HOUSING SYSTEMS (urban planning) Essay Example | Topics and Well Written Essays - 1250 words - 4

HOUSING SYSTEMS (urban planning) - Essay Example Policy makers of United States and Dutch have commonality of looking forward for renewal and revitalization. These renewal and revitalization are not just physical improvements but it incorporates the socializing aspect as well. A certain portion of self-efficacy is also involved in this renewal process. The measures and means of Dutch and America to attain this goal can be different but the final outcome of both the nations is same. (Varady, David P. and Karien Dekker, 2011) The recommendations about policies, driven from this information cannot be described clearly. Perhaps, the policy makers of Dutch want to learn from United States’ better approach to management. This can lead to a dramatic improvement for the safety of the sites of HOMES VI. A substantial dependence is on the marketing network which needs to play a key role in making a positive of these sites of revitalization. These efforts can be effective only when the social culture supports them. The anti social families and other multi problems need to be screened out. This would be a challenging task for Dutch policy makers and politicians. American policy maker Susan Popkin is looking for new different ways to house families having multi problems but there is no easy way to do such a complex issue. America can benefit Dutch policy makers because they have healthy experience of linking housing mobility with the revitalization of public housing in order to move to low poverty and healthy areas. It might be a challenging task to relocate this American rhetoric to Netherlands. The reasons include that many of the residents want to remain close to their relatives and family members and other institutions. They are also at ease with cheap social housing. However, housing mobility cannot be said as a poverty panacea. There are numbers of efforts required to monitor

Campaign Strategy Essay Example for Free

Campaign Strategy Essay 1) What are the goals of the campaign? 2) What questions need to be answered to reach those goals? This is a list of general campaign questions to help start your research process. These are not research questions. Each general campaign question should generate a list of more specific research questions. For example, What is the issue/problem? could lead to the question, What is the history of lead poisoning in our community? General questions to ask about a campaign: 1. What is the issue/problem? (Understand their arguments. ) 2. What are the solutions or alternatives? (Develop our arguments.) 3. Who else is trying to change the problem, how effective are they, and what are their solutions? (Potential allies. Locate a niche. Avoid obstacles and duplication of effort.) 4. Who can implement those solutions? Who has the power? (The Targets) 5. What kind of campaign would it take to convince them? (Feasibility test.) A. How long would victory take? What are the time constraints? B. What are tactics and paths to a victory? C. What are the opportunities or obstacles? D. What has worked for other organizations on similar campaigns? 6. Who are the other players? A. Who would support change? (Allies) B. Who opposes change? (Opposition) C. Who could become allies/opposition, but are currently neutral? 7. Does our base have the power and resources to win this campaign? 8. Will this campaign build our movement, base, or organization? WHAT IS A CAMPAIGN STRATEGY? A campaign can be seen as an organised, purposeful effort to create change, and it should be guided by thoughtful planning. Before taking action, successful campaigners learn as much as possible about: * the existing situation * who is affected by the campaign issue both positively and negatively * what changes could improve the situation * what resources, tactics and tools are available to implement a campaign that will address the issue. Campaigners use this knowledge to create their strategy, which guides them in planning, implementing, marketing, monitoring, improving and evaluating their campaign. A campaign strategy should answer the †¨following questions: Problem, Vision, Change 1. What problem are you confronting? 2. What is your vision of how the world will be, once the problem is resolved? 3. What change/s would bring about this vision? Stakeholders, Relationships,Targets 4. Who is affected, positively or negatively, by the problem? 5. How are these people or groups related to the problem and to each other? 6. Who are you trying to reach? 7. If your campaign is successful, who will be affected? Answering key questions repeatedly, at each stage of your campaign, about the problem, solution, stakeholders and targets as well as the tactics, message and tools you will use, will help develop your campaign strategy. Your campaign strategy will guide what you do and it should be updated regularly as the campaign is implemented and the situation changes. CREATE A COMMON VISION Its useful to involve your whole campaigning group in exploring the problem, your vision and the changes sought: a shared understanding of the problem will stimulate ideas about possible actions to take, and will also help your group to stay motivated and focussed during the campaign. Creating a common vision will also help determine ways to monitor, and adjust the implementation of, the campaign if necessary. Activity 1: PROBLEM SOLUTION CHANGE 1. Discuss and decide, as a group, what core problem your campaign seeks to address. Elaborate all the adverse effects of this problem. 2. Each person in the group should create their own answer to the following question: What would a world without this problem be like? * Use words, diagrams, illustrations. * Imagine unlimited resources (money, power, etc). * Discuss and enumerate all the benefits of this proposed world. 3. Combine your individual visions of the future to create a single common vision for the campaign. Discuss in depth which broad actions or changes would resolve the problem you identified, so as to arrive at the world you have envisioned. These necessary actions are the main focus of your campaign. Discuss the scope of your campaign: decide whether it has multiple components (sub-campaigns). If it does, you may choose either to narrow the focus of your campaign or create a multiple-campaign strategy. UNDERSTAND THE CAMPAIGNS STAKEHOLDERS Stakeholders are people, groups, organisations, or institutions that are connected to your issue. They may support your campaign, be adversely affected by the issue in question, have the power to change the situation, or even be responsible for the problem you have identified. An important task when designing your campaign is to learn as much about the stakeholders as possible. You should: * Understand each stakeholders relationship to the problem and your proposed solution * Define the relationships between different stakeholders * Determine the ability and willingness of stakeholders to help or hurt your campaign * Identify which of these stakeholders your campaign should concentrate on to create the change your desire. Activity 2: MAPPING STAKEHOLDERS AND THEIR RELATIONSHIPS Start creating a map in which entities with a stake in your issue are represented as circles, or nodes, and lines between these circles represent relationships. It is good to use sticky papers (post-it notes) for this activity because they can be moved about as required. 1. Discuss the interaction that is at the root of the problem your campaign wants to address. Who creates the problem? Who is affected by it? How and why are these entities connected to one another? 2. Continue, taking notes as you go along, until you can identify the interaction between entities (nodes) that most represents what you seek to change. 3. Identify all of the nodes between which this kind of interaction is happening. 4. Place these nodes at the center of your map. 5. Identify the relationships of these central nodes with others nodes on your map. Start locally and move outward regionally, nationally, internationally and globally, if relevant. Depending on your problem, expand your map with two or more levels of nodes (marking these in a clear way): * First level: entities with direct contact to the central nodes (family / local) * Second level: entities with contact to the first level (regional / national) * Third level: nodes with general influence on the issue (international / institutional) 6. Next, draw lines representing relationships between these nodes and identify the kind of relationship they have; for example: * Power * Mutual benefit * Conflict * Potential After mapping out as many stakeholders as you can, you will have a graphic representation of your stakeholders relationships with your issue. Next you should analyse how your stakeholders may help achieve the change/s you seek. For more information on how to do this, see New Tactics in Human Rights Tactical Mapping. Activity 3: FROM STAKEHOLDERS TO TARGETS Begin defining specific objective/s of your campaign. Consider each stakeholders level of support and level of influence in the context of your campaign objective/s. 1. In simple, active terms, define what would resolve your problem and bring about the change you seek. Your objectives should be specific, measurable, achievable, realistic, and time-bound. 2. Using the list of the stakeholders from the previous activity, identify as many as possible who could help achieve your objective. 3. Draw a horizontal and a vertical axis on a large sheet of blank paper (shown here). Place the stakeholders as follows: * The vertical axis represents their level of influence in achieving the goal of your objective from most influential (top) to least influential (bottom). * The horizontal axis represents whether they are likely to oppose (left) or support (right) your campaign. 