The Iron Lady Essay Example for Free

The Iron Lady Essay The Iron Lady BY sptke25 The Iron Lady If you lead a nation like Britain, a solid nation, a nation which has taken a lead in world undertakings in great occasions and in awful, a nation that is consistently dependable, at that point you must have a dash of iron about you. Margaret Thatcher, the principal lady to lead a significant Western majority rules system, expressed these words. She filled in as Great Britains Prime Minister for over eleven years (1979-1990), and drove with an iron clench hand cutting down expansion in England, restoring the British economy, recovering the Falkland Islands, and never faltering against the Soviets vulnerable War. Conceived as Margaret Hilda Roberts on October 13, 1925, in Grantham, Lincolnshire, England, she was the most youthful little girl of Alfred and Beatrice Roberts. Her dad was a neighborhood representative who worked a supermarket where the Roberts family lived in a condo above. Thatcher was acquainted with governmental issues by her dad. He was dynamic in the town board and later became city hall leader. She was acknowledged at Oxford University where she contemplated science, in spite of the fact that it came in just short of the leader to her affection for legislative issues. Hence, she turned out to be politically dynamic nearby. She was chosen leader of the understudy Conservative Association at Oxford which ave approach to numerous political associations for her future. She ran as the Conservative possibility for the Labor seat of Dartford at the General Elections of 1950 and 1951. Despite the fact that she lost the multiple times, she won acclaim for being the most youthful lady applicant in the nation, since during the races; she was distinctly in her mid-Losing never stopped Thatcher. She proceeded with her association with twenties. the Conservative Party in Kent where she met her future spouse, Denis Thatcher. They were hitched in 1951. He, being a well off agent, subsidized her examinations for the bar, and she turned into an advodate in 1953. It was that equivalent year she and her significant other energetically invited their twins, Mark and Carol into their family. Despite the fact that another mother, Margaret Thatcher didn't hinder her political frenzy. She kept concentration lastly in 1959 she easily took the political race and asserted her seat in the House of Commons. She was everything from Secretary at the Ministry of Pensions and National Insurance to Secretary of State for Education and Science. She increased numerous supporters, just as powering numerous dissenters; particularly when she felt compelled to make cuts in the Educational spending plan and hurled out free milk in the schools. This activity picked up her the epithet, Maggie Thatcher, milk snatcher. Her fame and strength as a pioneer bounced back pleasantly, and she turned into the Conservative Leader. On January nineteenth, 1976 Thatcher delivered a discourse in Kensington Town Hall. During this discourse, she strikingly assaulted the Soviet Union. Her most celebrated lines were: The Russians are twisted on world predominance, and they are quickly gaining the way to turn into the most impressive magnificent country the world has seen. The men in the Soviet Politburo don't need to stress over the recurring pattern of general supposition. They put weapons before margarine, while we put Just about verything before firearms. Service paper, Red Star. Despite the fact that others may have been annoyed by this, Thatcher invested wholeheartedly in picking up that notoriety from an administration she held next to zero reverence for. Throughout the winter of 78/79 a pestilence of strikes broke out across Britain. The worker's organization was requesting pay increments. The legislature set up at that point, the Labors, appeared to lose the certainty of the general population, so at the General Election of May 1979, the Conservative party won. Margaret Thatcher was currently the Prime Minister of the United Kingdom. The principal term of Thatchers Ministry was loaded up with financial entanglements. She and her administration put many long haul objectives into impact, which gradually end up being effective. The economy was at long last on the ascent. Much political help was offered to her on account of this achievement, and re-appointment looked suitable, yet that destiny would be fixed by another occasion: The Falkland Islands. Argentina and Great Britain had been for a considerable length of time at chances with one another over the islands. The English had held onto the Islands and stayed in charge of them since 1833. However on April 2, 1982 the Argentine soldiers attacked the island. They rapidly had the option to defeat the British marines positioned there. Margaret Thatcher working with the U. S. dministration trusted that an increasingly discretionary methods would be conceivable while endeavoring to recover the islands, yet when this methodology fizzled, she rapidly and without a doubt requested military activity. In doing as such, Britain recaptured the Falkland Islands by June of 1982. The electorate was very intrigued and she quickly won the 1983 political race. Mrs. Thatche r was a resolute enemy of socialist and a supporter of NATOs choice to convey U. S. Pershing and journey rockets in Western Europe during the Cold War. She additionally stood firm against hostile to atomic demonstrators at Greenam Common. The demonstrators were determined to garnish the conveyance of the 160 rockets to be set there. She likewise set the establishment for and conveyed a modernized British Fleet comprising of Trident II atomic submarines. She made her position very clear as she remained with Ronald Reagan announcing that the Soviet Union was a detestable foe who merited No trade off, in any case, didn't mean no conversation; Thatcher bargain. was not hesitant to talk about the huge atomic issue or the misfortunes of socialism with the recently chosen Soviet pioneer, Mikhail Gorbachev. She saw him as very liberal. He was eager to discuss, contend his point, yet tune in to the ther side. In a meeting with CBS newsman Tom Fenton, she expressed that he was the primary individual to have stated: Look, every one of our expectations of socialism are not being figured it out. It isn't delivering the way of life, it isn't creating the standard of innovation, it isn't creating the standard of social administrations. This all out focal control won't do, it won't do it, we must have increasingly singular individual inclusion. She felt that Gorbachev knew an expansion of opportunity was unavoidable for improving his nation. Thatcher found that she enjoyed the man and was cited as saying that she felt they could work together.

