together, When we whisper to the breeze and love each other. When we see that cloud, that comes with rain, When the flutes of love play our tunes again. When the sun of hopes does never change, Yet, life will continue with us. How strange!
Select options
This product has multiple variants. The options may be chosen on the product page
The Scrolls of Kislev by Nassar Al-Hasan
Select options
This product has multiple variants. The options may be chosen on the product page
The Success of Achieving the Ultimate Goals of Any Word When Clearly Defined (Any Culture, Any Advice, Any Slogan, and Any Task )
Capabilities (WORDs) are the business-centric workhorses called Business Objects (BOs) that support the realization of fulfillment of a goal where goals (WORDs) are Enduring Business-centric Themes called (EBTs). Goals and capabilities are enduring artifacts, but with a minor difference: They are externally adaptable via hooks that are easily connected to the application objects called Industrial Objects (IOs) The Goals and Capabilities present the problem space, which are stable and unified functional requirements that do not exist in current system development. The “Golden Rule”: Ultimate Goal (UG) is considered to be the first of more than 50 discovery keys and follows the “golden rule”: (1) Most BOs have a unified, Stable, and final goal. (2) A few BOs have two goals. (3) Rare BOs have three goals. This volume shows that the ultimate goals that are discovered of: Any Culture, Any Advice, Any Slogan, and Any Task.
Select options
This product has multiple variants. The options may be chosen on the product page
The Success of Achieving the Ultimate Goals of Any Word When Clearly Defined (Any Plan, Any Crime, Any Criteria, and Any Assumption )
Capabilities (WORDs) are the business-centric workhorses called Business Objects (BOs) that support the realization of fulfillment of a goal where goals (WORDs) are Enduring Business-centric Themes called (EBTs). Goals and capabilities are enduring artifacts, but with a minor difference: They are externally adaptable via hooks that are easily connected to the application objects called Industrial Objects (IOs) The Goals and Capabilities present the problem space, which are stable and unified functional requirements that do not exist in current system development. The “Golden Rule”: Ultimate Goal (UG) is considered to be the first of more than 50 discovery keys and follows the “golden rule”: (1) Most BOs have a unified, Stable, and final goal. (2) A few BOs have two goals. (3) Rare BOs have three goals. This volume shows that the ultimate goals that are discovered of: Any Plan, Any Crime, Any Criteria, Any Assumption.
Select options
This product has multiple variants. The options may be chosen on the product page
The Success of Achieving the Ultimate Goals of Any Word When Clearly Defined (Any Project, Any Proposal, Any Debate, Any Strategy)
Capabilities (WORDs) are the business-centric workhorses called Business Objects (BOs) that support the realization of fulfillment of a goal where goals (WORDs) are Enduring Business-centric Themes called (EBTs). Goals and capabilities are enduring artifacts, but with a minor difference: They are externally adaptable via hooks that are easily connected to the application objects called Industrial Objects (IOs) The Goals and Capabilities present the problem space, which are stable and unified functional requirements that do not exist in current system development. The “Golden Rule”: Ultimate Goal (UG) is considered to be the first of more than 50 discovery keys and follows the “golden rule”: (1) Most BOs have a unified, Stable, and final goal. (2) A few BOs have two goals. (3) Rare BOs have three goals. This volume shows that the ultimate goals that are discovered of: Any Project, Any Proposal, Any Strategy, and Any Debate.
Select options
This product has multiple variants. The options may be chosen on the product page
The Success of Achieving the Ultimate Goals of Any Word When Clearly Defined (Any Skill, Any Performance, Any Reason, and Any Rule)
Capabilities (WORDs) are the business-centric workhorses called Business Objects (BOs) that support the realization of fulfillment of a goal where goals (WORDs) are Enduring Business-centric Themes called (EBTs). Goals and capabilities are enduring artifacts, but with a minor difference: They are externally adaptable via hooks that are easily connected to the application objects called Industrial Objects (IOs) The Goals and Capabilities present the problem space, which are stable and unified functional requirements that do not exist in current system development. The “Golden Rule”: Ultimate Goal (UG) is considered to be the first of more than 50 discovery keys and follows the “golden rule”: (1) Most BOs have a unified, Stable, and final goal. (2) A few BOs have two goals. (3) Rare BOs have three goals. This volume shows that the ultimate goals that are discovered of: Any Skill, Any Performance, Any Reason, and Any Rule
Select options
This product has multiple variants. The options may be chosen on the product page
The Truth by M.Iqbal Harb
Select options
This product has multiple variants. The options may be chosen on the product page
Unified Business Rules Standard (UBRS)
The current business environment's ever-changing market dynamics, like evolving user needs, faults, intrusions, etc., require constant updates to system behavior and resource availability. These changes, however, should be performed without significantly affecting the application structure, thus allowing the system to effortlessly optimize and tune itself at runtime to handle/manage any issues. Business rules are an effective tool to provide flexibility and control for rapidly deploying changes across business operations. However, most organizations still need help to explicitly define or model business rules, primarily because they lack a global and widely acceptable set of standards. Furthermore, current business rule standards are not flexible and adaptable for defining rules that can apply to any other application except the ones they are designed for. Such problem dependencies in traditional standards make them challenging to evolve and, hence, significantly limit their use. The Unified Business Rule Standard (UBRS) eliminates these dependencies by focusing on the core knowledge of the domain. It effectively means the changes can be carried out to the problem-specific components without affecting the core functionality. In other words, updating the business logic can occur without recompiling the application code.
Select options
This product has multiple variants. The options may be chosen on the product page
Unified Software Engineering Reuse (USER)
USER and systems built by using it answer the problems of low reuse, high costs, phasing out software solutions, components with significant impedance mismatch to be reused, and more. Research and development done for USER would enable the practitioners and researchers of software engineering to look at new ways of developing software that solves these problems, especially dealing with the issues associated with requirements and domain analysis in reuse. Unified Software Engineering Reuse (USER) would give rise to a new way of looking at software and building software solutions. USER can enable interdisciplinary research development in a big way and can bring different bodies of knowledge, and applications together, e.g., for biochemistry, bioinformatics, medicine, media, etc. USER enables building software systems that are self-adaptable and applicable for applications spanning multiple domains, unlike traditional software tools. It can be a catalyst for bringing scientists and students from varied fields to a common ground and building applications across these different bodies of knowledge. USER takes the field of software engineering to the next level. Software has become integral to everything our environment consists of today. The book presents a pragmatic and an intuitive approach to understanding the problem of existing reuse and utilizing USER as the central perspective of experience and business-centric intuition (stable reuse techniques and assets).
Select options
This product has multiple variants. The options may be chosen on the product page