Bis220 Wireless Technologies

Wireless Technologies Proposal Team B BIS/220 July 2, 2012 Dr. Richard Swafford Wireless Technologies Proposal As Party Plates grows and becomes more successful, new technologies need to be implemented to allow the company to better serve our customers. Today we are going to lay out a new plan to make our deliveries more efficient. Our customers are our number one priority essay writer uk. Serving them with a better product and pinpointing delivery times will help us achieve this. To accomplish this, we are proposing that we integrate two types of wireless technologies in our delivery trucks: GPS tracking systems and Bluetooth.GPS System Currently, we have five trucks operating all over the city at any given time. With grid lock and accidents, implementing the GPS system will allow our drivers to navigate with HD Traffic information around these areas and make delivers on time. The system we are proposing is the TomTom GO Live 1535M. With this system, Party Plates can set up a Twitte r account and our drivers can keep companies informed on what time they expect to deliver. Additionally, if there are any issues with delivery, Twitter messages can be sent out to inform the company of that as well.The device can also locate the cheapest fuel prices which in the long run, will save the company money. However, there is a small drawback to this system. According to CNET Reviews. com the system says that, â€Å"searching the connected services is clunky and, at times, intuitive (CNET 2012). † Each unit costs $179 dollars per unit and installation is as simple as installing mounts in each truck to hold the devices, totally costs being approximately $1000. Bluetooth Next we would like to equip each truck with Bluetooth technology to seamlessly keep our customers connected with our drivers via phone.Our drivers are already using cellphones, however, with the current law, only Bluetooth devices are legal to use in our trucks. We are proposing purchasing Aliph Jawbon e Era Bluetooth devices for each driver. This will allow our drivers to take calls without taking their hands off the wheel. The only downfall to this system according to CNET Reviews. com is that,† The Aliph Jawbone Era doesn’t have a dedicated volume rocker, and the way it fits the ear is not as easy and comfortable as we would like (CNET 2012). † References CNET Reviews (2012). Latest Technology Reviews. CBS Interactive. Retrieved from http://www. cnet. com/? tag=hdr

Investigating the effectiveness of human resource management Essay

A) Terms of Reference On the 1st of October 2003, the management department requested a report written investigating the effectiveness of human resource management at McDonald’s Restaurants Limited, and how this operation helps the organisation achieve their strategic aims. The report was to be submitted on the 9th December 2003. B) Executive summary McDonalds has various business strategies being introduced over the next two years. The report investigates how the Human Resource Management (HRM) practice enables the strategic plans to be achieved. McDonalds are expanding the number of restaurants in India, while closing selected stores in the UK, plans to change packaging, deco and uniform will affect the culture of the organisation. McDonalds are also diversifying, ‘McKids’, brand of clothing, and toys. It is the HRM policies that will ensure a smooth change over. The major concern is the cultural change; HRM must ensure that staff are involved in the changes allowing them to ‘buy’ into the plans. The extension plans should run efficiently as all the policies and legislation should already be in place. The investment in ‘McKids’ could prove difficult for HRM, because they are dealing with a separate market. The current polices in place cover a wide range of issues, which are sufficient for McDonalds strategic plans. C) Introduction McDonald’s fast food chain began in America in 1954, developing into a recognised worldwide establishment. McDonalds now has over â€Å"30,000 restaurants serving more than 46 million people each in 121 countries and territories† 1. The first British restaurant opened in 1973, expanding to 1,184 restaurants; however â€Å"80% of McDonalds restaurants are operated by independent franchisees†2. D) Methodology The information was gathered using â€Å"textbooks† from the library, the Internet, and a â€Å"student pack† from McDonalds Limited. E) Their present and anticipated strategy In order for a company to reach its goals, aims and objectives, a strategic plan should be implemented, allowing the company to establish ‘whom they are’, ‘their aims and objectives’, ‘future position’ and ‘how they are going to get there’. Strategic planning also confirms the attainment of their goals. Lynch (2002) says, â€Å"Strategy can be described as the identification of the purpose of the organisation and the plans and actions to achieve that purpose†3. While Kenneth Andrews believes that strategic planning is † a pattern of decisions†¦which represents the unity, coherence and internal consistency of a company’s strategic decisions that position a company in its environment and to give the firm its identity, its power to mobilise its strengths, and in its likelihood of success in the market place†4. Alfred D Chandler (1962) states, â€Å"Strategy is the determination of the basic long-term goals and objectives of an enterprise, and the adoption of courses of action and the allocation of resources necessary for carrying out those goals†5. Although varying, all are concerned with the company’s planning, objectives and goals. Strategic planning is organised by top management; the plan represents directions the company needs to take at different times. There are five steps in strategic planning; firstly, identify the business and develop a mission statement, showing the company’s overall aims and objectives. This statement is used to motivate employees, customers and other interested parties. McDonald’s mission statement is â€Å"McDonald’s vision is to be the UK’s best quick service restaurant experience†6. Secondly, translate the mission statement into strategic goals; thirdly, create an action plan to attain those goals. Fourthly, introduce the strategic planning, and finally evaluate the results to determine whether changes are required. McDonald’s currently holds the largest market share of