4. After you place all the stakeholders on the paper, identify the most influential entities or individuals as potential primary targets, those who can make the change you seek. Note their level of support or opposition for this change. 5. Discuss the relationship of these entities to other stakeholders. You may already have this information on your stakeholder map from Activity 2. 6. Identify stakeholders who support your campaign and have influence on or relationships with your primary target group. They are your secondary targets, or participant groups, who could become actively involved in helping your campaign achieve its goals. Locate them on your graph and identify two or three participant groups to concentrate on. (Adapted from The Change Agencys Power Mapping exercise.) Activity 4: FROM TARGETS TO TACTICS Now you have identified the target audiences that your campaign needs to communicate with, and what relationships they have with other entities with a stake in the problem, you can consider what tactics will best address your target and participant groups? 1. Draw a half-circle, divided into wedges. Place those who most support your campaign on the left side of the spectrum; those who oppose you the most on the right. 2. Use your maps and sticky papers, placing each target and stakeholder in a wedge according to their level of support for your cause. The result is a spectrum of stakeholders, a few of whom you have identified as primary or secondary targets. A five-wedge diagram would include the following: a. Active allies: supportive and motivated to achieve your goals b. Allies: may benefit from your success c. Neutral parties: may not be involved or affected currently d. Opponents: may suffer from your success e. Active opponents: actively interfere with your activities 3. Use this diagram to help decide which tactics to consider, depending on each stakeholders location on the spectrum. For example: f. Supportive: use mobilisation tactics g. Neutral: use educational. visualisation tactics h. Opposing: use disruption, interference tactics (Adapted from New Tactics in Human Rights Spectrum of Allies exercise.) This card was created by Namita Singh and Ali Gharavi in collaboration with Tactical Tech. There are four essential elements to every successful capital campaign: the Case; Leadership; Prospects; and, the Plan. This article is last in a series addressing each element and will focus on designing a successful capital campaign plan. You cannot do everything at once, but you can do one thing at a time. Begin by designing a comprehensive campaign strategy that works well you and your organization. Every successful campaign begins with a plan. The campaign plan is a detailed set of procedural guidelines for campaign leaders and volunteers. The successful campaign plan is built with two overriding principles in mind: (1) Anything other than a complete success is entirely unacceptable; and (2) To ensure the complete success of this fundraising effort, the campaign must be formally declared (and treated) as the primary institutional priority of the organization throughout the fundraising timetable. Recognizing and stating these basic truths puts you into the mindset to make the dec isions and commitments necessary for a successful campaign. From there, we begin to incorporate essential fundraising elements into a comprehensive strategy. Just as there are the four essential elements of a successful campaign (Case, Leadership, Prospects and Plan) there are many vital techniques at work within a good fundraising plan, among them the use of: personal visits, a phased approach, specific gift requests, lead and major gift solicitation, pledge type gifts. Personal visits always yield more money. People give to people—people they love, people they admire, people they respect and even people they fear. Often it is the personal relationship of the volunteer making the request that has the most sway with the potential donor. Our classic technique demands that we employ a phase-by-phase approach to our fundraising, always asking for the largest gifts first, and then medium sized gifts and finally smaller gifts. This ensures that we create enthusiasm and build momentum. Our success, as evidenced by our rapidly rising fundrais ing totals and our large average gift, will pull undecided people toward us and encourage them to give. Victory has a thousand fathers, yet defeat is always an orphan. One of the most important concepts we must use is to ask for a specific gift. We should be asking mostly with a view of our need in mind, but with some view of their means in mind as well. As we articulate the request, we want to make it clear that the reason we are asking them for this specific amount is because we need it if we are to succeed. It is important that they not get the sense that we are asking them for this amount just because we think they have it, or because we think that is what they â€Å"ought to give,† but only because â€Å"we have this enormous need and a limited number of people of means to whom we can turn.† If people are going to help you achieve ambitious plans, they need to know what is required of them. You must always ask for the specific gift. Every campaign that is successful in reaching its potential is going to do a good job of soliciting Leadership and Major Gifts. Clearly some families are especially able to help because of their material blessings. Within the fundraising industry, it is a well-known fact that approximately 80% of the money (or more) will come from just 20% of the people (and sometimes fewer). These Leadership and Major Gifts set the pace for others to follow and they provide the financial foundation upon which to build a successful campaign. Much time is spent, early in the campaign, trying to determine who should be challenged to consider a gift of this significant nature. A well-run campaign will always stress equal effort, equal stretching or even equal sacrifice from every prospective donor, but not equal giving. Each prospect should be encouraged to do their individual best. Another element of a successful campaign plan is to offer people the opportunity to make pledges, rather than one-time gifts, and to offer longer pledge redemption periods where appropriate and possible. Depending upon the length of the pledge redemption period, pledges are usually two—three times larger than one-time contributions. In today’s busy world, people often budget their money very carefully. If a family were going to give you $100 per month, you would rather have that run for 60 months (5 years) than 36 months (3 years), would you not? Narrowing the pledge collection period is not going to get this family (which is giving out of current income) to pay the money any sooner. It will merely get you a smaller pledge. There are many other important aspects of a solid fundraising plan, including: Financial Goals and Objectives Clearly stated goals tied to both the leaders responsible for attaining them and the timeline over which they are to be accomplished. A Detailed Campaign Timetable Giving form to function, the timetable gives us an orderly way to approach a complex task, ensuring the most important things are going to be done first. Organizational Chart Clarifying the responsibilities of each campaign leader and showing everyone how they are related to one another. Description of Leadership Roles and Responsibilities Written instructions delineating the job responsibilities of each leader/volunteer. Campaign Phases and/or Divisions and Tracks of Activity Another form of timeline, breaking out major phases of activity and tracks of action. Many phases may go on simultaneously, while others will be the only activity underway at that given time. Lead and Major Gift Programs This most important track of activity begins during the early quiet phase of the campaign and continues until the potential for such gifts has been exhausted. Commemorative Gift Plan A comprehensive plan to commemorate the gifts of your campaign donors, especially major and leadership donors which might include naming opportunities, public recognition and memorabilia that you can give to outstanding leaders/donors (such as a scale model of a building, etc.). Keep in mind that the plan may evolve as the campaign moves forward. Often this is a function of actual early results, and who is giving at what levels. Who is accepting a leadership role? Preparing a detailed timetable and organizational chart is a good way of measuring the progress of the campaign in relation to the plan and detecting when necessary adjustments or revisions may be needed. It also provides a specific measure of accountability. Establish goals for each constituency and phase. Everyone needs to know what is expected of him or her! A statistical summary of the number and level of gifts required to reach the campaign goal for each phase of activity should be kept regularly. This list should be constantly monitored against progress to date and should be consulted daily to develop a precise order of solicitation, thus providing us a plan and timetable for asking. In summary, the campaign plan is one of the four essential elements of a successful capital campaign and must be carefully researched and crafted. Remember to keep a close eye on the fundraising plan and modify it in view of your actual experiences. The plan is your road map to success. Remember, it is static while the world is very dynamic. Use the plan as your basic guide, maintaining your liberty to deviate from it briefly where called upon, and you will find it serves you quite nicely and leads to your fundraising success.