Advantages And Disadvantages Of Paging And Segmentation Computer Science Essay

Preferences And Disadvantages Of Paging And Segmentation Computer Science Essay To utilize the processor and the I/O offices effectively, it is alluring to keep up numerous procedures, as could be expected under the circumstances, in principle memory. What's more, it is attractive to liberate software engineers from size limitations in program improvement than to confine them with little sizes (that occurred in the more established PCs). The limitation to a predefined size diverts the developers exertion from the utilization of better programming procedures to a consistently exertion to make fit in that size an answer, not really the ideal one. The best approach to address both of these worries is virtual memory (VM). Virtual memory frameworks are a reflection of the essential memory in a von Neumann PC. Indeed, even in a period of diminishing physical memory costs, contemporary PCs dedicate impressive assets to supporting virtual location spaces that are a lot bigger than the physical memory dispensed to a procedure. Contemporary programming depends intensely o n virtual memory to help applications, for example, picture the board with tremendous memory necessities. (Sami Hamed ,2007) . 1.1 Implementing Virtual Memory To essential ways to deal with giving virtual memory are: paging and division. Paging. With paging, each procedure is separated into generally little, fixed-size pages. Paging frameworks move fixed-sized squares of data among essential and auxiliary recollections. On account of the fixed pages size and page outline size, the interpretation from a paired virtual location to a comparing physical location is moderately straightforward, gave the framework has a productive table query instrument. Paging frameworks utilize acquainted recollections to execute page interpretation tables. Paging utilizes single-segment addresses, similar to those used to address cell inside a specific portion. In paging, the virtual location space is a straight succession of virtual location (a configuration that contrasts from the progressive division address space. In a paging framework, the software engineer has no particular component for educating the virtual memory framework about coherent units of the virtual location space, as is done in division. Rather, the virtual memory dire ctor is totally liable for characterizing the fixed-size unit of move the page to be moved to and fro between the essential and auxiliary recollections. The developer need not know about the units of virtual location space stacked into or emptied from the physical memory. Actually, the page size is straightforward to the procedure. ( Philip ,1998) . Division. Division accommodates the utilization of bits of changing size. It is likewise conceivable join division and paging in a solitary memory-the board plot. Division is an option in contrast to paging. It contrasts from paging in that the unit move among essential and auxiliary recollections shifts. The size of the portions, are likewise expressly known by the software engineer. Deciphering a portion virtual location to a physical. Division is an augmentation of the thoughts proposed by the utilization of movement limit registers for moving and bound checking squares of memory. The program parts to be stacked or emptied are characterized by the software engineer as factor measured fragments. Fragment might be characterized expressly by language orders it verifiable by program semantics as the: content, information and stack portions made by the UNIX C compiler. Address is increasingly unpredictable that interpreting a paging virtual location. (Michael , 2008) . 1.2 Process Management Procedure the executives alludes to the full range of as administrations to help the methodical organization of an assortment of procedures. The processor supervisor is answerable for making nature in which the successive procedure executes, including actualizing asset the executives. The people group of procedures that exists in the as at some random time is gotten from the underlying procedure that is made when the PC starts activity. The underlying procedure boots up the as , which, thus, can make different procedures to support intelligent clients, printers, arrange associations, etc. A program picture is made from a lot of source modules and recently accumulated library modules in migrate capable structure. The connection editorial manager consolidates the different migrate capable item modules to make a flat out program in auxiliary memory. The loader puts the total program into the essential memory when a procedure executes the program. The program picture, alongside different substances that the procedure can reference, establishes the procedure address space. The location space can be put away in various pieces of the machines memory pecking order during execution. 1.3 thinks about their points of interest and disservices of Paging and Division Focal points of Paging and Segmentation Impediments of Paging and Segmentation Paging No outer fracture Fragments can develop with no reshuffling Can run process when a few pages are traded to circle Builds adaptability of sharing Division Supports inadequate location spaces Diminishes size of page tables On the off chance that section not utilized, not requirement for page table Builds adaptability of sharing of Both Builds adaptability of sharing Offer either single page or whole fragment Overhead of getting to memory à ¢Ã¢â€š ¬Ã¢ ¢ Page tables live in primary memory à ¢Ã¢â€š ¬Ã¢ ¢ Overhead reference for each genuine memory reference Enormous page tables à ¢Ã¢â€š ¬Ã¢ ¢ Must distribute page tables adjacently à ¢Ã¢â€š ¬Ã¢ ¢ More risky with more location bits Page table size Expect 2 bits for section, 18 bits for page number, 12 bits for counterbalance 2.0 Mapping Function Calculation to hinder the memory card side reserve lines. Technique Which nation is important to characterize a reserve square occupied. Three strategies utilized: immediate, acquainted and affiliated. Acquainted Mapping In acquainted mapping, when a solicitation is made for money, the mentioned address is contrasted in a similar catalog and all sections in the index. On the off chance that the mentioned address is discovered (registry hit), the suitable spot in the reserve is brought and come back to the processor, in any case, a miss occurs.(figure 1) . Affiliated Mapping Cache Figure (1), (Philip ,1998) Affiliated Mapping Summary Address length = (s+w) bits Number of addressable units = 2^(s+w) words or bytes Square Size = line size = 2^w words or bytes Number of squares in principle memory = 2^(s+w)/2^w = 2^s Number of lines in store = dubious Size of tag = s bits Affiliated Mapping Pros and Cons Adaptability regarding which square to supplant when another square is added something extra to reserve Substitution calculations intended to augment store hit proportion Complex hardware required to analyze the labels of all store lines in equal direct mapping In an immediate mapping store Lower Row address bits are utilized to get to the index. A few location line card in a similar spot in the reserve index, upper location bits (label bits) ought to be contrasted with address with guarantee a hit. In the event that the correlation isn't substantial, the outcome is a reserve miss, or basically a miss. The location given to the reserve by the processor really is partitioned into a few pieces, every one of which has an alternate job in getting to information (figure 2) . Direct Mapping Cache Figure (2), (Philip ,1998) set acquainted Mapping Works in a manner to some degree like the direct-mapped store. Bits from the line address are utilized to address a reserve registry. In any case, presently there are various decisions: two, four, or more complete line locations might be available in the catalog. Every one of these line delivers relates to an area in a sub-reserve. The assortment of these sub-stores shapes the absolute reserve cluster. In a set cooperative reserve, as in the direct-mapped store, these sub-exhibits can be gotten to all the while, along with the store registry. On the off chance that any of the sections in the store registry coordinate the reference address, and there is a hit, the specific sub-reserve exhibit is chosen and out gated back to the processor (figure 3 ) (William , 2000) Set Associative Mapping Cache Figure (3) ,(Philip ,1998) 2.4 Replacement Algorithms Direct Mapping No decision Each square just maps to one line Must supplant that line Cooperative and Set Associative. Must be actualized in equipment for speed. Best Least Recently Used (LRU) Supplant the square in the set that has been in reserve the longest without any references to it . 2-way set cooperative each line incorporates a USE bit . First-in-first-out (FIFO) Supplant the square in the set that has been in the reserve the longest. Utilizations a cooperative effort or roundabout cushion procedure . Least Frequently Used (LFU) . Supplant the square in the set that has encountered the least references. Partner a counter with each line Pick a line aimlessly not based use . Just marginally sub-par in execution to calculations dependent on use . 3.0What is RAID The essential thought of RAID (Redundant Array of Independent Disks) is to consolidate various modest plates in a variety of circle drives to get execution, limit and dependability that surpasses that of a huge circle. The variety of drives appears to the host PC as one intelligent drive. The Mean Time Between Failure (MTBF) of the exhibit is equivalent to the MTBF of an individual drive, isolated by the quantity of drives in the cluster. Along these lines, the MTBF of a non-excess exhibit (RAID 0) is unreasonably low for strategic frameworks. Nonetheless, plate exhibits can be made deficiency lenient by repetitively putting away data in different manners. Five kinds of exhibit designs, RAID 1 to RAID 5 were initially decided each furnishes circle adaptation to internal failure with various trade offs in highlights and execution. Notwithstanding these five excess cluster designs, it has gotten well known to allude to a non-repetitive exhibit of plate drives as a RAID 0 cluster. Attack 0 is the quickest and most proficient exhibit type yet offers no adaptation to non-critical failure. Attack 0 requires at least two drives. (William , 2000). 3.1 Performance and Data Redundancy Expanding Logical Drive Performance Without a

A Meaningful Birthday Gift

A Meaningful Birthday Gift My 37th birthday is this Tuesday, October 23, 2018. Instead of buying me a cheap plastic thing from a megacorporation, would you be willing to get me a meaningful gift? The Minimalists hometown, Dayton, Ohio, has one of the largest food deserts in the United States, and Dayton is Americas second hungriest city, which means thousands of families dont have access to what you and I take for granted every day: healthy food. Together, we can fix this problem. The Minimalists are partnering with Gem City Market to help build a grocery co-op in Daytons westside. Joshua I are donating $25,000 of our own personal money, and we need your help to raise the remaining funds to get us to $100,000. Want to help? Please visit the donation page. Id be grateful if youd donate $37 for my birthday. If you have a little extra cash to spare, $90 will provide a needy family with a lifetime membership to the food co-op. Or, if you have only $2, $5, or $20, everything counts! Thank you in advance for your gift. Its better than any necktie Ive ever received! Subscribe to The Minimalists via email.