restaurants chains, at â€Å"7.3%†7; the nearest competitor is Burger King holding â€Å"3%†8 of the market. UK sales have risen dramatically over the last 27 years, and in 2001 sales reached in â€Å"excess of à ¯Ã‚ ¿Ã‚ ½1.6 billion†9, however according to an Evening Standard report â€Å"pre tax profits dropped by 20% last year†10. McDonald’s intends introducing many new strategies, over the next two years. McDonalds, Chief Marketing Officer, â€Å"outlined a number of strategic global plans for McDonald’s† †¦Ã¢â‚¬ ¦ they â€Å"intend to roll out a healthy lifestyle programme called Go Active†, â€Å"Make greater use of Ronald McDonald the face of the brand†, and introduce â€Å"global licensing programme called McKids, initially applied to clothing and Toys†11. In a separate interview he reports of numerous plans being introduced, â€Å"A worldwide advertising campaign†, â€Å"launch of global packaging concept†, â€Å"ongoing review of staff training, new products, and uniforms and the introduction of a loyalty scheme†, and to become â€Å"a leader in healthy eating†12. McDonald’s are installing â€Å"Wi-fi nodes†13 in many restaurants, allowing customers’ access to the Internet. Expansion plans are also intended f or India, where â€Å"McDonald’s plans to double its outlets over the next three years†14 F) Its current HRM practices HRM deals with the ‘Human’ aspect of a company, such as recruitment, selection, training, provisions of contracts, equal opportunities, dismissals and redundancy, welfare and health and safety. HRM is responsible for issues affecting employees and their relationship with the company. HRM developed from personnel management in the 80’s. The concept of management practice dates back to the 19th century, when some employers became concerned about employees working conditions. Rowntree’s appointed the first welfare worker, in 1896, to â€Å"ensure the well being of women and children in the workforce and to watch over their behaviour†15. Welfare work is still an aspect of HRM, although not so necessary within today’s society. It is these early approaches of Rowntrees, Cadburys and Robert Owen, which clearly show the development of HRM. HRM is defined as â€Å"a rational approach to the effective recruitment, retention, and deployment of people within an organisation, including, when necessary, arrangements for dismissing staff†16. Within the UK, McDonald’s employs â€Å"47,735 people†17. McDonalds expects the highest standards of quality, service and cleanliness towards the customers from its employees; they also require staff to have a positive attitude towards themselves, customers and other staff members. McDonalds employs local people, and ensures that employees are selected, trained, promoted and treated on the basis of their skills. Their policy states that McDonald’s will provide career opportunities, challenging and rewarding work, providing pay on performance. There are two levels of recruitment within the company, management and hourly paid staff. McDonalds offers staff flexible working hours suiting individual preferences. The hourly rate for staff exceeds the national minimum wage, salaried management earning between à ¯Ã‚ ¿Ã‚ ½12000 and à ¯Ã‚ ¿Ã‚ ½64000. Staff are entitled to various benefits, health care, pension, company car, bonus scheme, sick pay and stock options. McDonalds supports the ‘Opportunity Now’ Campaign, increasing the number of women they employ, â€Å"43.30%†18 of their workforce is female. The company now allows qualifying staff up to eight weeks paid maternity or paternity leave. The company works closely with various disabled organisations, and employs where possible disabled people. The diversity development within the company insures the working environment is free from discrimination and harassment and job applicants and employees, will not be treated less favourably on the grounds of marital status, colour, age, gender, race nationality, ethnic origin or disability. McDonalds believes that â€Å"training is the foundation of their success and vital for improving the business†19. Hourly paid staff receive on the job training, supplemented by computer based and other training methods, Management staff receive training at one of the company’s six British training centres. McDonalds â€Å"restaurants work to the standards which meet those required by legislation†20, they also have various policies covering food quality and nutrition, also working closely with suppliers ensuring animal welfare. The company has a number of franchises, which means that although McDonalds controls the majority of establishments, legislations, laws and policies are the responsibility of the franchise operator. G) How the HRM practices enables the business strategies to be achieved. Many policies are in place, covering a wide range of topics; enabling HRM to support the company in achieving their overall strategic plans. McDonalds operates in 121 countries, HRM must be aware of the different employment and contract laws, religion, culture, currency differences, and labour costs throughout these countries. The extension plans for India should not affect the company severely as the operation guidelines and policies already exist. Within the UK and USA the company has Universities to train their management, and other staff are trained â€Å"in-house†. When they expanded to India, lack of training facilities; meant staff were brought in from other countries to employ and train staff. This could have caused problems; outsiders may have little or no knowledge of the country, laws or societal beliefs. As the company expands into ‘new’ countries they need to consider other issues such as uniform and eating habits, certain religions do not eat certain products, other cultures impose dress code, all these issues need to be considered by the HRM to ensure the placement of correct policies. Due to falling sales there are plans to change the image and culture of the company; introducing new decor, uniforms and packaging. Unless HRM have involved the staff in the planning stage of these changes, they will encounter great difficulty in obtaining cooperation; staff need to ‘buy’ in to changes. Although, the company does have training facilities around the country educating staff on theses changes. Customers may also object to this image change. The introduction of healthy foods may cause problems, staff will need to be re-trained, which