Adaptation of Heart of Darkness to the Movie, Apocalypse Now :: Movie Film Comparison Compare Contrast

Adaptation of Heart of Darkness to the Movie, Apocalypse Now I chose to do this essay on the idea of story adaptation, and why changes are made to a story. I originally wanted to look at it just in terms of Apocalypse Now, and how the story of Heart of Darkness was updated to fit a different environment and time period, while still being true to many of the events, characters, ideas and themes presented in the story. I was curious about what changes were made, and what that indicated about how the director, and maybe society as a whole, felt about some concept that maybe were no longer acceptable or satisfactory. However, when I started looking also at the biographical information about Conrad, it became clear that the story itself is an adaptation of sorts. Even though I already knew that Conrad had taken a trip similar to one Marlow takes, I had not been aware of the 'departures of adaptation' that were made to the story. In 1890 Conrad was given a captain's commission of a steamboat on the Congo, due to the influence of a female relative. He traveled down the coast and up the river, and hiked 200 miles overland to reach his boat, which was sunk. But from that point on the story is a departure. Conrad, rather than waiting and fixing the boat, enlisted on another steamboat and traveled up river, getting very sick along the way. On the way back down the river, the captain was sicker than he was, so he got to captain the boat then. When he finally reached the station where the boat he had a commission for was supposed to be waiting, he found that his job had been given to someone else, so he r eturned to England. So why did he take what starts out looking like a fictionalized autobiographical account, and then half way through the story start being totally fictional? The important changes made seems to be that he is in charge of the boat, and thus is in control of his own journey to the heart of darkness. The other is the significance of the Kurtz character.  Ã‚   Prof Abel mentioned Kurtz was loosely based on someone named Klein, but presumably the significance of Kurtz is much more symbolic than biographical. Perhaps Conrad creates Kurtz to embody the issues that he thought about during his trip on the Congo, but which never actually personified themselves so concretely.

Human Resource Management Essay

Acknowledgment First of all I am thankful to Almighty ALLAH, the Beneficent, the Merciful, for giving me so much strength and strength to work on this internship report and complete it successfully. I would like to express my gratefulness to all my teachers especially for giving me kind guidance and providing me a chance to work on this project right through from the start my courses. I am also thankful to all TEVTA Staff and training staff for his valuable suggestions, gentle supervision and encouragement throughout my internship. Along with all this I am very awful to the Human Resource Department of TEVTA and their cooperation during my stay in the organization. Especially I am thankful to those people of HRM Department who helped me in completing my Internship Report. VIRTUAL UNIVERISTY OF PAKISTAN vi TECHNICAL EDUCATIONAL & VOCATIONAL TRAINING AUTHORITY vii Executive Summery TEVTA was formed by an Ordinance No XXIV of 1999 promulgated by Governor of the Punjab. Government of Punjab passed an ordinance to provide for the constitution of the Technical Education and Vocational Training Authority (TEVTA) of the Punjab. The prime aim of TEVTA is to provide technically and skilled trained human resources to the Industry in the province, as per their demand. Another function of TEVTA is Develop and offer Need Based Short Courses in the sector of new technologies to the Industry and also to offer services for solutions regarding associated production problems and establish a Staff Development System to offer demand oriented teacher & instructor training and upgrading performance. TEVTA Regulate and develop standards of technical education and vocational training including internationally recognized curriculum, examination and  certification system and assess the Manpower Training Needs in the context of domestic and global markets. Technical Education and Vocational Training Authority (TEVTA) was set up by Government of the Punjab for promoting & enhancing technical education & vocational training in the province. TEVTA is operating about 25 Technical institutes/colleges, 114 commerce colleges, 303 vocational institutes and 17 Service Centres total 472 Institutions for this purpose & more than 11000 Staff is working under its umbrella. TEVTA also providing Training to their employees and students all over the Punjab in various technical courses. There are two sub-departments of Human Resource Management department. One is Training Department and second one is Career Planning department. This report briefly discussing the functions of HR department in TEVTA. This report also including the suggestions and points out the area in improvements can be. In this report I briefly discussed the business sector of TEVTA organization, history of the organization, nature of the organization, service lines of TEVTA organization. I have also presented the organization hierarchy chart with details of each department and introduction, I have also given the comments on organization structure that what is the impact of organization hierarchy on different factors and I VIRTUAL UNIVERISTY OF PAKISTAN vii TECHNICAL EDUCATIONAL & VOCATIONAL TRAINING AUTHORITY viii have also discussed the decision making impact, chain of command and span of control. I have also discussed the brief introduction of my department where I worked in and wrote the detailed description of operation and activities of the departments I worked in. Next I described HRM department hierarchy and its subdepartments. Next I explained the HR needs, sources of candidates, employment selection process, Training Need Assessment (TNA), Performance Appraisal, types of compensation and benefits, organization job changes, separations, layoff, labour management relations, terminations, resignation and retirement I have also discussed the promotion, transfer, demotion. After going through all these topics I have also included Critical Analysis and SWOT analysis of organization in the service sector. After that reader will find conclusion and recommendation for improvement of services. In this report I have explained all my observations and experience got in TEVTA during my internship tenure regarding HRD, recruitment and selectio n, performance appraisal. I go into the assignments with details given by the internship supervisors with detail of each assignment. I spent good time in learning and learnt to deal with different situations and had experience of organization environment. I would like to highlight that my experience with TEVTA organization was very memorable and full of learning’s. VIRTUAL UNIVERISTY OF PAKISTAN viii TECHNICAL EDUCATIONAL & VOCATIONAL TRAINING AUTHORITY  ix Table of Contents S. No Description Introduction Of Technical Education Sector 8-Brief introduction of the organization’s business sector 9-Overview of TEVTA a. History b. Nature of TEVTA c. Business volume d. Product lines e. Competitors 10-Organizational Structure a. Organizational Hierarchy chart b. Number of employees c. Main offices d. Introduction of all departments e. Comments on the organizational structure 11-Plan Of Your Internship Program a. Introduction of TEVTA Secretariat Lahore b. Starting & ending dates of internship c. Description of the departments 12-Training Program a. Descriptions of the operations/activities of the departments b. Descriptions of the tasks assigned 13-Structure Of The HR Department a. Department hierarchy b. Number of employees c. Descriptions of Sub Departments. 14-Functions of HR Department a. Human resource planning and forecasting ? HRP process ? Forecasting HR requirements ? Methods to forecast HR needs b. Employees Recruitment & Selection ? Sources of candidates ? Employment selection process c. Training & Development ? Training need assessment ? Employee development Page No 1 3 4 4 4 9 10 13 13 14 22 24 25 25 26 28 36 36 36. 