Project management as organisational strategy - Free Essay Example

Sample details Pages: 7 Words: 2208 Downloads: 10 Date added: 2017/06/26 Category Management Essay Type Narrative essay Did you like this example? Todays world is one in which globalization has embraced almost all areas of activity. There are no industry that is not affected and strategy that does not include this important component. The role of this paper is to discuss the allegation that Projectification of the organisational world has resulted in apparent agreement that projects and project management are an efficient means of implementing organisational strategy.(Haniff Fernie 2009). Don’t waste time! Our writers will create an original "Project management as organisational strategy" essay for you Create order I will analyze this statement in terms of professional experience and by the literature exploring the content, limitations and opportunities that arise in organizational practice. In todays world project management has become a tool used in almost all organizations, whether its construction, media or fashion. But how can it be integrated into the business strategy of the organization is a question that will offer many answers. Strategic Project Management (SPM) has been defined by Callahan Brooks (2004) as the use of the appropriate project management knowledge, skills, tools and techniques in the context of the companies goals and objectives so that the project deliverables will contribute to company value in a way that can be measured (Callahan Brooks, 2004, p. 23). They further describe SPM as a process that takes into account a companys way of doing business, allowing for the possibility of a significant payoff with fewer risks (Callahan Brooks, p. 30). The above definit ions are good, but they do not convey the most important aspect of SPM, which is the fact that senior leadership needs to be involved in selecting, defining and prioritizing which projects are undertaken within the organization. Consequently, the concept of project management has become so widespread that commentators have began to speak of the projectification of society (Lundin and Soderholm, 1998, Midler, 1995). Most mainstream management text tend to refer to definitions provided by PMI (2004), who define a project as a temporary endeavour, undertaken to create a unique product or result. Within this classic description the role of the project is that of a production function, wherenprojects are characterised as a set of planning and control techniques aimed at delivering project objectives time, cost quality and scope.HANIFF Defining organizational strategy plays an important role since it defines the rules under which it will develop in the future as well as how it envi sages achieving these objectives. Judging from this statement but we question the role of project manager and project management in establishing such rules. Researchers appear to agree that projects are an efficient means of implementing strategy (Cicmil and Hodgson, 2006, Gareis, 1991, Cleland and Ireland, 2006, Roberts and Gardiner, 1998, Turner and Keegan, 1999). By employing a project management approach to delivering the broad organisational strategies, businesses are able to partially eradicate the traditional bureaucratic, mechanistic structures HANIFF. Another perspective in literature assumes that the project management approach enables organisational strategy to be implemented efficiently and effectively, thus shorting the time from strategy formulation to strategy implementation (Hauc and Kovac, 2000, Gareis, 1989, Partington, 1996). If we are to relate to the claim that project management is done through your organizations, then the latter would leave the foundatio n from which we achieve the objectives. But there are many issues involved here that does not find a solution yet. One of the most important is the project managers ability to influence the strategy for the achievement of project objectives. One could say that the barriers placed in the way of project manager are just getting started. Central to this perspective is the concept of strategic alignment.HANIFF This concept ensures that projects accurately reflect the organisations longterm investment and aspirations articulated in their organisational strategies. HANIFF However, viewing the project in terms of tools,techniques and outputs makes basic assumptions about the nature of projects and arguably diminishes the complex role of the project manager (Lundin and Soderholm, 1995). Its naive to say that the project managers role is simply to manage the project that has in coordination. Viewed more broadly, its role can be transformed into an initiator or coauthor of strategy w hich is in continuous transformation. Project`s strategy cannot operate independently of the organizations strategy. Strategic functions of the two elements work simultaneously and tend to complete. The level at which project objectives reach organisation`s strategy depends very much on the nature of the project. Projects are typically viewed as a vehicle for change within an organisation where project objectives are determined by a single parent organisation.HANIFF In considering the complexities of project management, it is perhaps more appropriate to view a project as an organisation rather than a tool.HANIFF Considering this dealing with the conflict of interest between the various stakeholders become very important; realising the role of the project manager and the implementation of information, communication and monitoring systems (Turner and Muller, 2003). The exploration of attempts to strategically align the formulation of organisational strategies with the impl ementation through projects and project management is significantly problematic.HANIFF The shortcomings described above have led to a strict focus on the execution of projects, which has created tactical tunnel vision within organizations. This tunnel vision has led many organizations to implement formal project management processes to create a tactical mindset at a time when the strategic use of resources is vital to these organizations. This tactical thinking is exactly what is needed for ensuring that things get done within a project, but strategic thinking is also needed to ensure the optimal use of time, resources and money to ensure that each project undertaken is aligned with the business strategy of the organization. Brown 2007 The objective of project and strategic management integration is to essentially increase the efficiency of the processes of strategy formulation to strategy implementation.HANIFF Diverse interests of shareholders and the difficulties of in ternal bureaucracy contributes to a very limited ability to influence. Of course, I cannot speak of a generalization to all organizations. Nevertheless, how can a project manager to influence the organizations strategy? Depending on the nature and organizational dynamics of each organization in part we can speak at most about a limited impact on the strategic process. Analysing for example the work of Philip Morris, a company in which I worked, I can say that the strategic process is rarely reported to the multitude of existing projects at a time. Of course, the project manager involvement could be much higher, especially in strategic alignment with organizational goals but this was not considered a priority. It was later found that the dynamics of change within the organization is most effective if implemented based on specific projects. The strategic objectives through the effective implementation of projects? I would say that from my professional experience and analyzing the l iterature it could beListen Read phonetically It is naive to assume that any predetermined project plans can be simplistically implemented HANIFF. It must fulfill several conditions, but especially at the higher level of organization. Conversely, project management ensures high level of efficiency in implementation of set objectives in general (Hauc and Kovac, 2000). However, Anderson and Merna (2003) postulate that the cause of project failure often originates in poor management at the front-end during strategy formulation, rather than downstream execution. Maylor (2001) goes further to suggest that more than 80 per cent of all problems at the project level are caused by failures at the board level in firms to provide clear policies and priorities. This is regardless of Archibalds (1988) assertion that if senior managers want to manage their organizations strategically, they must provide effective project management practices linked with strategic management practices. Uncertainties arise from the moment of confrontation between project and strategy. The project aims to develop as a separate entity with specific rules and methods of implementation. It also develops a certain strategy of the project in detail that not always coincides with the organizations strategy. In this point, the ability of a good relationship between project manager and senior management is vital. Coordination capacity is not necessarily only within a small universe of project but especially in the larger organization where this important issue gets such an overwhelming importance. The fact that SPM is often overlooked can be seen in research performed by Stanleigh (2006) and report in the article titled From Crisis to Control: New Standards for Project Management. Stanleigh reports that a fraction of projects undertaken by organizations (roughly 2.5 percent) are 100% successful (Stanleigh, 2006, p. 1). Stanleigh discusses the need for organizations to ensure that only th ose projects that are aligned with the corporate strategic vision be undertaken. Stanleighs strategies described above seem to be common sense, but most organizations have not taken the time to take the high-level view of their projects to ensure that the resources that are being consumed (i.e., time, money, people, etc) are creating value and/or returns to the organizationBROWN. Irrespective of the call from numerous scholars for a deeper understanding into the nature of enquiry, current literature on aligning projects with organisational strategy is not yet comprehensive.HANIFF A number of scholars focus on the upstream activities of selecting projects for the project portfolio as the critical part of the alignment process (Archer and Ghasemzadeh, 1999, Cooper et al., 2000, Aalto, 2000). Within this stream, strategic alignment relates to the need to select projects for implementation that align with the organisations strategic objectives whilst remaining sensitive to avai lable resources (Archer and Ghasemzadeh, 1999). Other researchers have focused their attention further downstream by proposing that the provision of a managerial framework for grouping projects in the form of programmes. This provides a means to bridge the gap between project delivery and organisational strategy (Maylor et al., 2006, Partington et al., 2005, Thiry, 2002) and requires the deployment of a Programme Manager. More recently the concept of project strategy has been presented in the literature (Morris and Jamieson, 2005, Shenhar, 2004, Srivannaboon and Milosevic, 2006, Morris and Jamieson, 2004, Artto et al., 2008). Despite, the lack of clarity of the concept, if we accept the argument that all organisations have a strategy (Porter, 1979) the notion of a project having a single unified strategy that satisfies all the organisations involved is problematic. Shenhar (2004) suggests that a project strategy is the specific unique approach the project takes to achieve the org anizational strategy and is therefore the missing link between the business strategy and the project plans. HANIFF propose that development of a project strategy is the direction given to the project manager by senior management. Brown said that Aligning projects with corporate strategy is not an easy topic to grasp for some organizations, but it is necessary to ensure that all projects are aligned with the organizations goals and objectives. To accomplish this task, an organization must review the project and assess what it is that they want to accomplish. In addition, the business value of the project must be completely understood and defined. When paired with the PMBOK project management phases, the strategic alignment of projects would assist in defining the project outcome and success factors for the initiation phase. This process of aligning projects with corporate strategy helps to address the issue raised by Morris (2003) when he writes that project management must be about delivering business benefit through projects and this necessarily involves managing the project definition as well as downstream implementation (Morris, 2003, pp. 2-3) In considering such complexity, it is difficult to assert how true strategic alignment from the corporate level to the project management level will be achieved.HANIFF Literature suggests that strategy be set at the at the corporate level and then filtered down to the project level (Archer and Ghasemzadeh, 1999, Morris and Jamieson, 2005). Delivery of projects as part of corporate strategy today tends to become an item for discussion. Trying to projectification every aspect of organizational life but without analyzing the implications of such testing may be dangerous for the life of the organization itself. Many of the worlds project management societies have recognized the need to educate organizations about SPM and its benefits according to Naughton Green. They write: Recently, a number of the worlds leading project management organizations have taken major initiatives to enlighten executive management about the strategic importance and benefits of project management. The focus is to move from individual project management to organizational project management, which these organizations maintain is a strategic advantage in a competitive economy (Naughton Green, 2006, p. 1). Analizand toate aceste aspecte se desprinde concluzia ca projects and project management are an efficient means of implementing organisational strategy.(Haniff Fernie 2009) este un proces complex care trebuie adaptat in functie de natura organizatiei. Folosirea project managementului in sensul implementarii strategiei organizatiei este inca la inceput si necesita timp si metode de abordare. Stabilirea criteriilor in alinierea proiectelor la strategia organizatiei este un process in expansiune asa cum am aratat in cadrul acestei analize. Probabil anii care vor urma ne vor arata noi modalitati de implicare a project managementului in atingerea obiectivelor strategice ale organizatiei. . . Conclusion The purpose of this paper has been to provide an overview of Strategic Project Management (SPM). The use of SPM and Project Portfolio Management (PPM) can provide a great deal of advantage to an organization to allow them to identify and select those projects that provide the greatest level of value to the organization. There are considerable advantages for an organization to undertake a rethinking and/or retooling of the project management function to include SPM methodologies and practices in the selection of projects that are undertaken.

Revolution of Music Essay - 1577 Words

Music has continued to change throughout each decade, but the 1960s was the most influential decade in the history of music. Starting in the early 1950s, rock music was first introduced. Major record labels issued recordings of white singers performing renditions of songs previously released by African American singers (Rock and Roll). These renditions often altered the original lyrics to make them more appropriate. The most prominent star of the 1950s was Elvis Presley, the â€Å"King of rock n’ roll†. With the new addition of the â€Å"Baby boom† generation, a huge population increased following World War II, creating a new segment of youth searching for new entertainment (Rock and Roll). Music of the 1960s was the new entertainment for the baby†¦show more content†¦It is said that chief among the creators of this powerful music were Joan Baez and Bob Dylan (Holland 107). Joan Baez was a prolific singer, songwriter, political activist, and known as th e Queen of Folk music (Joan Baez). Bob Dylan created plenty of politically based songs that directly criticized specific areas of politics like congressmen and senators. Dylan also warned people about joining the military- industrial establishment in Only a Pawn in Their Game (Holland 107-108). Lastly there was the genre Motown which hit its peak of popularity in the 1960s. It brought a new rhythm called the â€Å"back beat† that was easy to dance to. Berry Gordy Jr. started the Motown Company in 1962 and launched the careers of such artists as Smokey Robinson and the Miracles, Little Stevie Wonder, The Jackson Five, and Diana Ross and the Supremes (Holland 109). The racial diversity of mainstream music in the 1960s was widely spread, which is why this was such a significant decade for music. There was a so called â€Å"British invasion† that took place roughly between 1964 and 1966. British bands including the Rolling Stones, the Yardbirds, the Kinks, the Animals, Man fred Mann, and the Beatles invaded on to American Soil bringing rock music with a British twist (British Invasion). The music of the British invasion rock groups reflected the growth of their greatest fans, the baby boom generation (Holland 106). The Beatles brought what British music criticsShow MoreRelatedMusic s Impact On The Music Revolution1729 Words   |  7 PagesMusical revolutions can be defined by three key aspects which are: the venues music was made in, the way the audience listened to the music, and the way the music was disseminated. These are unique in that there is no clear separation between them and at times some of the changes that have been made can impact all three at the same time. The age in which we live in is experiencing all of these aspects to one degree or another. 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The demand would be a more convent way of listing to your favorite artist and the supply would be for different companies to stream the music to the consumer to keeping it current, this was the birth of Napster (napster2004). The recorded music business has always led the way for creative industries in the digital world. That leadership continues today as the music industry’sRead More Black Nationalism And The Revolution In Music Essay1045 Words   |  5 Pagessociety in terms of their courage, beliefs and faith to accomplish what they have done in the fields of politics and music. They have been affective in the field of politics by having leaders such as Dr. Martin Luther king Jr., Malcolm x and Nelson Mandela lead them to a civil right society where everyone was treated equally. And they have also been part of the revolution of music in terms of how many categories they have invented and taken over. 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Epidemiology And Control Of Hiv / Aids - 1849 Words