may cause staff shortages, and increase training costs. Some of the stores situated in city centres are installing facilities to allow the customer connection to the Internet. The HRM will have to implant policies to ensure correct usage of the Internet; and take steps to ensure that ‘inappropriate’ websites are unavailable. McDonalds has a high ‘turnover’ of staff, suggesting the recruitment strategy is inefficient. Incorrect job advertisement possibly leads to the submission of applications by the wrong type of person. H) How the HRM practice reflects the theories of strategic HRM. There have been many investigations into the issues surrounding HRM, leading to many theories. According to the Harvard Model, â€Å"HRM polices need to derive from critical analysis of: the demands of the various stakeholders in a business and a number of situational factors†21. The belief is that because organisations are owned and operated by various people (stakeholders), the management’s task is to balance the returns to everyone involved. The Harvard Model is seen as the ‘soft’ approach to HRM, employees being stakeholders of the company. This model has four areas to address, human resource flow, reward system, employee influences, and work systems, there are also situational factors such as influence of trade unions, laws, and labour market, which are also relevant to the theory. The theory believes that the effectiveness of the HRM is related to the four ‘C’s’, â€Å"Commitment, â€Å"Competence, Congruence and Cost-effectiveness,†22. The Harvard theory is that employees are an asset rather than a cost, and investment in these employees provides long-term benefits to the company, this theory is similar to McGregor’s, theory ‘Y’ approach. There are a number of concerns with the approach, â€Å"how to measure the variables, conflicts between cost-effectiveness and congruence, huge variety of variables potentially relevant to any given HRM situation, and sometimes a technology or set of working conditions make it impossible to increase some levels of ‘C’s'†23. The alternative approach known as the Michigan model, being the hard approach, believes that employees should be treated like any other resources, â€Å"obtained cheaply, used sparingly and developed and exploited fully†24. There are common features in both these models, both mix the HR policies and business plan, line managers are responsible for people; both are unitarist, and stress commitment to the organisation. McDonalds has a mixture of both the hard and soft approach, store managers being responsible for the day-to-day running as in the soft approach, and training provisions show that staff are an asset and investment in them should provide long-term investment for the company. The organisation also has similarities to the hard approach, with staff receiving low wages (obtained cheaply), and restaurants are often run with minimum of staff (exploiting). Guests (1987) theory, is also included in McDonalds policy, Guest believes the organisation should, â€Å"aim for high level of commitment from staff, obtain high quality output, continually improve standards, flexibility from staff, no fixed job definitions, working practices and conditions and seek strategic integration through HR policies†25. McDonalds are â€Å"Continually improving standards† and â€Å"offer flexible working times for staff†26. These prescriptive approaches also believe that line managers should accept HRM policies and integrate them into strategic plans, allowing staff to change roles within the organisation. Known as culture, organisations have different values, ideas and beliefs that affect the way they operate. According to Handy, there are four types of culture; Power, Role, Task and Person. McDonald’s culture combines two of these, top management, reflects ‘power’ culture, making the overall decisions, allowing rapid response to decisions. Although there are similarities to the ‘task’ culture, the overall aim of the organisation is task orientated, focussing on team culture, and strong communication between all levels of staff. The contingency approach suggests that â€Å"different problems and situations require different solutions†27, both internal and external influences should ‘fit’ together making a logical solution. McDonalds has integrated this approach, by considering the environment with their packaging and adjusting menus to suit different cultures. This approach also influences staff promotions that the company offers, staff are offered appraisals, a means of increasing their job opportunities. Barney (1991) suggests that there is a â€Å"resource based model†; physical, financial, human and organisational resources are the main link between internal resources and the company’s performance. Suggesting that it is not enough to have HR in line with strategy, and developing people will raise their commitment to the company, and provide an advantage over competitors. Although McDonalds do invest in people â€Å"66.26%†28 are under the age of 20, suggesting the majority of these are temporary, so will not progress through the company, leaving training costs continually rising. Gould’s ‘Model of Morale’, should be considered, suggesting that high staff turnover, sickness, absences and low performance within the company, is caused by low staff motivation, job satisfaction and group cohesion. These problem stem from inadequate internal factors such as â€Å"perception of leaders, matching needs to the job and identification with organisational goals†29, and external factors such as â€Å"status, age, pay, conditions, job market policies, training, equipment and economic state†30. Hofstede undertook worldwide research into culture and concluded that different countries mainly have four different cultures, â€Å"individualism, power distance, uncertainty avoidance, and masculinity. Depending on how the country viewed these areas, Hofstede categorised the countries further, pyramid of people, well-oiled machines, village market and family. As McDonald’s operates in 121 countries; consideration for this theory may allow a better understanding of the needs and values of staff. I) Recommendations Suggested improvements: * Reducing staff turn over * Encourage long-term employment (minimising training costs – maximising staff) * Create a culture that people wish to work in * Promote training allowing staff progression to higher job opportunities * Increase wages    Bibliography Class Notes. McDonalds Fact File 2002. (Available from McDonalds) Http://www.mind-advertising.com/sectors/sector_restaurants.htm (Accessed 18/10/2003). Prynn, Jonathan. Evening Standard UK, 3 May 2003. Kleinman, Mark. 2003 ‘Mcdonald’s Media gets global review’. Marketing Magazine, 11 September, p.1. Kleinman, Mark. 2003 ‘McDonald’s gets back on track’. Marketing Magazine, 11 September, p.15. Burns, Stuart I. 9 October 2003. â€Å"The Internet @ McDonald†, [online] Available from URL Http://www.bbc.co.uk/dns/collective/A1338392 (Accessed 28/10/03). â€Å"McDonald plans Indian expansion†, [online] Available from URL Http://www.bbc.co.uk/1/hi/business/2924185.stm (Accessed 18/10/2003). Foot, M, Hook, Caroline. 