39 39 39 41 41 42 46 VIRTUAL UNIVERISTY OF PAKISTAN ix TECHNICAL EDUCATIONAL & VOCATIONAL TRAINING AUTHORITY x d. Performance Management ? Setting performance standards & expectations ? How performance reports are written e. Employee Compensation & Benefits ? Type of compensation & benefits f. Organizational Career Management ? Employee job changes ? Job changes with the organization ? Promotion ? Transfer ? Demotion ? Separations ? Layoff ? Termination ? Resignation ? Retirement g. Labor Management Relations 15-Critical Analysis a. Success and failure b. Future prospects 16-SWOT Analysis a. Strengths b. Weaknesses c. Opportunities d. Threats 17-Conclusion Evaluation & Assessment 18-Recommendations For Improvement Solution of Discrepancies 19-Reference & Sources Used 20-Annexes 46 47 56 57 57 57 57 58 59 59 60 60 61 62 65 66 67 68 68 67 70 71 72 VIRTUAL UNIVERISTY OF PAKISTAN x TECHNICAL EDUCATIONAL & VOCATIONAL TRAINING AUTHORITY 1 8-Brief introduction of the organization’s business sector The nature of this organization is to develop a skilled workforce for the local industry. TEVTA develops the skilled and technically experienced workforce for local industries. TEVTA also provides business solutions to industrial units. TEVTA playing very important role for Re-engineering and consolidate the existing technical education and vocational training system under one management structure. TEVTA Established close relationships with various sectors of economy namely Agriculture, industry, Services and Commerce. TEVTA Regulate and develop standards of technical education and vocational training including internationally recognized curriculum, examination and certification system and assess the Manpower Training Needs in the context of domestic and global markets. Another function of TEVTA is Develop and offer Need Based Short Courses in the sector of new technologies to the Industry and also to offer services for solutions regarding associated production problems and establish a Staff Development System to offer demand oriented teacher & instructor training and upgrading performance. E D U C A T I O N & T R A I N I N G SE C T O R Labour Market Bachelor of Technology (B. Tech. ) Diploma of Associate Engineers (D. A. E. ) Technical Education M. Com. B. Com. D. Com & DBA Apprenticeship Training Certificate G-II & G-III Certificate. Vocational Diploma/ Certificate Commerce Education Vocational Training High School Middle School Primary School VIRTUAL UNIVERISTY OF PAKISTAN 1 TECHNICAL EDUCATIONAL & VOCATIONAL TRAINING AUTHORITY 2 TEVTA is engaged in imparting technical education and vocational training through its 472 institutions which fall under the below mentioned categories. ? ? ? ? ? ? Government Technical Training Centres Government Technical Training Institutes Government Vocational Training Institutes Government Commercial Training Institutes Government Polytechnic Institutes Government Colleges of Technology. TEVTA in service sector also providing technical solutions to the industry. It registers the organizations through website interface and provides the solution of their problems registered with TEVTA. Courses of different levels and of different duration are being offered in TEVTA institutions to address the public and employer’s demand. In addition to vocational / technical courses of up to 3 years. â€Å"Degree courses for B-Com, B-Tech (Pass) and B-Tech (Honour) are also offered in Government Colleges of Commerce and Government Colleges of Technology†. In education sector TEVTA provides the cheapest education and training to their students that low cost syllabus books and practical and in some cases TEVTA charge no fee from students, free training materials is provided by the institutions and students are supported with stipend. TEVTA in education sector providing technical, commerce and vocational training education and occupied the large part of technical education sector in Punjab. All institutes registered with TEVTA are funded by TEVTA. TEVTA approves PC-1 and issues the finance to the concerned institutes. TEVTA helps all registered institutes with procurement, purchasing machinery and construction of institute buildings. TEVTA is in direct relationship with industry sector, education sector, agriculture, commerce and service sector. TEVTA develops the curricula with the consultation of industry sector like leather, textile and agriculture. VIRTUAL UNIVERISTY OF PAKISTAN 2 TECHNICAL EDUCATIONAL & VOCATIONAL TRAINING AUTHORITY 3 9-Overview of the organization TEVTA is a Technical Education & Vocation Training Authority board who is responsible for the technical education & training throughout the Punjab. It is formed by an Ordinance No. XXIV of 1999 promulgated by the Governor of the Punjab to fulfil the needs, wants and workforce of local industry by utilizing the vast network of training institutions. a. History TEVTA in collaboration with Chambers of Commerce & Industry, Lahore has established its help-Desk within the premises of Chambers of Commerce & Industry, Lahore. To assist/help the local industry by utilizing its vast network of training institutions, qualified and experienced faculty, to achieve the objectives of the project. Before TEVTA many technical institutes were working independently or under PSIC (Punjab Small Industries & Export Corporation). PSIC was established by the government of Punjab to support, development and promotion of all small industrial units in Punjab. In 1999 PSIC handover many technical institutes to TEVTA authority. In 1999 TEVTA started work and start serving the all technical institutes in the Punjab and conduct first academic session in Punjab. In 1999 all technical institutes in Punjab started registration with TEVTA authority. The session was conducted of all technical institutes in 1999. The TEVTA board was fully functional at the end of year 1999 and all academic activities started under TEVTA board in 1999. Mission Statement To enhance global competitiveness in Punjab, through a quality and productive workforce by developing demand driven standardized, dynamic and integrated technical education and vocational training service. Service Volume TEVTA’s business volume is spread through out the Punjab serving 459 colleges. TEVTA has 17 Service Centres in all over the Punjab, providing services to all the institutes. And PBTE (Punjab Board of Technical Education) is also working under TEVTA. 45000 students enrol every year in TEVTA and PBTE. 3 VIRTUAL UNIVERISTY OF PAKISTAN TECHNICAL EDUCATIONAL & VOCATIONAL TRAINING AUTHORITY 4 b. Nature of TEVTA TEVTA is a vocational authority board who is responsible for vocation training all over the Punjab. For this purpose TEVTA board has established PBTE (Punjab Board of Technical Education). There are 472 vocational colleges who are working under TEVTA. TEVTA provides full funds and services to all registered institutes. And planning, organizing, leading and controlling all vocational institutes. The nature of this organization is to develop skilled workforce for the local and international industry. TEVTA also provides business solutions to industrial units. TEVTA playing very important role for Re-engineering and consolidate the existing technical education and vocational training system under one management structure. c. Service Lines TEVTA has a very long list of services providing. TEVTA offering many type of short and associate engineering courses in all o ver the Punjab. The list of TEVTA’s product line is given below. TEVTA providing Commerce Education, Training Education and vocation Education. d. Courses Offered Degree B. Tech Auto & Diesel Chemical Civil Mechanical Refrigeration & Air Conditioning Electrical Electronics Auto and Farm B. Tech (Hons) Auto & Diesel Electronics and Communication Chemical Civil Mechanical Refrigeration & Air Conditioning Electrical Auto & Diesel Electronics and Communication DAE Duration 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 years years years years years years years years years years years years years years years years years VIRTUAL UNIVERISTY OF PAKISTAN 4 TECHNICAL EDUCATIONAL & VOCATIONAL TRAINING AUTHORITY 5. Architecture Auto & Diesel Chemical Civil Mechanical Refrigeration & Air Conditioning Auto and Farm Automation Bio Medical Computer Information Technology Electrical Electronic Textile Weaving Technology Foundry & Pattern Making Instrumentation Printing & Graphic Arts Textile Spinning Welder Food Technology Telecom Petroleum Petrochemical Dress Designing & Making Diploma Diploma in Electronics Publishing Technology Higher National Diploma (Telecom) Higher National Diploma (Chemical) Higher National Diploma (Electronics) Higher National Diploma (Mechanical) Higher National Diploma (Textile). Diploma in Commerce Diploma in Information Technology Diploma in  Office Management Post Diploma Bio Medical Technology Environmental Control Technology Commerce Education Master Degree M. Com Graduation Degree B. Com Diploma (2 year) Diploma in Business Administration