Epidemiology and Control of HIV/AID in Nigeria Ifedolapo Aderibigbe Abstract Human Immunodeficiency Virus (HIV) infection and AIDS (Acquired Immune Deficiency Syndrome) remains a major problem affecting all strata of life both in Nigeria and in other parts of the world. Nigeria which harbors a greater number of people living with HIV than some other country on the planet, next to South Africa and India. HIV/AIDS is the third driving reason for death in Nigeria. According to the World Health Organization (WHO) the first instance of HIV/AIDS was accounted for in 1986. A sentinel review directed by WHO information demonstrated that the HIV pervasiveness expanded from 1.2% in 1991 to 5.8% in 2001. After 2003 the pervasiveness declined to 4.4% in 2005 preceding somewhat expanding to 4.6% in 2008. Pattern examination of HIV pervasiveness from sentinel reconnaissance in Nigeria demonstrates that the plague has stopped and is hinting at balancing out at around 4% from 2005 to date. Another National HIV/AIDS and Reproductive Health Survey (NARHS) were led in 2012, with a national predominance of 3.4%. There was a slight decrease from the past appraisals of 2007, which was 3.6%. The general national predominance likewise veils a few subtleties and varieties in Nigeria s scourge at the sub-national (state) levels and among populace bunches. The 2012 NARHS HIV predominance was most elevated among those matured 35 to 39 (4.4%), and least among the 15-19-age bunch (2.9%). TheShow MoreRelatedThe Prevention Of Infectious Disease1596 Words   |  7 PagesEcology of Infectious Disease Final Exam HIV Public Health Campaign Purpose of the Guide to HIV Infection for Healthcare Professionals Presented on pages 1 through 3 is a mock guide that will be handed out to public health professionals for the purpose of identifying and treating those afflicted with HIV. 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Personal Development Plan of PAKnSAVE Company †MyAssignmenthelp.com

Question: Discuss about the Personal Development Plan of PAKnSAVE Company. Answer: Introduction Personal development is a very important aspect of any and every individual. However it must be noted that personal development is something that is very much essential this is because of the fact that people learn best only when the learning is done through self analysis. This can be related to the critical way of learning. It is the process by which each and every individual is able to find out their own mistakes and sketch out a plan accordingly keeping in mind the time frame within which they can work upon and improve themselves. This is very much relevant in case of a HRM manager as well (Shipton et al., 2017). This is because of the fact that the managers in the administrative department will naturally have to deal with and interact with a large number of people every single day. In order to do this, the managers in the administrative departments have to develop themselves first in each and every sphere. This can be best done by following a personal development plan. Finding and Analysis: HRM in leading change There is the utter need for bringing a change in the organization (Marchington, 2015). One of the most important changes that I would like to bring about in this company is setting up a customer care centre. In order to set up a customer care or a customer help center, there has to be some very important and working HR roles and HR strategies. The first and the foremost function that the Hr department must do in this case is the need analysis (Shipton et al., 2017). Needed analysis Need analysis is this case will mainly define the need for bringing about such a change within the organization. The need for this is to develop a more personal relationship with the customers. It is a very well known fact that in the present day scenario, the customers are looking for something much more than just the quality and the quantity of the products (Lussier Achua., 2015). They are always looking for something more. The customers are in need of some quick and easy services which can be best done by the setting up of the customer care or the customer helpline centers. This will be done so that then customers can easily have access to the PAKnSAVE Company throughout the day (Cottrel, 2015). They can easily talk about their queries and get them solved. The HR rules have also made it mandatory for two officials to stay online twenty-four seven so that they are easily reachable by the customers. There will be a helpline number developed that will be present with all the custome rs and it will be under the strict check of the HR manager to ensure that all the customer problems are being solved by the customer care executives (Cottrell ,2015). Recruitment criteria According to the HR rules, employees that will be selected for working in this newly set customer care centre will be having excellent communication skill. They must be proficient in one or more than one kind of languages depending upon the kind of customers and their linguistics (Marchington, 2015). This will ensure that the customers face no problem in conversing in the language of their choice. Apart from this the employees that will be finally recruited to work here will have to have a very polite and calm personality (Cottrel, 2015). They must keep this in mind the purpose behind their recruitment. In other words, they must remember that they are being recruited to render help to the customers. Hence they must never behave rudely with them. Any complaints against them from the side of the customers will charge them with heavy compensation. Setting of the staff selection criteria The HR managers will make sure to clearly check the competency of the employees that will be applying for this post. They will be subjected to several series of interviews both verbal and non verbal. They will be asked several questions related to their experience related to customer handling. They will also be asked to sit in a demo session where they will have to answer to the calls of the customers and solve their queries (Lussier Achua., 2015). They will be assessed on the way they are behaving with the customers and also the kind of knowledge that they posses regarding the customer queries. Lastly, they will also be examined on the way they conduct their knowhow in order to provide the customers with their solution. Customer feedback will also be taken in order to know whether they are satisfied with the help that has been given to them. Personal Development Plan PAKnSAVE job description Reports To: Regional Manager, Corporate services Overall Summary To look after and manage all the corporate services and functions in the PAKnSAVE branch outlets. To supervise the overall work of all the outlets including store management and display, office health and safety requirements, managing the support team, looking after the databases and supervising the overall administrative support system. Key tasks and responsibilities Managerial/ Leadership Look after all the regular transactions. Meet the requirements of the internal and the external stakeholders. Set up proper surveys in order to have a clear idea of the customer needs and demands. The other function includes, motivating the employees at every step by awarding them as per performance, Conducting of regular meetings and taking feedbacks from all the respective departments. Financial Look after the daily monetary transactions, looking after the budget and the inventory. Administration To appoint responsible staffs as the departmental heads, in order to ensure that the work is carried on smoothly in each and every department. Conduct regular meetings in order to get the day to day updates. To set up special training sessions for the employees that would enable them to enrich their knowledge. Communication To ensure that there is a sound communication system existing both for the internal and the external stakeholders. To see that the communication remains a two way process by taking necessary feedbacks after communicating any important information or business decisions. To make the communication clear, precise and digitalized by including the modern scientific means like email, sms, and social media pages. General To be able to travel to and forth from the country whenever necessary, Must be proficient in IT skills, To be able to work in a team Must have the ability to finish work within the deadline. Person Specification Managerial Ability to manage a wide range of employees Ability to make use of the interpersonal skills Ability to conduct meetings Ability to develop a proper team spirit within all the employees Social Ability to properly deal with potential conflicts Commitment to the policies and the values of PAKnSAVE Ability to use own initiative in all the areas of work Understanding the concept of equality and providing equal opportunities to all at the work place Communication Must have a sound knowledge in all electronic communications Ability to develop effective communication among all team members Technical Must be proficient in the IT skills Must be proficient in the software handling and other computer languages Must be having negotiating skills Must have knowledge of health and safety legislation General Ability to travel whenever needed Manual handling Week 1-4 Week4-7 Week 7-10 Week 10-12 Skill Current proficiency Target proficiency Development opportunity Achievement (expected outcome) Communication skill Improvement needed in communication. Communicating confidently with all the stakeholders. Conduct several seminars and social gatherings and public meetings. Good, fluent and proper communication skill will be achieved. Reviewing and proof reading Improvement needed in proof reading and spotting errors. I want to achieve a proper competency in the proof reading Practicing and taking help from seniors. To become proficient at proof reading and reviewing. Problem solving and persuasive skill Improvement needed in persuasive skill. Want to gain accuracy in persuasive and problem solving skills. Personal interactions with stakeholders and solving their queries. Achieve proficiency in persuasive and problem solving skill Commercial skill Need improvement in field of practical knowledge. Want to gain practical knowledge Taking part in industrial management projects. Develop very good and well informed practical knowledge. Leadership skill Need to improve my level of confidence Want to become an able leader with proper leadership skills I will volunteer in leading many group projects. Become an able leader. Conclusion Thus, it can be concluded that The HR manager will have to play a major role in bringing about any significant change within the organization. The expected change at the PAKnSAVE Company is setting up of the customer care centre that is of utmost need in the present day scenario. Apart from proposing the change the HR managers will also have o formulate the necessary strategies, the rules and regulations that will be needed for the proper functioning and the working of the customer helpline center. References Aarons, G. A., Ehrhart, M. G., Farahnak, L. R., Hurlburt, M. S. (2015). Leadership and organizational change for implementation (LOCI): a randomized mixed method pilot study of a leadership and organization development intervention for evidence-based practice implementation.Implementation Science,10(1), 11. Cottrell, S. (2015).Skills for success: Personal development and employability. Palgrave Macmillan. Evans, S. (2016). HRM and front line managers: the influence of role stress.The International Journal of Human Resource Management, 1-21. Lussier, R. N., Achua, C. F. (2015).Leadership: Theory, application, skill development. Nelson Education. Marchington, M. (2015). Human resource management (HRM): Too busy looking up to see where it is going longer term?.Human Resource Management Review,25(2), 176-187. Shields, J., Brown, M., Kaine, S., Dolle-Samuel, C., North-Samardzic, A., McLean, P., ... Plimmer, G. (2015).Managing Employee Performance Reward: Concepts, Practices, Strategies. Cambridge University Press. Shipton, H., Sparrow, P., Budhwar, P., Brown, A. (2017). HRM and innovation: looking across levels.Human Resource Management Journal,27(