1999. Introducing Human Resource Management. 2nd Ed. Addison Wesley Longman, London Hannagan Tim, 1995, ‘Management Concepts & Practices’, Pitman Publishing, London. Graham, H T. Bennett R. 1998 ‘Human Resource Management’, 9th ED. Financial Times, Pitman Publishing, London. Cole, G A. 2002. Management Theory and Practice. 5th Ed. Continuum, London. 1 McDonalds Fact File 2002 2 McDonalds Fact File 2002 3 Wang, Y. 2003. â€Å"Human Resource Management Strategies†, â€Å"Week 3†, (Classnotes) Lampeter University. 4 Foot, M, Hook, Caroline. 1999. â€Å"Introducing Human Resource Management†. 2nd Ed. Addison Wesley Longman, London. 5 Wang, Y. 2003. â€Å"Human Resource Management Strategies†, â€Å"Week 3†, (Classnotes) Lampeter University. 6 McDonalds Fact File 2002. 7 Http://www.mind-advertising.com/sectors/sector_restaurants.htm (Accessed 18/10/2003). 8 Http://www.mind-advertising.com/sectors/sector_restaurants.htm (Accessed 18/10/2003). 9 McDonalds Fact File 2002. 10 Prynn, Jonathan. Evening Standard UK, 3 May 2003. 11 Kleinman, Mark. 2003 ‘Mcdonald’s Media gets global review’. Marketing Magazine, 11 September, p.1. 12 Kleinman, Mark. 2003 ‘McDonald’s gets back on track’. Marketing Magazine, 11 September, p.15. 13 Burns, Stuart I. 9 October 2003. â€Å"The Internet @ McDonald†, [online] Available from URL Http://www.bbc.co.uk/dns/collective/A1338392 (Accessed 28/10/03). 14 â€Å"McDonald plans Indian expansion†, [online] Available from URL Http://www.bbc.co.uk/1/hi/business/2924185.stm (Accessed 18/10/2003). 15 Foot, M, Hook, Caroline. 1999. Introducing Human Resource Management. 2nd Ed. Addison Wesley Longman, London 16 Cole, G A. 2002. Management Theory and Practice. 5th Ed. Continuum, London. 17 McDonlads Fact File 2002 18 McDonalds Fact File 2002 19 McDonalds Fact File 2002 20 McDonalds Fact file 2002 21 Hannagan Tim, 1995, ‘Management concepts & practices’, Pitman Publishing, London. 22 Graham, H T. Bennett R. ‘Human Resource Management’ 1998, 9th ED. Financial Times. Pitman Publishing, London. 23 Hannagan Tim, 1995, ‘Management concepts & practices’, Pitman Publishing, London. 24 Graham, H T. Bennett R. ‘Human Resource Management’ 1998, 9th ED. Financial Times. Pitman Publishing, London. 25 Foot, M, Hook, Caroline. 1999. Introducing Human Resource Management. 2nd Ed. Addison Wesley Longman, London 26 McDonalds Fact File 2002 27 Hannagan Tim, 1995, ‘Management concepts & practices’, Pitman Publishing, London. 28 McDonalds Fact File 2002 29 Wang, Y. 2003. â€Å"Human Resource Management and Culture†, â€Å"Week 6†, (Classnotes) Lampeter University. 30 Wang, Y. 2003. â€Å"Human Resource Management and Culture†, â€Å"Week 6†, (Classnotes) Lampeter University.

A Comparative Essay on the Original Creation of the Earth

Creation is slowly becoming a taboo topic in our current society and the â€Å"Big Bang Theory† seems to be the trending theory of the century. What is the difference though? The Catholic Church, in 1950, proclaimed that the â€Å"Big Bang Theory† did not contradict the doctrine of creation; therefore, the Catholic Church now teaches something called Theistic Evolutionism. (Brom, 2004) Are many churches teaching a false doctrine regarding the â€Å"Big Bang Theory† or is science exempt from biblical doctrine? This essay will explain what the â€Å"Big Bang Theory† teaches, what biblical creation teaches and how the relationship that the two have. First, let us look at the â€Å"Big Bang Theory.† The Big Bang Theory Many people believe that the â€Å"Big Bang Theory† was first introduced when Darwin introduced his theory of evolution; however, this view is incorrect. The â€Å"Big Bang Theory† is actually less than 100 years old! In 1929, Edwin Hubble discovered that the Universe is expanding at an accelerated rate and asseverated that the Universe must have been extremely close together at one time. (NASA, 2014) Edwin Hubble speculated that the universe must have come from an â€Å"infinitesimal volume with extremely high density and temperature.† (Takashi, 2000) This new theory, that the Universe was constantly expanding, caused scientist to speculate why and how the Universe was expanding. In the 1960’s and 1970’s, scientist declared that they could confirm George Gamow’s theory that the â€Å"big bangShow MoreRelatedComparative Essay Original Creation of the Earth1271 Words   |  6 PagesElements of Earth Science Comparati ve Essay Original Creation of the Earth Rhonda L. Carter 9 March 2014 PHSC 210-B13 LOU | | Introduction It should be easy to say that the Earth was created by a higher power. For a Christian this higher power is God. The Bible gives us the six day creation of the heavens and the Earth and all that dwell upon it. For anyone else, the higher power is some unknown power that science is still trying to figure out. There are a lot of theories in science aboutRead MoreComparative Essay: â€Å"Original Creation of the Earth (the Big Bang vs. Sis Day Creation)† Phsc 2101438 Words   |  6 PagesPHSC 210-A17 Sonia Cooper Weeks Adjunct Instructor Table of Contents I. Introduction II. Old - Earth View III. Young - Earth View IV. Compare and Contrast V. Conclusion Introduction Christians today have a biblical principle and opinion of the universe existence. Christians believe that God created earth and that he accomplished that in only six days. Genesis 1 explains the creation and the interpretation is so utterly clear and one writer states â€Å"Thus, any interpretation that goes beyondRead MoreOriginal Creation Of The Earth ( Nebular Hypothesis Vs. 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Unmarried Women Are More Politically Liberal. Heres Why.