Diploma in Commerce Diploma in Information Technology 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 years years years years years years years years years years years years years years years years years years years years years years years 1 year 2 Years 2 Years 2 Years 2 Years 2 Years 2 Years 1 year 1 year 1 Year 1 Year 2 Years 2 Years 2Years 2 Years 1 Year 5 VIRTUAL UNIVERISTY OF PAKISTAN TECHNICAL EDUCATIONAL & VOCATIONAL TRAINING AUTHORITY 6. Diploma in Vocational Girls Certificate Certificate in Computer Applications Certificate in Computer Applications Spoken English Spoken English Vocational Education Vocational Diploma (1-2 years) Diploma in Commerce Diploma in Information Technology Dress Designing & Making Diploma in Vocational Girls Diploma in Vocational Girls Diploma G-II (2 years) Diploma in Commerce Diploma in Information Technology Dress Designing & Making Diploma in Vocational Girls Diploma in Vocational Girls Diploma G-III (1 year) Mechanical (G-III) Refrigeration & Air Conditioning (G-III). Auto and Farm (G-III) Electrical (G-III) Electronics (G-III) Auto & Farm Machinery (G-III) Auto Electrician (G-III) Auto Mechanic(G Carpenter (G-III) Commercial Arts / Graphics (G-III) Computer and Electronics (G-III) Computer Operator (G-III) Draftsman Civil (G-III) Draftsman Mechanical(G Electrician (G-III) Fitter General (G-III) Industrial Electronics (G-III) Machinist (G-III) Mechanist (G-III) Painter (G-III) Electronics Application (Radio & TV) (G-III) Tractor and Auto Mechanic (G-III) Welder (G-III) Computer Hardware (G-III) General Mechanic (G-III). 2 Years 3 Months 6 Months 3 Months 4 Months 2 Years 1 Year 2-Year 2 Years 2 Years 2 Years 1 Year 2-Year G-II 2 Years 2 Years 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 6 VIRTUAL UNIVERISTY OF PAKISTAN TECHNICAL EDUCATIONAL & VOCATIONAL TRAINING AUTHORITY 7. Motor Winding (G-III) Tailoring (G-III) Wood Work (G-III) Auto Mechanic(Diesel (G-III) Auto Mechanic(Petrol) (G-III) Heating Ventilation Air Conditioning (HVACR) (G-III) Turner (G-III) Electrical Wiring Technician (G-III) Machine Shop (G-III) Bulldozer Operator (G-III) Textile Printing (G-III) Office Secretary (G-III) Mill Wright (G-III) Sports Goods Leather Work (G-III) Sports Goods Wood (G-III) Office Management Assistant (G-III) Dress Designing & Making (G-III) Machine Embroidery (G-III) Beautician (G-III) Hair and skin Care (G-III) Fashion Designing (G-III). Certificate Refrigeration & Air Conditioning Auto and Farm Auto & Farm Machinery Auto Electrician Carpenter Computer Operator Computer Operator Electrician Machinist Mechanist Welder Driving Motor Winding Plumber Plumber Plumber Tailoring Tailoring Wood Work Auto Cad Auto Cad Auto Mechanic(Diesel) Auto Mechanic(Petrol) 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 6 6 6 6 6 3 6 6 6 6 6 3 6 3 12 6 3 6 6 3 6 6 6 7 VIRTUAL UNIVERISTY OF PAKISTAN TECHNICAL EDUCATIONAL & VOCATIONAL TRAINING AUTHORITY 8. Certificate in Computer Applications Certificate in Computer Applications Electronics Equipment Repair Home Appliances & Repair Heating Ventilation & Air Conditioning Mason/Bricks Layer Tractor Operator Turner Electrical Wiring Technician Machine Shop Bulldozer Operator Sheet Metal Civil Surveyor Mobile Repairing Mobile Repairing Certificate in Computer Graphics Wireman Paint Polish Electrical Appliances Machine Process for Wood Furniture Motor Cycle Mechanic Dress Designing & Making Dress Designing & Making Hand Embroidery Hand Embroidery Knitting Hand Machine Embroidery Machine Embroidery Beautician Beautician Certificate Vocational Girls (1 Year Certificate). Diploma in Vocational Girls (Additional) (Diploma 1 Year) Handicraft Industrial Stitching Machine Operator Leather Work Painting Painting Rural Poultry Spoken English Spoken English Stain Glass Painting Cooking & Baking Domestic Tailoring Drawing & Designing Electrical Mechanical (Vocational ) 3 6 3 6 6 6 6 6 6 6 6 6 6 3 6 6 6 6 6 6 6 3 6 3 6 3 3 6 3 12 12 12 6 3 3 3 6 6 3 4 3 3 3 3 6 8 VIRTUAL UNIVERISTY OF PAKISTAN TECHNICAL EDUCATIONAL & VOCATIONAL TRAINING AUTHORITY 9. Diploma in Vocational Teacher Training (Diploma 1 Year) Decoration Printing English Language e. Competitors There is not any considerable competitor in Punjab Province. 12 3 3 3 VIRTUAL UNIVERISTY OF PAKISTAN 9 TECHNICAL EDUCATIONAL & VOCATIONAL TRAINING AUTHORITY 10. 10-Organization Structure a. Organizational Hierarchy chart Organizational hierarchy is the formal framework by which job tasks are divided, grouped and coordinated. To achieve the main objective of the TEVTA structure is designed which is given asunder. Chairman TEVTA Secretary TEVTA Chairman PBTE COO Chairman TEVTA has the final authority in TEVTA to make amendments in TEVTA organization Structure. The Secretary TEVTA, COO (Chief Operating Officer) and the Chairman of PBTE (Punjab Board of Technical Education) is reported to Chairman TEVTA. Secretary TEVTA Manager P. Relations Manage HRM Manager Establishment Manager Inquiry Manager Legal All Managers of TEVTA, 1. Manager Public Relations (PR), 2. Manager Human Resource Management (HRM). 3. Manager Establishment, 4. Manager Inquiry and 5. Manager Legal matters are make reports to Secretary TEVTA. And all managers are also reported to their General Managers. COO TEVTA General Manager Finance General Manager SCs General Manager HRM General Manager Projects General Manager Operations General Manager Academic VIRTUAL UNIVERISTY OF PAKISTAN 10. TECHNICAL EDUCATIONAL & VOCATIONAL TRAINING AUTHORITY 11 Chairman PBTE Trade Testing Board (Development Cell) General Manager Finance Manager Audit Manager Finance Manager MIS General Manager Human Resources Manager Career Planning Manager Training General Manager Projects Manager Works General Manager Operations Manager Planning Manager Operations-I Manager Operations-II Manager Monitoring Manager Technical General Manager Academics Manager AA Manager AT Manager Curriculum Manager R&D VIRTUAL UNIVERISTY OF PAKISTAN 11 TECHNICAL EDUCATIONAL & VOCATIONAL TRAINING AUTHORITY 12 General Manager Service Centres Manager Service Centres Organization Hierarchy Chart Organization Structure Of TEVTA. Chairman TEVTA BOARD Director (R&D) (D) Secretary/C. O. O. (A) District Boards of Management Chairman (PBTE) Manager PR (I) Manager Legal (C) Manager HRM (A) Manager Enquiry (S) Manager Estt (B) GM Finance (A) Manager (MIS) (M) GM (Projects) (N) Manager (Admin) (Z) Advisor (P&P) (G) GM Operations (A) GM Service Center (L) GM HRM (K) GM Academics (A) Dy. GM Finance (L) Dy. GM Service Centers (O) Manager Development (N) Manager Accounts (M) Manager Finance (A) Manager Works (N) Manager Projects (N) Manager Service Centers (F) Manager Training (A/R) Manager C625. 2areer Planning (P/R) Manager Ops. I (E) Manager Ops. II(E) Manager Tech. 3(E) Manager M&E (E) ZN-N (A).1 ZM-C (A) ZM-S (A) Manager (AA) (M) Manager Apprenticeship (J) Manager Curriculum (A) Manager (A&C) (K) 07 DMs 07 DMs 07 DMs (A) (A) (A) Principals Principals Principals VIRTUAL UNIVERISTY OF PAKISTAN 12 TECHNICAL EDUCATIONAL & VOCATIONAL TRAINING AUTHORITY 13 b. Number of Employees Civil Employees. TEVTA Secretariat Institutes Zonal Office DM Office RDAT Development Cell Total 155 7830 24 71 58 31 8169 TEVTA Employees. 308 3285 20 162 12 2 3789 PSIC 2 663 0 0 0 0 665 Total 465 11778 44 233 70 33 12623 Vacant 145 3183 21 87 20 11 3467 c Main Offices Sr# 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24. 25. 26. Offices Public Relation Office Gulberg Human Resource Management Office Gulberg Career Planning Office Gulberg Establishment Office Gulberg Operations Management Offices Gulberg Inquiry Office Gulberg Research and Development Office Gulberg Curriculum Office Gulberg Service Centers Office Gulberg Training Office Gulberg A&D Office Gulberg Academic Audit Office Gulberg Project Management Office Gulberg Administration Office Gulberg Examination and Certification Office Gulberg Govt. Institute of Leather Technology, Gujranwala. Cutlery & Small Tools Industry Service Centre, Wazirabad. Light Engineering Service Centre, Gujranwala. Institute of Ceramics, Gujrat. Wood Working Service Centre, Gujrat. Govt. Wool Spinning & Weaving Cum-Training Centre, Jhang Centre for Agricultural Machinery Industries, Govt. Weaving & Finishing Institute, Shahdara. Govt. Polytechnic Institute, Shahdara. Pak German Institute of Cooperative Agriculture, Multan Institute of Blue Pottery Development, Multan (Productive/Service Centre) 13 VIRTUAL UNIVERISTY OF PAKISTAN TECHNICAL EDUCATIONAL & VOCATIONAL TRAINING AUTHORITY 14 27. 28. 29. 30. 