The Negative Effects of Video Games on Children

Introduction Video games are games in which people interact with electronic devices like computers and small handheld devices like mobile phones to create tactile and visual display. Tactile displays are important for blind people whereas visual display is understood by those who can see.Advertising We will write a custom essay sample on The Negative Effects of Video Games on Children specifically for you for only $16.05 $11/page Learn More With improvement in technology, video games are played in many countries over the world. The number of children playing video games increases from time to time. This is because the cost of electronic devices has been lowered making them affordable to many families. Many parents are also willing to buy these devices for their children (Rideout, Vandewater Wartella, 2003). Thesis Statement Recent studies have concentrated on the effects that video games have on children. Video games have positive and negative impacts o n individual children playing them and the society at large. The paper will discuss the negative impacts of playing video games on children and the society like poor performance in schools and diseases. Discussion Performance in schools Playing video games has negative impacts on a child’s education. Studies have shown that out of four children, playing video games interferes with academic performance of one child. Some children spend most of their time playing games to the extent of not sparing some time to do their homework. Others dedicate all their time to playing games so that they do not study. Because of failure to take their studies seriously, most of them perform poorly in their academic work. This affects their lives because without education, there are no good jobs for them. Studies have shown that poor performance in school is directly proportional to time spend in playing games. The more the time, the poorer the child’s performance in school will be (Block , 2008). Diseases Playing video games has negative effects on the health of young people. Some youths tend to spend most of their time sitting and playing games without engaging in physical activities like sports. In addition, youths tend to feed on junk foods like cakes that supply the body with much energy. Consumption of excess energy-giving foods and lack of exercises results to overweight. Obesity is a common disease among youths who spend most of their time playing games.Advertising Looking for essay on psychology? Let's see if we can help you! Get your first paper with 15% OFF Learn More Other healthy related problems include knuckle pads, seizures, muscle, postural, and skeletal disorders like carpal tunnel syndrome, nerve compression, and tendonitis (UK, House of Commons, Culture, Media and Sport Committee, 2008). According to Rushing, Sheehan and Davis (2006), knuckle pads are painful keratotic, circumscribed, and fibrous growths that develop on the joints of figures. Knuckle pads continue growing, become permanent, and they have no cure. Development of knuckle pads in children is associated with addiction to playing video games. An input device called game controller, which varies from one platform to another, manipulates video games. Some controllers may contain one or more joysticks and many buttons whereas others may have a joystick and a button. Chronic use of joystick may lead to development of knuckle pads and other figure-related diseases. Violent/ aggressive Behavior Recent studies have concentrated on the effects that video games have on children. Studies have shown that the likelihood of children who play violent video games to be violent is high. Most of the children cannot differentiate between the right and wrong, and they tend to copy what they see and put it into practice. With continued exposure to violent video games, many children become more aggressive (Rideout, Vandewater Wartella, 2003). In most of the games that children watch, violence is used as a method of solving problems. The result of this is many children accepting violence as an appropriate way of solving conflicts. For instance, some will be found to engage in fights when trying to solve minor differences with their friends instead of using a better conflict resolution approach. In some games where people winning in conflicts are recognized as heroes, children tend to see this as an achievement such that whenever in conflict with other children, they will use all means however exploitive and dangerous they are to win. There are incidents in which characters are rewarded for violence (Block, 2008).Advertising We will write a custom essay sample on The Negative Effects of Video Games on Children specifically for you for only $16.05 $11/page Learn More Inadequate Lessons Playing video games is confusing to young children since they cannot differentiate between fantasy and reality. Most of the young childr en tend to think that what they see in video games is a reality. Some videos like adult videos are not good for youths because the content is not fit for them. Children learn vices from videos in which women are sexually abused and displayed as helpless and weaker characters (Bryant, 2006). Socialization Bryant (2006) argues that playing video games affects children socialization. Children spend much of their time playing games such that they lack time to socialize with their peers and parents. The activity contributes to antisocial behaviors among the youths. For instance, children borrow behavior, and abusive languages from characters. Abusive words are common among children who play video games compared to those who do not. A study conducted by National Institute for Media and the Family based on Minneapolis showed that children become addicted with watching video such that they cannot do without them. Addiction to video games increases anxiety and depression in children. Moreove r, social phobia characterizes addicted children. Conclusion Children should be discouraged from playing video games because of the negative effects they have been found to have on children. Instead, out-door games should be preferred because engagement in physical activities helps in proper physical development of children. References Block, J. (2008). Issues for DSM – V: Internet addiction. Journal of clinical psychiatry, 67(5), 821-826.Advertising Looking for essay on psychology? Let's see if we can help you! Get your first paper with 15% OFF Learn More Bryant, J. (2006). Playing video games: motives, responses, and consequences. London: Routledge. Rideout, V., Vandewater, E. Wartella, E. (2003). Zero to six: Electronic media in the lives of infants, toddlers and preschoolers. Menlo Park (CA): Kaiser Family Foundation. Rushing, M., Sheehan, M. Davis, L. (2006). Video Game induced knuckle pad. Pediatric Dermatology, 23(5), 455-457. UK, House of Commons, Culture, Media and Sport Committee. (2008). HC paper 353-ii House of Commons culture, media and sport committee: harmful content on the internet and in video games, volume ii. London: The Stationery Office. This essay on The Negative Effects of Video Games on Children was written and submitted by user Justus Hays to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Managing in the Next Society essay

Managing in the Next Society essay Managing in the Next Society essay Managing in the Next Society essayWith the advancement of technological development, all the spheres of life have undergone huge changes, and most of terms have had to be re-defined. This especially involved such sensible field as knowledge, its understanding and its significance. [1]Traditionally, the definition of illiteracy means the ability to read, write, spell, listen, and speak. Nowadays, the number of people who cannot read and write is decreasing annually and [2]makes no more than 0,5% of population in most developed countries, whereas the number of people who share the symptoms of functional illiteracy, i.e. those who cannot keep up with modern technological development, is rapidly increasing. No matter now or in the future, â€Å"learning how to learn† stays the issue people ever need to face. Knowledge has always been infinite, hence never stop learning is the living duty of people that can motivate individuals’ potential and enable them to achieve their goa ls. But never was it as urgent as today, in a globalizing world with unprecedented speed of communication and technological exchange.Learning may occur as a part of education, personal development, schooling, or training. It may be goal-oriented and may be aided by internal motivation. Training and Development is one of the core areas in modern Human Resource Management, [3]aimed at maximizing organizational effectiveness, human potentials, individuals capabilities, and talents. In this essay will critically evaluate the evolving role of HRM in TD regarding the urgent need of personnel for developing flexible skills to learn, unlearn and relearn.Facing functional illiteracy of contemporaneityStarting with Alvin Toffler’s statement from his book â€Å"Future Shock†, we want to stress the idea that the progress in science, technology and education has already forced most modern people master their ability to read and write. [2]While 50 years ago there were nearly 44% of illiterate people, in 2000’s this figure narrowed down to less than 20% worldwide. The definition of illiteracy has also been expanded along with that, and in some versions now includes graduation from high school or even university, as well as constant access to acquiring new knowledge and lifelong education concept.In this regard, [4]Alvin Toffler says: The new education must teach the individual how to classify and reclassify information, how to evaluate its veracity, how to change categories when necessary, how to move from the concrete to the abstract and back, how to look at problems from a new direction - how to teach himself. Linking his words to the corporate reality, we see why the issue of training and development in HRM has received considerable critical attention. [5]Training and development exists to promote individual and organizational excellence by providing opportunities to develop workplace skills. That means it enables employees to constantly update their knowledge via skill development, keep up with the times, learn personal potential and the value of self-realization, away from workplace illiteracy.In this perspective, knowledge theories share a multidimensional approach on â€Å"how to learn†, where a single loop learning emphasis is on the status of cognitive, while the double-loop learning makes an emphasis on reflection from different occasions. Essentially, single loop learning is aimed at maintaining normal behavior, but is not contributing much to the improved results and changes in organizational beliefs and values, thus creating obstruction to organizational flexibility and ability to adapt to the environment. In its turn, [6]double-loop learning is necessary if practitioners and organizations are to make informed decisions in rapidly changing and often uncertain contexts (Argyris 1974; 1982; 1990). Thus, while single loop approach may be essential for learning as such, double loop learning will be crucial for unle arning and relearning.In support for the latter statement, Peter Drucker who is the leader in the development of management education argues that [7]we have to face a new era, as well as the vision forward, and we must forgot what we’ve known yesterday. For instance, facing new market realities, Sony known as a company specializing in the production of electronic products and home appliances business, suddenly turned to the production of electronic game play stations, and now uses it as the core of sphere of economic development. Having lost the competitive battle for the market of personal computers, with their rapid substitution with touchpad smart phones and tablet communicators, IBM switched its knowledge to developing software and consulting services. In both examples, the change of major activity helped companies to move form market losses to a new era of positive results. That means, when we are unlearning the old knowledge must also simultaneously relearn new knowledg e, we need innovation and recreation, jumping off the original thinking paradigm.Unlearn and relearn: Corporate training and development  Contemporary society presents multiple opportunities, sources and methods of learning. For instance, e-learning representing a new type of internet learning platform has become the best model for lifelong learning accessible globally. Today, those in search for new knowledge can attend universities and gain new professions virtually, from miles away from the server. Professional courses are accessed online, transmitted on expert portals and taught through Skype and Viber. Companies are also working hard to improve the interactive distance learning courses, and Corporate University is gaining high popularity. Organizational learning development provides employees with such specialized opportunities as training, coaching, and teambuilding. In its core, corporate training is aimed at implementing corporate goals through improving the ability of emp loyees to perform work-related activities. These capabilities include knowledge, skills and job performance, representing the infrastructure of work process in human resource development which [8]leads to the enhancement of the workplace, organizational and personal growth, acceleration of flexibility, higher transparency, and finally recognition of employees’ abilities and skills. Corporate training is effective not only for stimulating the staffs current potential, but also for providing more guarantees for enterprises future advance.Above all, [9]training is concerned with the meeting of two inputs to organizational effectiveness, people and technology. Since organization can use training to help new employees master the technology of their task and meet skills gaps, it changes uninformed employees into informed employees who perform their work with maximum effectiveness. However, this ideal now often faces the lack of HRM professional knowledge and its transmitters, which results in the failure of corporate training system, as well as the fact that employees in one organization are typically not same level as in the other. Having received different corporate culture in the past, employees demonstrate significant differences in overall capacity and qualities, different level of desire to participate in corporate training and different ability for learning. But developing their training programs, many enterprises are not well qualified to understand the equal opportunity and diversity management. Still, older workers, for example, always show the need for taking longer time in training and relearning, which the young graduates should not be offered.In this situation, modern managers should focus on the fact that diversity also means the variety of excellence, where each employee possesses one own respective advantages and achieves aspirations of one’s own value. The objective of company’s management is thus to unleash the individual pote ntial of employees, help them achieve self-satisfaction, stimulate their enthusiasm and loyalty to the work of the organization, and at the same time take measure of unifying employees’ thinking and behavior towards achieving common organizational goals. To make this, [10]different management styles may be adopted to value diversity, all employees and each of them in particular, thus enabling equality action to be linked to the accomplishment of business goals. For example, Citibank, which is the broadest banking network in the Asia-Pacific region, uses e-learning software platform in order to implement regular online courses for employees of different levels.Being designed to develop the quality of management and professional capacity, it also contributes to employees’ better adaptation to new technologies and product market changes. As a result, as Lengnick-Hall marks in his work on strategic HRM, [11]development can increase the value and contribution of key human à ¢â‚¬Å"assets† to corporate success; it also can reflect part of a wider human resource strategy to develop, motivate and retain highly talented managers. Indeed, HR development [12]shows to enhance participants confidence, challenges their assumptions, and forces them to rethink their own and their organizations traditional values and viewpoints. [13]Enhancing personal organization abilities and communication skills, contemporary managers move forward in their functional effectiveness, away from ‘functional illiteracy’ defined as inability to advance in learning, communication and management.Conclusion  In summary, human resource training and development is the foundation of modern human resource management theory, grounded by the urgent organizational need for guaranteeing sustainable development of human resources in the rapidly changing market conditions. Pushed by the high pace of technological advancements, contemporary organizations are expected to introdu ce continuous training and lifelong learning, aimed at filling the knowledge gaps at various stages of education. These processes should be guided by the principles of equality and diversity management, assuming that human potentials are individual and precious in their multidimensionality. At the same time, relearning opportunities should be offered by organizations on regular basis, share individual approach on both personal and divisional levels, as well as view relearning as a strategic corporate advantage. Being designed to develop the quality of management and professional capacity, organizational training also contributes to employees’ better adaptation to new technologies and product market changes, as well as generally increases the value and contribution of key human â€Å"assets† to corporate success