Theres long been evidence that unmarried women are more politically liberal than married ones, but theres never been a good explanation for why this is the case. Now there is. Sociologist Kelsy Kretschmer of Oregon State University (OSU) found that women who are not married tend to be more concerned about the social status of women as a group, more politically liberal, and more likely to vote Democrat than married women. Key Takeaways: Unmarried women report having a higher level of â€Å"linked fate† than unmarried women: they see what happens to other women as relevant to their own lives.Sociologists have suggested that this may explain why unmarried women are more likely to be politically liberal than married women.A report based on 2010 American National Election Study data found that linked fate does indeed help to explain the political affiliations of married and unmarried women.   Study Overview Kretschmer presented the study, coauthored with OSU political scientist Christopher Stout and sociologist Leah Ruppanner of the University of Melbourne, at the August 2015 meeting of the American Sociological Association (ASA) in Chicago. There, she explained that women who are not married are more likely to have a strong sense of linked fate, which is the belief that what happens in their own lives is connected to the social status of women as a group in society. This means they are more likely to believe that gender inequality—manifested for instance in the gender pay gap, the gender wealth gap, and discrimination in education and the work place—has a significant impact on their own life chances. Kretschmer told the ASA, Over 67 percent of never married women and 66 percent of divorced women perceive what happens to other women as having some or a lot to do with what happens in their own lives. Only 56.5 percent of married women hold the same views. Study Methods To conduct the study, the researchers drew from the 2010 American National Election Study and included data from women respondents 18 years and older, whom they sorted as married, never married, divorced, or widowed. Using this data, they  found that a sense of linked fate has a significant relationship to ones political orientation and behavior. Using statistical techniques, the researchers were able to rule out income, employment, children, and views on gender roles and discrimination as factors that could explain away the gap in political preference between married and unmarried women. A sense of linked fate is in fact the key variable. Key Results Kretschmer told the ASA that women with a sense of gendered linked fate, who tend to be unmarried, think in terms of what will benefit women as a group. This means that they are likely to support candidates who promote, and political measures for, things like wage equality, workplace protections for pregnancy and maternity leave, anti-domestic violence laws, and welfare expansion. Kretschmer and her colleagues were motivated to do this study because the concept of linked fate has been used by other sociologists to help explain voting patterns exist among Black and Latinx voters in the U.S. The concept had never been used to examine political behavior among women, which is what makes the study and its results notable and important. The study also revealed that women who have never been married are more likely than those who are married to believe that is important to have women politicians. The researchers also found that  married and widowed women demonstrated the same degrees of linked fate. The researchers pointed out that widowed women are likely to still be engaged in the marriage institution via things like a husbands pension or social security, so they tend to think and act more like women who are married than those who are not (never been, or divorced). While notable, its important to recognize that this study demonstrations a correlation between marriage status and a sense of linked fate, and not causation. At this point it is impossible to say whether linked fate influences whether or not a woman will get married, or if getting married would reduce a sense of linked fate. Its possible that future research will shed light on this, but what we can conclude, sociologically speaking, is that cultivating a sense of linked fate among women is necessary for making political and social change that advances equality. Bibliography â€Å"Unmarried Women: Politically Cohesive, More Concerned About Womens Status Than Married Counterparts.† American Sociological Association, 22 Aug. 2015. https://www.asanet.org/press-center/press-releases/unmarried-women-politically-cohesive-more-concerned-about-womens-status-married-counterparts

Economic Development Strategy For The City Of Sydney

Basic Summary Sydney is Australia s worldwide city, and the main learning based economy in the country. More than $100 billion for each annum is produced in Sydney. That is more than half of what the whole mining part creates, and double the span of the horticultural division at the farm gate. In the course of the most recent five years our city economy has demonstrated its flexibility by withstanding the worldwide financial recession. About 2000 organisations were added to the city since 2007. Major urban restoration ventures over the City of Sydney are giving occupations and lodging. Green Square, Australia s biggest urban redevelopment task, is only 3.5kms from the downtown area. The $8 billion redevelopment will give homes to 11,000 new inhabitants and 22,000 new labourers. Economic Development Strategy for the City The City of Sydney s 10 year Economic Development Strategy will help convey a realistic vision for a significantly more dynamic, earth feasible economy, and a liveable city that works for inhabitants, labourers, guests and understudies. Activity arrangements will bolster our current monetary qualities, for example, the fund, tourism and retail areas; and develop new, rising parts, for example, the evening time economy and green economy divisions. We are as of now putting $1.9 billion in a 10 year framework project including Light Rail and the change of George Street; diminishing administrative obstructions to energise business; and reactivating places,Show MoreRelatedUrban Water Environmental Analysis1664 Words   |  7 Pagesfor present and future generations (2). Rising population, growth in development, climate change all these issues are going to increase the demand of water in the future. 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Business Advice Essay Research Paper In advising free essay sample