31. Wood Work Centre, Kot Addu (Productive/Service Centre) Wood Working Service Centre, Rawalpindi Metal Industry Development Centre, Sialkot Cantt. Govt. Weaving & Finishing Centre Shahdara Knitwear Hosiery Centre, Faisalabad d. Introduction of All Departments Human Resource Management Department. The main function of Human Resource Management department is to recruitment, conducting staff training, handling pension cases, handling promotion cases, enquiry matters, service matters, amendments in service rules and union matters. Main functions of HRM department. ? ? ? ? ? ? ? ? ? ? Employee’s performance evaluation Evaluation performance and improve organizational performance Job Evaluation Job analysis Develop job Descriptions/positions according to the organization needs. Staffing. Issuance of vacancies of civil employees. Employee’s promotions and transfers. Recruitment and selection of people. Record Maintenance. Training Department Training department is a sub department of Human Resources department. Training department is responsible for conducting training programs. Training department assess the weak areas of the organization’s employees and conduct the training program for them. If there is any development in TEVTA curriculum and sallybus then training department conduct the training program for teacher for effectiveness in studies. Main functions of Training Department. ? Study gap analysis. 14 VIRTUAL UNIVERISTY OF PAKISTAN TECHNICAL EDUCATIONAL & VOCATIONAL TRAINING AUTHORITY 15 ? ? ? ? ? ? ? ? ? ? ? ? ? ? Trraining need assessment.. All skill up-gradation trainings. Pedagogy Trainigs. Matters relating with curriculum % manuals. Create training or development specification. Plan training and evaluation. Prepare Annual Training Plan/ Calendar. Finalization of Nominations, Venue & Master Trainer Monitoring of Training activity. Proposal of nominations after short listing. Forward Nominations to P&D. Preparation of cost / budget estimates & release of funds. At the end of training program conducting Feedback from students. Data entry in MIS. Career Planing Department Career planning department is working under Human Resource Management department. Career planning department is a new personnel function. Career planning department of TEVTA is focusing on to motivate their employees towards their jobs with high efficiently and effectiveness. Career planning department of TEVTA has deep focus on individual employee potentials for promotion towards the organization needs and opportunities. Career planning department also help and cooperate with all internees came in TEVTA. Main functions of Career planning department. ? ? ? ? ? ? ? Guidance of students, internees, and organization employees. Developing of job specifications and job descriptions. Maintaining of some sort of HR records of employees. Conduct of workshops/seminars for Placement Officers. Placement of Internees under NIP. Leave Account Termination of contract VIRTUAL UNIVERISTY OF PAKISTAN 15 TECHNICAL EDUCATIONAL & VOCATIONAL TRAINING AUTHORITY 16 ? ? Control absenteeism Short leave and late Attendance Fianancial Management Financial Management department handles the all money & tax matters of and manages the financial resources of TEVTA and also leads the Administration department of TEVTA. Financial Management department performs the extensive responsibilities. Main function of Financial Management department ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? Policy forming. Financial dicipline Financial analysis Tax matters Bugdeting Auiditing Internal Audit Physical Stocktaking Preparation of financial statements Sanctioning of Purchase Cases Release of Salary Development of Annual Budget and all procedures till approval Handling Financial Assistance Cases GPF Advance, Marriage, Funeral Grants Pension of PSIC Employees Release of LFA Administration Department Administration department perform all managerial functions. It handles three further departments, Diary and Dispatch department, Transport department, store department and to carry out any kind of security arrangements. Functions of Administration department ? Recruitment of contract employees in TEVTA secretariat and institutes all over the Punjab. VIRTUAL UNIVERISTY OF PAKISTAN 16. TECHNICAL EDUCATIONAL & VOCATIONAL TRAINING AUTHORITY 17 ? ? ? ? ? ? ? ? ? ? ? Maintenance of time in / time out register. Number of approval for local vehicles Record keeping of diary and dispatch, LFA, store section and transport section. Tenders open in the presence of purchase committee and the Bidders Examining demand & preparing advertisement Submitting advertisement to Public Relation section Request for interview schedule to Appointing authority Short listing of candidates Call letters are issued Preparation of Marks Sheets/Files Consolidated marks sheet for signatures Establishment Department Functions of Establishment department ? ? ? ? ? ? ? ? ? ? ? ? ? Examination & Give proposal Final shaping of the Case for getting Approval of the Competent Authority Preparing summary For S&GAD / Finance etc Issuance of NOC to the nominee Decision / Minutes are put up for approval of authority to convey for implementation Coordinate meeting Receiving Complaints Preparing the case for probe / inquiry Amendments in service rules of TEVTA Postings and transfers House building advances Matters relating to PBTE. Managing all kind of leaves such as, medical leave, earned leave, study leave, extra ordinary leave. ? ? ? Deputation of cases. Marriage grants and funeral grants. Finance assistance cases. VIRTUAL UNIVERISTY OF PAKISTAN 17 TECHNICAL EDUCATIONAL & VOCATIONAL TRAINING AUTHORITY 18 ? ? To deal with Chief Minister’s complaint cell. Governments Circulars and Notifications. Legal Department Legal department is responsible for preparation of cases and proposals on TEVTA activities to help TEVTA to avoid from legislations. Finalize the parawise comments and submit to the competent authority, get signed the parawise comments from the Authority, present the rough draft of parawise comments, file the parawise comments in the Court, attend the Court on each date of hearing & present/explain the case if necessary, put up the court order to the authority for implementation, attend the Court on each date of hearing and present/explain the in the Court and to provide legal opinions to TEVTA authorities. Enquiry Department Enquiry department is responsible of conducting enquiry of inefficiencies, misconduct, corruption, absence record of teacher and employees all over the Punjab, subversive activities and disciplinary actions. They investigate the activities/cases against the state in TEVTA institutions and all district managers and zonal managers. The competent authority of Enquiry department is secretary TEVTA. Enquiry department receive the cases of enquiry from grade 17 scale officers to 22 grade scale officers from all over the Punjab. Functions of inquiry department is to generate enquiry report, conducting enquiry of absence, corruption, misconduct, inefficiencies and activities against state matters, prepare the charge sheet / penal of enquiry officers / departmental representative. Research and Development Department Research and development department is responsible for overall development of TEVTA and its institutions, exercise market research, training need assessment and to coordinate with curriculum department for in development of curricula. Research and Development have to identify new trades and technologies in the market and TEVTA intuitions all over the Punjab. Functions of research and development department, approval of action plans industry visits, meetings with the stakeholders, review of draft TNA report, preparation of organization plans, coordinate with curriculum department and keep on eye on VIRTUAL UNIVERISTY OF PAKISTAN 18 TECHNICAL EDUCATIONAL & VOCATIONAL TRAINING AUTHORITY. 19  changes & development in sallybus, to plan, supervise and coordinate research and development activities in Punjab and to identify technologies trades at new intuitions Curriculum Department The responsibility of Curriculum development is to develop the curricula of TEVTA institutions. They develop the curricula of 3 year DAE classes, B. Tech classes, 1 year, 6 months and 3 months courses. But they have they authority of authentication the curricula of courses below the period of 3 years. 3 years a curriculum is approved by the NEVTEC the higher authority of TEVTA. Curriculum department evaluates revision and develop the curricula. Functions of Curriculum department ? Proposal for curricula development committee, curricula revision committee and curricula evaluation committee. ? ? ? Scrutiny of Proposal Approval of CDC/CRC/CEC Proposal for manual development committee.