Challenges in Lobbying strategies Essay Example | Topics and Well Written Essays - 250 words

Challenges in Lobbying strategies - Essay Example Second, service providers usually provide e-mail senders with adequate space for data storage. As such, the sender can store the information for future reference. It is also relatively cheaper for reaching out a large number of people who may be important for successful implementation of the proposed policy. However, relying on e-mail as the main communication media also bears some risks. First, the target recipient might miss the chance to see the crucial information. This is because the message can go directly to the recipient’s spam box. Consequently, there will be permanent communication failure, which translates to policy implementation breakdown. Second, if the recipient does not have access to internet, there may be delayed response to the problem, which is very crucial for the wellbeing of the society. Lastly, emails can be hacked and viruses often impair message delivery process through file corruption. Consequently, it remains clear that email cannot replace face-to-face communication if the message is to be delivered precisely and win the hearts of policymakers. Unlike emails, face-to-face communication gives the message sender the chance to use non-verbal cues to express how grave the matter is (Bailey, Cerio, Stanley & Harp, 2007). Nonetheless, email communication st ill remains a cost effective and fast means of delivering important

Groups and Teams Essay Example | Topics and Well Written Essays - 1000 words - 1

Groups and Teams - Essay Example well as respective roles and leaders, there was no one who took into account the need to monitor the progress of performance of the project on a regular basis. This included ensuring that members were well informed in meetings and attend, as required. Due to the lack of consensus in assigning tasks, as well as respective roles and leaders, there was no one who took into account the need to monitor the progress of performance of the project on a regular basis. This included ensuring that members were well informed in meetings and attend, as required. According to Tuckmans five stages of group development, conflict occurs as the second stage after the orientation phase in ordinary groups. Compare the two groups in respect to the conflict process that took place in each using the Tuckmans as a framework. As noted by Borkman (1996), Team A’s conflict existed both at the beginning and at the end of the project. The conflict at the beginning of the project allegedly emerged as a result of the Too Nice Syndrome, especially when roles and responsibilities were not appropriately established. In addition, the presumption that All Talk would lead the members also caused eventual conflict when he eventually left the group and the rest of the members had to conceptualize another project in lieu of that which was suggested by All Talk. This is consistent with Tuckman’s stages of group development which asserted that â€Å"although conflicts may or may not surface as group issues, they do exist. Questions will arise about who is going to be responsible for what, what the rules are, what the reward system is, and what criteria for evaluation are. These reflect conflicts over leadership, structure, power, and authority† (5 Stages of Group Development, n.d., p. 1). Likewise, towards the end of the project it was pointed out that the inability of the three isolates to contribute to the project would eventually render them kicked-out. As such, some form of conflict in verbal