Business Advice Essay, Research Paper In reding Gus, Gloria, and the murderer ( jointly known as the ? claimants? ) as to the sustainability in jurisprudence of their several claims in relation to, Rajinder ( hereinafter referred to as? R? ) , Sarah ( hereinafter referred to as? S? ) , and the liquidated company Exotic Holidays Ltd. ( hereinafter referred to as? E Ltd. ? ) , the nucleus issue appears to be that of corporate individuality as opposed to personal individuality of the members of the corporate entity. Issues associating to the general effects and effects of incorporation are besides discussed, viz. , issues of separate legal personality, liability and related exclusions, which in bend necessitates consideration of the? corporate head covering? and under what fortunes the tribunals will be prepared to delegate liability etc beyond the corporate entity to the members. Before sing single claims, some idea is given to the general or cardinal issue of legal individuality, on the evidences that this is cardinal to all the state of affairss. The most of import instance in this respect is doubtless Salomon V Salomon [ 1897 ] AC 22 ( hereinafter referred to as? Salomon? ) , which besides provides an disposed get downing place.The basically of import principal that emerged from Salomon is that a company, one time incorporated, is a legal entity in its ain right. In other words, the company itself, in this case E Ltd. , is a clearly separate being from those that are its members ( R and S ) , and as such, has? single? rights and liabilities accordingly.This has two immediate consequences. First, the company, non its members, must seek a redress despite the fact that in world, it will be the members, non the company, that conclude a redress is needed to turn to some incorrect making to the company. Second, the alternate state of affairs in which the company itself must be sued straight, non the members personally, in the event that the company itself has committed some error. The overall consequence is that members? personal liabilities and the liabilities of the company are regarded as separate. For all purposes and intents, the tribunals have traditionally drawn a divide between them. This separation of members and company, or instead the differentiation between them, is frequently referred to as the? corporate head covering? .The Salomon principal has been by and large upheld by the tribunals, sometimes with terrible effects. In the Irish instance Macaura V Northern Insurance Company Limited [ 1925 ] AC 619, the tribunal upheld the statement of an insurance company that it was non apt to pay out if points were insured on a member? s ain name and non? his? company? s name despite the fact that the points being a portion and package of the company? s concern. The tribunal maintained a stiff divide between the member and the company.In more modern times, Slade LJ basically reiterated the go oning cogency of the Salomon principal in Adams v Cape Industries [ 1990 ] Ch 433, ? ? the tribunal is non free to ignore the principal of Salomon? simply because it considers that justness so requires? ? This principal was more late once more affirmed in Ord A ; Another V Belhaven Pubs Limited [ 1998 ] BCC 607.However, as resolute as the principal stands, there are exceeding instances where the tribunal will? raise the corporate head covering? either at common jurisprudence or by legislative act. This was considered in Atlas Marine V Avalon Maritime [ 1991 ] a All ER 769, ? ? . . . to pierce the corporate head covering is an look I would reserve for handling the rights or liabilities or activities of a company as the rights or liabilities or activities of its stockholders? ? There are assorted fortunes where the tribunal will raise the head covering. In the context of liability, such a class of action by the tribunals will intend that the members themselves will be held apt beyond the company. In other words, liability will non halt at the company, as per the Salomon principal, provided the tribunal is satisfied that certain conditions are met. ? It is these conditions that demand to be considered in each single instance with regard to the claimants, since from the given facts, it appears that R and S seek to trust on the Salomon principal in order to deviate any possible liability from themselves personally to E Ltd as a separate legal entity. ? # 8212 ; Gus.According to the given facts, Gus has issued a writ against R originating from alleged? ? behavior in breach of contract? ? that predates and overlaps the day of the month of incorporation of the company.The alleged breaches extend from April 1998 to October 1998, while R sold his concern to E-Ltd in June 1998 while the company itself was incorporated on the 30th June 1998. Therefore, it appears that Gus had been covering with E Ltd. and non R personally after the incorporation.Ordinarily, by application of the Salomon principal, the action against R would neglect on the evidences that Gus was covering with? E Ltd. and non with R.However, as mentioned above, there may be a manner in which the tribunals may be asked to life the head covering and seek action against R straight. This may go on if R is suspected of fraud, although non needfully of a condemnable nature. In this instance, just fraud would suffice. Put another manner, the duties adhering the member are extended to the bind the company.In Jones v Lipman [ 1962 ] 1 All ER 442, the sale of a piece of land was at the Centre of a contract. The marketer had later changed his head? and in order to avoid an order of specific public presentation of his contractual duties, he transferred his land into the name of a company. The tribunal refuses the defense mechanism that the land was now in the ownership of the company and granter an order of specific public presentation against the seller.Likewise, in Gilford Motor Company Limited V Horne [ 1933 ] Ch 935, the tribunal held that a company that constituted a mere? fake? and formed to avoid contractual duties would non be tolerated. In this instance, the tribunal once more lifted the head covering and issued an