Modes of Acceptance

An acceptance must be communicated for it to be effective and valid. The mental assent of both parties is not required but the external manifestation should exist. The acceptor must dos something in order to notify his acceptance. For example, he should communicate his acceptance of the offeror. This can be illustrated in the case of Brogden v Metropolitan Railway Co (1877) 2 App Cas 666. In this case, the defendants had for some years supplied the plaintiffs with coals. It was suggested by the defendants that a contract should be entered into between them. After their agents had met, the terms of the agreement were drawn up by the plaintiffs' agent and sent to the defendants. The head of the defendants' firm filled up certain parts of the agreement which had been left blank, inserted the name of the proposed arbitrator, wrote â€Å"approved† at the end of the page, and signed his own name. The defendants' agent sent the document back to the plaintiffs' agent, who put it in his desk. Nothing further was done to execute the agreement. For some time, both parties acted in accordance with the arrangements stated in the document. Subsequently, the defendants declined to continue the supply of coals in this manner. The plaintiffs brought an action for damages for breach of contract. The defendants denied the existence of any contract for the supply of coals. the House of Lords held that there was no acceptance of the offer. Although there may be mental assent, the act of the plaintiff's agent putting the document into his desk would not amount to communication of the acceptance. However, the House of Lords held that by virtue of the course of dealings of the parties in the ordering and supply of the coals, such conduct amounted to an acceptance. The communication of an offer and an acceptance, which are the requirements of a valid agreement, is stated in Section 3 of the Contracts Act 1950. It was described that the communication of proposals, the acceptance of proposals, and the revocation of proposals and acceptances, respectively, are deemed to be made by any act or omission of the party proposing, accepting, or revoking, by which he intends to communicate the proposal, acceptance, or revocation, or which has the effect of communicating it. Communication of an acceptance is also illustrated in the Contracts Act 1950. It was described in Section 4(2) of the Contracts Act 1950 when the communication of acceptance will be complete. It was stated in Section 4(2)(a) that the communication of acceptance against the proposer is complete, when it is put in the course of transmission to him, so as to be out of the power of the acceptor. It was stated in Section 4(2)(b) that the communication of acceptance as against the acceptor is complete when it comes to the knowledge of the person whom it is made to who is the proposer. This is further explained in Illustration (b) that the communication of the acceptance is complete as against A, the proposer, when the letter is posted; and as against B, the acceptor, when the letter is received by A, the proposer. Besides that, Section 9 of the Contracts Act also describes the mode of acceptance. It provides that as far as an acceptance is made in words, the promise is said to be express. If the acceptance is made otherwise than in words, the promise is then said to be implied. Thus, an acceptance can be made through conduct. Section 8 of the Contracts Act provides for such acceptance where it is through the performance of conditions in a proposal. This can be seen in the case of Carlill v Carbolic Smoke Ball Co [1892] 2 QB 484; [1893] 1 QB 256. In this case, , the defendant, a proprietor of a medical preparation called â€Å"The Carbollic Smoke Ball† issued an advertisement offering to pay a sum of money to person who contracted influenza even after using the ball in the prescribed manner and time. Defendant banked in a sum of money to gain the confidence of the public. Plaintiff bought and used the ball in the manner prescribed and caught influenza. She claimed for the compensation but the defendant refused to compensate her. She then sued the defendant. Defendant contended that the advertisement was a mere puff and was not intended to create a binding obligation. Court of Appeal held that an offer can be made to the world and it becomes a contract when any person performs the condition. It was also mentioned in Section 7(b) of the Contracts Act that where the mode of cceptance is specified in the offer, the acceptor must communicate his acceptance in that mode. If no mode is specified, acceptance by any usual and reasonable manner which shows the acceptor's intention to accept is sufficient. There are a few types of communication of acceptance. First is via post or telegram. There is a difficulty in this type os communication of acceptance due to the time lag between sending and receiving and in situations where the acceptance is not received by t he offeror without the fault of either party. The general rule at common law is that acceptance is complete when it is brought to the notice of the offeror. But it was stated in the postal rule that an acceptance is complete when the letter containing such acceptance is posted, or when the telegram containing such acceptance is handed in. This can be seen in the case of Household Fire and Carriage Accident Insurance v Grant (1879) 4 EX D 216; 41 LT 298, CA. In this case, the defendant made an application for shares in the plaintiff's company under circumstances from which it must be implied that he authorised the company, in the event of their allotting to him the shares applied for, to send the notice of allotment by post. The company did allot him the shares, and posted a letter duly addressed to him containing the notice of allotment, but it was found as a fact that the letter never reached its destination. The defendant never paid the price of the shares as stated in the application. Subsequently, the company went into liquidation and the official liquidator applied for the unpaid price of the shares from the defendant. The defendant declined to pay on the ground that he was not a shareholder. The Court of Appeal affirmed the judgment of Lopes J and held that the defendant was liable as a shareholder. In this case, the Court applied the postal rule. Thus, the communication of the company's acceptance of the defendant's application for, and allotment of shares which was sent by post was complete once it was posted. Thesiger J explained the rationale of the postal rule as follows: â€Å"I see no better mode than that of treating the post office as the agent of both parties †¦ But if the post office be such common agent, then it seems to me to follow that, as soon as the letter of acceptance is delivered to the post office, the contract is made as complete and final and absolutely binding as if the acceptor had put his letter into the hands of a messenger sent by the offerer himself as his agent to deliver the offer and receive the acceptance. I am not prepared to admit that the implication in question will lead to any great or general inconvenience or hardhip. An offerer, if he chooses, may always make the formation of the contract which he proposes dependent upon the actual communication to himself of the acceptance. If he trusts to the post he trusts to a means of communication which, as a rule, does not fail, and if no answer to his offer is received by him, and the matter is of importance to him, he can make inquiries of the person to whom his offer was addressed. On the other hand, if the contract is not finally concluded, except in the event of the acceptance actually reaching the offerer, the door would be opened to the perpetration of much fraud, and, putting aside this consideration, considerable delay in commercial transactions, in which despatch is, as a rule, of the greatest consequence, would be occasioned; for the acceptor would never be entirely safe in acting upon his acceptance until he had received notice that his letter of acceptance had reached its destination†. The application of the postal rule can also be seen in the case of Adams v Lindsell (1818) 1B & Ald 681. In this case, the defendants, who were dealers of wool, had on September 2, written to the plaintiffs, woollen manufacturers, offering to sell to them a number of fleeces. They required an answer â€Å"in course of post†. The letter was misdirected by the defendants, and consequently was not received by the plaintiffs