Company Law of Directors Duties

Company Law of Directors Duties Chapter 1: Directors’ Duties Formulating a system for holding directors accountable has never been easy. As Roach put it, directors’ duties must be gleaned from â€Å"a confusing and compendious mass of case law and the occasional statutory measure.†[1] Given the vast variations in the types of companies that exist, and the types of directors that exist, a universal approach has not always been easy to apply. Nevertheless, the law sometimes seeks to impose a single standard of conduct on all directors, regardless of the nature and characteristics of the company, and the level of involvement of the director. While recent statutes have started to distinguish between private and public companies, and may vary the duties of a director depending on which type of company is concerned, the vast majority of the case law on directors’ duties makes no such distinction and is of general application. There is therefore a complex body of statutory and case law which attempts to both define the duties tha t a director owes to the company, as well as the level of care that must be exercised when performing such duties.[2] As well as statute and case law, a number of standards and codes of practice have also been formulated which seek to define the nature of the duties owed by directors to companies. The first of these to be considered here is the Cadbury Committee, which was established in 1991 following a number of financial scandals that occurred during the previous decade. It was widely acknowledged that reform was needed in company law to allow shareholders and other stakeholders to hold directors more directly accountable for the consequences of their actions. The Cadbury Committee focused on financial control mechanisms to be used by the Board of Directors, and on auditing procedures, and published its report at the end of 1992.[3] The report focused mainly on larger listed companies and its main conclusion was that a Code of Best Practice should be drawn up and which the Boards of Directors of such companies would be obliged to follow. For smaller companies, it would not be obligatory to comply with the code, but if they chose not to, they would have to publish the reasons why they had chosen not to.[4] Adherence to the Code would be made a listing requirement, which would help ensure compliance among listed companies. The benefits of the Code would be to make corporate governance more open and transparent, would make the equities markets more efficient, would make boards more accountable and also more responsive to the needs of the company, and would allow shareholders to exercise greater control and scrutiny over boards. The report was an early supporter of the importance and need of non-executive directors[5] and recognised that executive and non-executive directors play very important complimentary roles. This area proved to be controversial as many saw the creation of two classes of directors as a threat to the traditional unitary nature of boards. However, the report found that non-executive directors could play a vital role in â€Å"reviewing† the performance of the executive directors, as well as taking measures to avoid and deal with â€Å"potential conflicts of interest†[6]. While the report emphasised the importance of financial auditing of companies, it did not go into detail on what should be disclosed in such audits, nor did it consider the controversial area of auditor liability. These were issues which would later become the subject of heated debate. The Report was also an important element in the growth of shareholder activism in the UK, and it concentrated on the steps that institutional shareholders could take to ensure compliance with the Code. In response to the issues raised in the Report, the Institutional Shareholders Committee[7] published its own paper, â€Å"The Responsibilities of Institutional Shareholders in the UK†[8] which dealt with many of the issues raised in the Cadbury report. The paper stated that â€Å"Because of the size of their shareholdings, institutional investors, as part proprietors of a company, are under a strong obligation to exercise their influence in a responsible manner.† This paper marked a new era in UK shareholder activism and promised to make shareholders more involved in making boards more accountable. The paper went so far as to recommend â€Å"regular, systematic contact at senior executive level to exchange views and information on strategy, performance, Board Membership and quality of management†[9]. Regarding the composition of boards, the paper recommended that institutional investors look carefully at â€Å"the concentration of decision-making power not formally constrained by checks and balances† and â€Å"the appointment of a core of non-executives of appropriate calibre, experience and independence.†[10] Therefore, this new investor oversight was taken for granted in the Cadbury report as another force that would improve the governance of large companies. The Cadbury Report has not been without criticism. Many feared that its recommendations, which put a strong influence on non-executive board members, would lead to the creation of a two-tiered board, a development that was seen as unnecessary and inefficient.[11] The voluntary nature of the Code has also been criticised. As a listing requirement, the Code also drew some criticism on the London Stock exchange which was given the task of enforcing and implementing the Code. Concerns led to the establishment of a follow up report prepared by the Hampel Committee, which re-examined the issues at stake, the criticisms which had been raised, and the conclusions reached in the Cadbury Report. The conclusions of the Hempel Committee were strongly supportive of the Cadbury Report and it was not long before the ‘Combined Code’ was drawn up, and implemented by the London Stock Exchange which listed companies were bound to implement, or give reasons for not doing so. The Combined Code now requires that boards implement a â€Å"sound system of internal control† which must consider all significant risks facing the company, the effect they might have on the company, and the costs and advantages of various means of dealing with such risks. The Code also deals with the terms and conditions on which directors are employed, including their pay packages incentive schemes, and termination payments. When speaking of the duty owed by directors to a company therefore, this includes the legal duties imposed on directors by the case law and statutes dealing with the subject, as well as the soft-law measures implemented in the Combined Code. Such duties may be owed to the company itself, or to shareholders or other stakeholders such as shareholders, employees, creditors, and the general public. That said, it must be remembered that in a legal sense, the duties owed by directors is to the company as a legal person, and not shareholders or other stakeholders. The case of Percival v Wright [1902] 2 Ch 421 established beyond a doubt that the duties of directors is to the company. This case concerned a transaction in which a number of directors purchased shares personally from shareholders at a price of  £2 10s. The directors knew that another purchaser wanted the shares and was willing to pay a substantially higher price. The shareholders sought to have the transaction set aside as a breach of duty to the company. Swinfen-Eady J found that the directors had breached no duty to the company, and that no such duty was owed to the shareholders qua shareholders.[12] The case of Scottish Co-operative Wholesale Society Ltd v Meyer [1959] AC 324 also illustrates the point. In that case, a parent company appointed some of its directors as directors of a subsidiary. These directors pro ceeded to act in the best interests of the parent, but Lord Denning pointed out the directors â€Å"probably thought that ‘as nominees’ of the [parent company] their first duty was to the [parent company]. In this they were wrong.† The duty of directors is always to the company they are acting for, regardless of the external relationships that the company, or they personally, may have with other persons. Currently there are proposals afoot to allow directors to act in the interests of a group of companies, as this is what happens in reality in many cases, especially where the shareholders and directors of the various companies are identical. Without shareholders seeking a profit from a company, it can be argued that a company is a meaningless concept, or a piece of paper without a purpose. The law therefore recognises that in most cases, the interests of the company, will be closely connected to the interests of the members of the company, the interest of both being to make a profit. However, as shown above, the interests of the members are not paramount, and difficulties will always arise in equating the interests of the company with the interests of the members due to the fact that in many situations, the members will have different opinions and conflicting interests which cannot all be met. Section 172 of the Companies Act 2006 also adopts the ‘enlightened’ approach which calls for the interests of the company to be interpreted widely and not only as the maximisation of profits at a cost to all other considerations. Employees are one group whose interests the directors must â€Å"have regard† to un der section 172. This is part of the general duty owed to the company and as such, must be enforced by the company, and not the employees. Many have criticised this provision as meaningless, as employees cannot enforce it, however, given that it is a requirement of the Companies Act, it must be expected that the majority of boards will consider the impact their decisions will have on employees, and such consideration will be minuted. While the provision may not prove capable of persuading callous directors to act other than in the interest of profit maximisation, it will certainly support the efforts of directors who do wish to improve conditions for employees. It also remains to be seen how this provision will be enforced by companies and it may transpire that a strong line of case law will develop which will persuade directors to give genuine consideration to the interests of employees. Another group whose interests must be considered under section 172 is creditors. In Lonrho v Shell Petroleum [1980] 1 WLR 627 Lord Diplock stated, at page 634, that the best interests of the company â€Å"are not exclusively those of its shareholders but may include those of its shareholders.† Since it is the members who appoint directors, it would be tempting for directors to seek to promote only their interests, however, as the court recognised, it is often the case that creditors have put significant money into a company and their interests must be taken into account. Lonrho concerned a company that was solvent at the relevant time. The position regarding an insolvent company arose in The Liquidator of the Property of West Mercia Safetywear Ltd v. Dodd and Another [1988] BCLC 250. In this case the Court of Appeal confirmed that when a company was insolvent, its interests include those of its creditors. In Winkworth v Edward Baron [1987] BCLC 193 Lord Templeman found that th e duty was owed directly to the creditors and in Brady v Brady [1989] 1 AC 755 Nourse LJ stated that where a company was insolvent, or its solvency was at risk, the interests of the company and its creditors were identical. According to Finch therefore, the creditors interests must always be taken into account to a limited extent, but as the company approaches insolvency, the interests of creditors must be given greater weight, until the interests of both groups coincide on insolvency.[13] The full extent of the â€Å"success of the company† as it is termed in section 172 of the 2006 Act includes a duty of directors to have regard to â€Å"(a) the likely consequences of any decision in the long term, (b) the interests of the company’s employees, (c) the need to foster the company’s business relationships with suppliers, customers and others, (d) the impact of the company’s operations on the community and the environment, (e) the desirability of the company maintaining a reputation for high standards of business conduct, and (f) the need to cat fairly as between members of the company.† It can be seen that there has been a steady broadening of the concept of the interests of the company to include more and more interests that a pure profit motive would fail to embrace. In March 2000, the DTI Company Law Review Committee stated that an â€Å"inclusive approach† should be adopted.[14] They pointed out that society’s interest in company law was that it promote â€Å"wealth generation and competitiveness for the benefit of all†, and that this can better be achieved if directors are forced to take into account â€Å"all the relationships on which the company depends.† The approach adopted in the Companies Act 2006 towards the creation of a statutory â€Å"general duty† owed by directors to the company is a progression of this concept with section 170(3) stating that â€Å"The general duties are based on certain common law rules and equitable principles as they apply in relation to directors†¦Ã¢â‚¬  At subsection (4) it states â⠂¬Å" The general duties shall be interpreted and applied in the same way as common law rules or equitable principles†. This is clearly maintaining the case law that has built up over the past centuries as the framework on which the new statutory general duties are based. It remains to be seen what effect the new statutory duties contained in section 172 of the 2006 Act will have on this case law. Therefore, in looking at the duties owed by directors, it is necessary to read both the statutory provisions and the pre-existing case law together. These both make a distinction between the ‘fiduciary’ duties that directors owe the company, and their duty to act with ‘reasonable care, skill and diligence.’ Under section 174 of the 2006 Act a director â€Å"must exercise reasonable care, skill and diligence.† The content of this duty has been long ago established by the courts and in The Marquis of Bute’s Case [1892] 2 Ch 100 the limits of the duty were clearly set out. That case concerned the Cardiff Savings Bank, which allowed by tradition the Marquis of Bute to inherit the presidency of the bank from his father. The Marquis in question became president at the age of six months, and in the following 38 years, he attended only one board meeting. He therefore had no awareness of the business or involvement in it, and the court found that he was not expected to be involved. When financial irregularities by the board were uncovered, the court found that the Marquis was not liable due to his remoteness from the business, despite his formal position on the board. However, it appears as if the courts quickly grew stricter and in Dovey v Cory [1901] AC 477 a director escaped lia bility for malpractice but only because he had relied on information given to him by the chairman and general manager of the company, and his decision to do so was reasonable and not negligent. The extension since the Marquis’ case therefore, was the application of a reasonableness test. The standard was further developed in Re City Equitable Fire Insurance [1925] Ch 407 in which three rules were established. These were that: a director must show the skill and diligence that could be expected from a person with his knowledge and experience; his duties are intermittent, and exercised only at board meetings where he participates in decision making; where reasonable, a director is free to delegate tasks and responsibilities to other employees. These rules were affirmed in Dorchester Finance Co. Ltd v Stebbing [1989] BCLC 498 which stated that they applied equally to executive and non-executive directors. One of the features of the standard set out in Re City Equitable Fire Insurance is the fact that the standard is not that of the professional man, but the reasonable man with the skill and experience that the director in question subjectively possesses. This subjective test is useful for most companies as the more complicated the operation and the more money that is at stake, the more qualified the director is likely to be and the higher the standard. The standard will fall short in cases such as the Marquis of Bute, but this is more to do with the fact that a woefully unsuitable candidate has been appointed to the board, such as a six month old baby. In all but such extreme cases therefore, the subjective case set out in Re City Equitable will be sufficient. The second rule only requires the director to attend meetings and make himself aware of the business of the company â€Å"whenever in the circumstances he is reasonably able to do so.