order against an person who was non even a member of the company in question.Similarly, Gus must demo that R was in consequence? concealment? behind E Ltd. If this can be achieved, it seems possible that the tribunal may allow a redress against R straight. However, if R can demo that the sale was a legitimate trade in the sense that the sale of R? s former concern to E Ltd. was non a? fake? and was formed simply to avoid a contractual duties etc, it seems improbable that the tribunals will follow the path taken in Jones v Lipman or Gilford v Horne in visible radiation of the determination in Adams v Cape Industries where the tribunals refused to raise the corporate head covering. Lord Keith commented in Wolfson v Strathclyde Regional Council [ 1979 ] that the Salomon principal should merely be excluded in instances of a fraudulent nature where facts were being concealed by a ruse.That said, if R seeks to trust on Adams v Cape Industries, there might be a job sing that this instance was distingu ished from a similar instance, Creasey V Breachwood Motors Limited [ 1992 ] BCC 638 partially on the footing of the timing of the transportation from entity to entity. The tribunal may good see the timing of the sale, i.e. half manner through the alleged breach of contract, as a relevant factor and may good see this as some kind of turning away tactic on R? s portion. It is deserving bearing in head that Creasey v Breachwood was later criticised in Ord V Belhaven. Hobhouse LJ stated, ? ? it seems to me ineluctable that the instance in Creasey v. Breachwood as it appears to the tribunal can non be sustained. It represents a incorrect acceptance of the rule of piercing the corporate head covering? Therefore, in my opinion the instance of Creasey v. Breachwood should no longer be treated as authoritative? ? ( Although the evidences for the unfavorable judgment might good non use to the present instance. ) In sum-up, the facts are non sufficiently clear to justify a clear decision, but it appears that the chief obstruction to Gus wining would be the ability to show that R sold his concern to E Ltd. in order to avoid contractual duties via assumed trust on the Salomon principal. Notably, Lord Keith commented in Wolfson v Strathclyde Regional Council [ 1979 ] JPL 169 that the Salomon principal should merely be excluded in instances of a deceitful nature where facts were being concealed by a artifice. Such as artifice must clearly be demonstrated. # 8212 ; Gloria ( hereinafter referred to as? G? ) .From the given facts, G is stated to hold been a? ? former client? ? of E Ltd. Again, with respect to the philosophy of the corporate head covering, G would prima facie merely have a claim against E Ltd. and non R straight or personally. Unless, the tribunals can once more be persuaded to raise the corporate veil.Members of a company have a general fiducial responsibility of attention which should regulate all their behavior within the model of the company in inquiry, and unless it can be shown that they have breached that responsibility by gross carelessness or Acts of the Apostless of bad religion, no personal liability claims can by and large be successful against them. In Williams v Natural Life Health Foods Ltd ( 1998 ) 2 ALL ER 577, the House of Lords held that the corporate head covering should merely be lifted in utmost instances and moreover, there must be some kind of personal deceits made by the member of the company, who accepts as much, and that the complainant would hold had to hold relied on these deceits. The House of Lords refused to raise the head covering in that instance on the evidences that there had been no contact between the parties and in any event, there was no grounds that the complainant had believed that the suspect had accepted any personal liability.In sum-up, it seems unlikely, based on the given facts, that G? s action straight against R will win. However, taking the determination in Williams v Natural Life into history and the stated standards upon which the House of Lords refused to raise the corporate head covering, if G can run into those standards, her claim might good be sustainable. # 8212 ; The Liquidator ( hereinafter referred to as? L? ) .Again, the principal from Salomon is the get downing point with respect to L? s claim against R and S.A farther parallel can be drawn with Salomon. The murderer in Salomon claimed that the company therein was nothingness as it was basically a? fake? on the evidences that the company was in world nil more that Salomon? s? agent? , due in portion to it being a ? one-person company? . However, the House of Lords held that it was irrelevant that the company was in consequence a? one adult male company? ? and that provided the company had been incorporated right, the fact that one individual held an overpowering bulk of portions in the company was non relevant either.More specifically, it was held in Kodak Limited V Clark [ 1905 ] 1 KB 505 that a 98 % shareholding in a company does non by itself create a member/agency relationship. Therefore any similar statements on the evidences that E Ltd. was fundamentally an? agent? of R? s due to his big shareholding will neglect due to the opinion in Salomon and Kodak v Clark.. By and large talking, L will be unable to trust on a common jurisprudence based attack in inquiring the tribunal? s to life the corporate head covering against R and S. However, there may be a possible path via legislative act. Section 213 of the Insolvency Act 1986 in consequence states that where a individual has continued to merchandise through a company cognizing full good, i.e. fraudulently, that the company will be unable to duly repay creditors, the individual may be held personally apt to an extent determined by the tribunals. Section 214 of the same Act, relevant to companies in insolvent settlement ( as is the instance with E Ltd. ) , extends beyond a clear? purpose to victimize creditors? , as per s213, to include? unlawful trading? whereby the individual knew or ought to hold known that creditors will be unable to be duly paid while go oning to merchandise through the company until the clip of the weaving up order being granted. ? In order for the s213 to apply, L must bring forth grounds of a deceitful purpose by R and S to victimize the creditor he represents. Alternatively, under s214, L must show? unlawful trading? which might be an easier proposition.When sing s213, s213 ( 4 ) directs the tribunals to take assorted things into history. Under s213 ( 4 ) the tribunals are directed to see whether the member/s had acted moderately under the fortunes, or more specifically, ? ? the facts which a manager of a company ought to cognize or determine, the decisions which he ought to make and the stairss which he ought to take are those which would be known or ascertained, or reached or taken, by a moderately persevering individual holding both? ( a ) the general cognition, accomplishment and experience that may moderately be expected of a individual transporting out the same maps as are carried out by that manager in relation to the company, and ( B ) the general cognition, accomplishment and experience that that manager has. Therefore in drumhead, in order for s213 to use, these criterions must be applied to the facts of the present instance, and if it is found that R and S had fallen below the needed criterions, an application via s214 might good be sustainable in that the tribunals may good raise the corporate head covering and extend liability to R and S in their personal capacities. Bibliography. ? Farrar? s Company Law? ? ? J.H. Farrar A ; B.M. Hannigan? Company Law? ( Statutes ) ? Butterworths? Company Law? ( Cavendish ) Internet Beginnings. ? Rethinking Company Law and Practice? ? The Hon Justice Michael Kirby ( www3.lawfoundation.net.au ) ? Company Law? ( www.bigwig.net ) ? Limited Liability? a necessary effect of incorporation? ? ? Aiden Small ( www.nuigalway.ie ) ? Company Law? Corporate Personality? ( www.ukcle.ac.uk ) ? Piercing the Corporate Veil? ( www.themis.wustl.edu ) ? The Doctrine of Separate Legal Personality? ( www.law.anu.edu.au ) ? Raising the Corporate Veil Revisited? ( www.acca.org.uk )

It Takes an Army to Defeat an Army free essay sample

Changes in hearing, blurred vision, joint pain, stomach pain, liver damage and depression were just a few of the side effects listed on the RxList website for the drug Isotretinoin, an acne treatment popularly known as Accutane. Is it worth it? I asked myself on a daily basis as the number of little red bumps continued to increase on the surface of my face. Walking through the acne products aisle at Sephora was like stepping into my own bathroom. At one time or another, I bought each product in an attempt to clear my skin. After multiple visits with my pediatrician and several prescribed topical acne treatments, I decided to try the all natural route. One trip to the local Foodworks store, and I found myself drowning in homemade honey facials, taking an abundance of daily vitamins and restraining myself from consuming dairy. A month later, the army of acne had completely invaded and conquered my face. We will write a custom essay sample on It Takes an Army to Defeat an Army or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page My mother called for an appointment with a physicians assistant at the dermatology office; the soonest available appointment was in July, two months away. With in the months prior to the appointment, there was not one inch upon my face without a pimple. As the number of pimples increased, my self confidence decreased. Applying make up became necessary, yet useless since nothing could cover what I was determined to hide. Cleansing my face became difficult without breaking open the excessively tender and infected areas. Sleeping on a memory-foam pillow, my favorite, was impossible due to the pressure it put on the acne. The worst was how I felt mentally. I felt like a failure. Every attempt to clear my skin created more acne. I avoided the subject of my acne with others, especially my friends since each of them had nearly perfect completions. However, at night, when the makeup was off and I was alone in my room, I realized the judgement I put upon myself was the problem, not the judgement of others. I was the only soldier fighting because I hid my emotions, told everyone that I was fine, when in fact I was breaking, not because I did not like my appearance but because I had convinced myself that I was alone in the process. In health class during the fourth quarter of my sophomore year, when the acne was the worst, one of the topics my teacher covered was acne. Everyone develops acne in their teenage years, he announced. He continued to share the natural remedies to heal acne, which I had already embraced, but all had failed. Throughout the discussions, I could not ignore the fact that I was the only student in the room with more than the typical two pimples on the cheek. I questioned whether the topic was directed at me and if everyone in the class was glaring at the blemishes covering my face. â€Å"Just a little soap and water twice a day and acne should heal within two weeks. There is certainly no need to introduce prescribed medications to clear acne,† my health teacher informed. He made it sound so easy. Throughout the discussion, I thought of the year and a half long process I had been going through to heal the acne. I felt the need to reveal the fact that acne is not that easy to heal. I nstead of making a scene in class, I hid my emotions until the next day. It was Friday, and I was hosting dinner for my friends, as we did each week, alternating from house to house. I shared the emotional disruption the acne had caused and my worries about going on Accutane with my closest friends. Oh you dont need to worry about going on Accutane, Lizzy. My mom did when she was in highschool, and she was fine, my friend Olivia explained. So did my dad, my friend Jenna claimed. Suddenly I felt relief, I did not have to hide my problems. Instead, I was able to talk about the difficulties I faced and my fear of going on Accutane. On the appointment day I was shaking when my mother and I walked into the dermatology office. The physician’s assistant immediately recommended Accutane. The following month I began the treatment, which came with a mandatory birth control prescription, Ipledge account, monthly blood work appointments and gallons of moisturizers and drinking water. Afterjust a few weeks on the medication a schoolmate approached me and said, Wow Lizzy, your skin is looking great! Once I recruited the strongest soldiers I know; my friends, family and physician’s assistant,I defeated the acne army.