† Again this approach gives the law fl exibility to allow for very different types of director, depending on the nature of the business. So for example, you could have an elderly family member sitting on the board because he knows the history of the business, and he will not be required to pay constant attention to the business, but simply offer his guidance when reasonably practicable. You could also have, as most companies do, full time salaried directors who are paid to spend all of their time and attention on the affairs of the company. As both types of director will be useful in various circumstances, the law allows for both, and requires each of them to be as aware of the dealings of the company as is reasonable in the circumstances. The third rule allows directors to delegate responsibility to others, and it might be feared that this will be used by directors to avoid responsibility. However, when taken together with the other rules of the test, it is apparent that a director cannot delegate all of his responsibilities and disallow all awareness of the dealings of the company. He will still be required to be reasonably aware of what is going on and only to delegate tasks which it is reasonable for him to do so, taking into account the nature of business and the circumstances of the case. However, there are many instances in which these three rules will not protect investors or other stakeholders, for example in the Marquis of Bute case, and there have been calls for some time for an objective standard to be introduced into the law. The DTI Company Law Review Committee, in the 2000 report mentioned above, pointed out that an objective standard has been adopted for the protection of creditors by section 214 of the Insolvency Act 1986[15] and in the case of Re D’Jan of London Ltd [1993] BCC 646 Hoffman LJ found that the objective standard set out in section 214 of the 1986 Act reflected the standard that all directors were bound to meet when upholding their general duty. Therefore, the objective standard first set out in the insolvency context became the general standard owed by directors in all cases, and section 174 of the 2006 Act affirms that both the objective and subjective standards apply. At section 174(2) the 2006 Act states that the standard required is that which may be met by a â€Å"reasonably diligent person with (a) the general knowledge, skill and experience that may reasonably be expected of a person carrying out the functions carried out by the director in relation to the company, and (b) the general knowledge, skill and experience that the director has.† Therefore, as a minimum, the director will be required to demonstrate the care and skill that a reasonable director of a company of that type and standard would be expected to demonstrate. This allows for some flexibility as this minimum standard can still vary depending on the business, so that the director of a small family business will have a lower standard than the director of a FTSE 100 company. At the same time, if a director is chosen because of his particular characteristics, which make him qualified above and beyond what one might expect, he will be held to this higher, subjective standard. This standard, which upholds an objective minimum standard, which may be increased if the director in question is unusually highly qualified, seeks to strike a balance between protecting the interests of the company, and allowing directors to feel relatively at ease with the personal liability they have taken on board. A different approach was adopted in the USA, where the Supreme Court of Delaware, in Smith v Van Gorkom [1985] 488 A.2d 858 found the ten directors of Trans Union Corporation liable in the sum of $23.5 million for agreeing to a takeover without first valuing the shares of the company. While this failure seems fundamental, the sale of the company’s shares was set to take place at a price significantly higher then the quoted price of the shares on the stock exchange, and the takeover would undoubtedly have benefited the company. The massive liability was imposed without any allegation of fraud or breach of fiduciary duty and resulted in a marked unwillingness of q ualified persons taking on the role of non-executive director, at least for a time. It also resulted in a number of states, including Delaware where the decision was made, enacting legislation which allowed companies to exclude or limit the liability of directors for negligent breach of their fiduciary duties. Such a situation has not occurred in English company law, and the standard adopted in section 174 is measured to avoid the need for such a development. The second main area of directors’ duties falls under the heading of fiduciary duties. At its most simple, this covers the requirement that directors act bona fides in respect of the company. The case law that developed however sets out a number of common instances in which directors are in danger of breaching this duty, and the 2006 Act has proceeded to specify these situations explicitly. While it is not set out as such, the duty to act bona fides can be seen as an overriding interest, which cannot be breached, even when authorised by the shareholders in general meeting. For example, in the case of (Re Attorney-General’s Reference (No. 2 of 1982) [1984] 2 ALR 447 the directors of the company were the only shareholders. They took money from the company and the interpretation given was that the directors had taken the money with the authorisation of the shareholders. Nevertheless, the court found that this was breach of the overriding duty to act bona fides. The case of R v Phillipou [1989] Crim LR 559 found the same overriding duty and these cases were upheld by the House of Lords in R v Gomez [1992] 3 WLR 1067. Therefore, it can be said that there is an overriding duty to act in good faith and even if a majority of the shareholders approve of the action, the directors may not breach it, and a minority of shareholders, or creditors, and possibly employees and other stakeholders, would be able to have the action set aside. However, it is also possible for directors to breach one of the explicit fiduciary duties, such as using powers for one purpose to achieve a different purpose, which are not dishonest or mala fide. In such cases, the court can find that the breach of the particular fiduciary duty does not place the directors in breach of their overriding duty of good faith, and a majority of the shareholders can vote to authorise such acts. Section 239 of the Companies Act 2006 allows shareholders to ratify breaches of a fiduciary duty, but subsection (7) states â€Å"This section does not affect any other enactment or rule of law imposing additional requirements for valid ratification or any rule of law as to acts that are incapable of being ratified by the company†. Therefore, the previous case law which was upheld by the House of Lords in Gomez still limits the ability to ratify. In fact, the specific fiduciary duties have been described as â€Å"disabilities† and in Movitex Ltd v Bu lfield and Others [1988] BCLC 104 it was upheld that companies could alter their Memorandum and Articles to amend the nature of any fiduciary duty owed by the directors to the company, subject always to the requirement that nothing purported to allow dishonesty. Movitex concerned the concept of self-dealing, which is ordinarily presumed to be a breach of duty. In this case, the company was able to remove this presumption, so that the director was able to engage in self-dealing, but subject to the requirement that he did in fact act in the best interests of the company. A simple example of this would be if a cheese producing company sought to appoint the owner of a supermarket as a director. Self dealing would disable the director from selling cheese to the supermarket he owned, as it would be self-dealing, and very easy for the director to breach his fiduciary duties to the cheese producing company. However, the company could authorise the director to sell to the supermarket concern ed, on condition that he did not abuse this ability and breach his duty of good faith. An ordinarily disallowed activity would be allowed, but would still be subject to the requirements of good faith. The explicit fiduciary duties of the director set out in the 2006 Act are: the duty to act within powers[16]; the duty to exercise independent judgment[17]; the duty to avoid conflicts of interest[18]; the duty to declare interests in proposed transactions or arrangements[19]; and the duty not to accept benefits from third parties[20]. Section 171 requires that the director â€Å"(a) act in accordance with the company’s constitution, and (b) only exercise powers for the purpose for which they are conferred.† This is an area where the courts have been quite willing to excuse directors if they have used a power for a collateral purpose and a majority of shareholders have been in favour of it. For example, in the cases of Punt v Symonds Co [1903] 2 Ch 506 and Piercy v S Mills Co [1920] 1 Ch 77, the court allowed the issue of shares by directors to prevent a hostile takeover and to dilute the influence of hostile shareholders, because the majority of shareholders approved. This was despite the fact that the power had been granted solely to allow the raising of capital. However, in Howard Smith Ltd v Ampol Petroleum Ltd [1974] AC 821 the Privy Council held that where there were two purposes for issuing shares, to raise capital and to prevent a takeover, the proper purpose of raising capital had to be the dominant purpose. In Re Looe Fish Ltd [1993] BCC 368 the directors were disqualified under section 8 of the Company Directors Disqualification Act 1986 for allotting shares for an improper purpose. Section 173 requires the directors to exercise independent judgment. This is a restatement of the common law duty on directors not to ‘fetter their discretion’. This has acted to reduce the risk of directors being in a conflict of interest situation be disabling them from entering agreements which might prevent them from acting in the best interests of the company in the future. In Fulham Football Clun and Others v Cabra Estates Plc [1994] 1 BCLC 363 the company was paid money in exchange for not opposing property development plans. As the planning process drew out, the question arose of whether the directors had fettered their discretion by agreeing never to oppose such plans. However, the Court of Appeal stated that where a â€Å"contract as a whole [was] bona fide for the benefit of the company† it was valid and the directors could bind themselves to do whatever was required to fulfil it. Section 175 prohibits directors from entering a position where his interests actually or potentially conflict with those of the company. If the constitution of the company permits, the directors can authorise a conflicting situation to be entered into, so long as the relevant director does not vote. Section 175 also requires the director to declare their interests in any contracts, and under section 170, this duty extends after the director has ceased to hold office. The declaration is made to the board. The potential complexity of such situations can be seen in Menier v Hooper’s Telegraph Works [1874] LR 9 Ch D 350 in which the James LJ held that a majority shareholder could not prejudice the interests of the company because of its own conflicting interests. Similarly, in Cook v Deeks [1916] 1 AC 554 the directors sought to conclude the final round of contracts in a large railway development programme in their own names. The court held this was clearly in breach of their duty . In Scottish Co-operative Wholesale Society Ltd v Meyer [1959] AC 324 the directors say on the boards of both a parent and subsidiary company, and as soon as it emerged that the interests of the two companies were conflicting, the directors could not longer remain in that position. As Lord Cranworth said in Aberdeen Railway Co v Blaikie Bros (1854) 1 Macq 461 (HL), â€Å"it is a rule of universal application that no one, having [fiduciary] duties to discharge, shall be allowed to enter into engagements in which he has or can have a personal interest conflicting or which possibly may conflict with the interests of those whom he is bound to protect.† One area that the courts have found difficulty with is when a director comes across a profitable opportunity as a result of his position as director. This situation arose in Regal (Hastings) Ltd v Gulliver [1942] 1 All ER 378 in which a cinema company sought to lease two other cinemas. A subsidiary was formed for the purpose, but the owners of the two cinemas would only agree to the lease if the authorised share capital was paid up. As the parent could not afford to do so, some directors personally purchased shares in the subsidiary. When it came time to sell the shares in the subsidiary, the company demanded that the directors account to the company for the profits they had made, and the House of Lords held that they were liable to do so. This was despite the fact that the company would have been unable to exploit the situation because of its own lack of funds. The same principle was applied in Industrial Developments v Cooley [1972] 1 WLR 443 in which a director learned information which would have been profitable to the company and kept it to himself. He then used the information to secure a position at a rival firm and left his present company. His present company could not have secured this position itself and so could not have benefited in the manner in which the director had. Nevertheless, the court f ound that the director had to account to the company for the profit he had made as a result of information gleaned in the course of his directorship. Gencor ACP Ltd v Dalby [2000] 2 BCLC 734 affirmed that it is no defence that the company would not have exploited the opportunity, although the shareholders can approve of the action and this would justify the director. As a result of the case law and the wording of the relevant provisions of the 2006 Act, it can be concluded that a director is disallowed from entering a position where one of his person