until September 5. On the same evening, the plaintiffs wrote an answer, agreeing to accept the offer on the terms proposed. The acceptance did not reach the defendants until September 9. On September 8, the defendants, not having received an answer on September 7, as they had expected, sold the wool, to a third party. The Court applied the postal rule of acceptance and held that the acceptance was complete as against the defendants on September 5. For example, prior to the revocation of their offer through the sale of the wool to the third party on September 8. The Court held that if the rule was that no contract could be formed until the acceptance was actually received, no contract could ever be completed; for if the defendants were not bound by their offer till the answer was received, the plaintiffs ought not to be bound till after they had received the notification that the defendants had received their answer and assented to it, and so it might go on ad infinitum. An acceptance should be made in the usual and reasonable manner. It can be seen in the case of Henthon v Fraser[1892] 2 Ch 27. In this case, the claimant received a note from the defendant with an offer to purchase a certain property within 14 days. The claimant responded to the offer with an acceptance posted the next day via mail. The defendant withdrew the offer before receiving the acceptance, but after the acceptance was posted. Court of Appeal inferred that both parties would have contemplated that the letter be sent by post. Lord Herschell stated: â€Å"In the present case an authority to accept by post must be implied. Although the Plaintiff received the offer at the Defendants' office in Liverpool, he resided in another town, and it must have been in contemplation that he would take the offer, which by its terms was to remain open for some days, with him to his place of residence, and those who made the offer must have known that it would be according to the ordinary usages of mankind that if he accepted it he should communicate his acceptance by means of the post where the circumstances are such the acceptance is complete as soon as it is posted†. In the case of Holwell Securities Ltd v Hughes [1974] 1 WLR 155. In this case, the defendant issued a grant to sell a property at 571 High Road, Wembley. It contained a clause stipulating that there must be notice in writing within six months in order to exercise the option. The claimants sent a letter exercising the option. It was lost in the mail and was never received by the defendant. The Court placed much emphasis on the meaning of notice which must mean that it must be known or intimated to the vendor who never was since the letter carrying the information went astray. Lawton Lj referred to the postal rule but held that it would not apply if the offer expressly specifies that the acceptance must reach the offeror and if application of the rule causes â€Å"manifest inconvenience and absurdity†. In the case of Lee Seng Heng & Ors v Guardian Assurance Co Ltd [1932] MLJ17. In this case, the plaintiffs insured their stock in trade with the defendants against fire. Subsequently, a fire broke out on the insured premises and the plaintiffs made a claim under the policy. The defendants' solicitors wrote to the plaintiffs saying that on the date of the fire, the policy had ceased to exist as they had previously written to the plaintiffs cancelling the policy. This letter was never received by the plaintiffs as there was no post office at Buloh Kasap. The nearest post office was at the town of Segamat and the practice at Segamat was to send a postman to Buloh Kasap only when the amount of correspondence justified a special journey. The letter in question had been kept at Segamat and had only been brought to Buloh Kasap by the postman after the fire. As the plaintiffs' premises had been burnt down, the addressee could not be found. Munson CJ stated that â€Å"The only point, therefore, left for me to decide is whether the post was properly used here as an agent by the Defendants in sending their letter of the 27th March. The Plaintiffs acted from Buloh Kasap five miles from Segamat which is some 125 miles from Singapore and some 50 miles from Malacca. It is difficult to see how they were ordinarily to communicate if not by post †¦ I hold as Farwell J. did in Bruner v. Moore, that â€Å"the parties in this case contemplate that the post might be used as a means of communicating on all subjects connected with the contract. † In these circumstances it is clear that the sender of the letter is not responsible for any delay in the post I hold, therefore, that the rescission of the policy was effected at the moment that the letter of the 27th March was posted, that is on the 27th March, 1931, and that the policy was non-existent at the date of the fire†. The second mode of communication is via telex or telephone. Communications through the telex and telephone are different from posting and the postal acceptance rule does not apply. They are considered instantaneous communication where parties are regarded to be in each other's presence and is complete only when it is received. It can be seen in the case of Entores Ltd v Miles Far East Corporation [1955] 2 QB 327. In this case, the plaintiffs were an English company and the defendants were an American corporation with agents all over the world, including a Dutch company in Amsterdam. The plaintiffs wished to make a contract with the defendants' Dutch agents for the purchase of copper cathodes from the defendants. A series of communications passed by telex between the plaintiffs and the Dutch company, the material one being a counter-offer made by the plaintiffs on September 8, 1954, and an acceptance of that offer by the Dutch agents on behalf of the defendants received by the plaintiffs in London by telex on September 10, 1954. The plaintiffs later alleged that there had been a breach of contract by the defendants. They applied for leave to serve notice of a writ on the defendants in New York on the ground that the contract was made in England and, therefore, fell within the Rules of the Supreme Court. The defendants contended that the contract was made in Holland. The Court ruled that the communication through telex in this case was instantaneous and the contract was made at the place where acceptance was received, in this case, in London. Denning LJ considered the matter in stages. First is, when a contract is made by post it is clear law throughout the common law countries that the acceptance is complete as soon as the letter is put into the post box, and that is the place where the contract is made. But there is no clear rule about contracts made by telephone or by telex. Second is communications by these means are virtually instantaneous and stand on a different footing. The problem can only be solved by going in stages. Let me first consider a case where two people make a contract by word of mouth in the presence of one another. The communication of telex acceptances was also applied in Brinkibon Ltd v Stuhag Stahl [1983] 2 AC 34, HL. In this case, Brinkibon was a London company that purchased steel from Stahag, a seller based in Austria. Brinkibon sent their acceptance to a Stahag offer by Telex to Vienna. Brinkibon later wanted to issue a writ against Stahag and applied to serve an out of jurisdiction party. They would only be able to do so if the contract had been formed in England. The question at issue was where the contract was formed. The House of Lords held that the contract was made in Vienna. The next mode of communication is acceptance by conduct. In the case of Taylor v Allon [1966] 1 QB 304 , the appellant's motorcar had been insured by an insurance company called â€Å"The Federated Employers Insurance Association Ltd†, the policy expiring on April 5, 1964. He obtained a temporary cover note for 30 days from a new insurance company on April 16. It was found as a fact that on the expiration of the old policy he never intended to renew it with the old insurance company. His old insurance company sent him a temporary cover note for 15 days from April 6. Where parties conduct themselves in a manner which indicates that they consider themselves bound by an agreement between them, a contract will be held to have come into existence. In the case of Woon Yoke Lin v United Estate-Projects Berhad [1998] 4 AMR 4052, the High Court held that the defendants, had accepted the plaintiff's offer to rent a kiosk in Subang Parade which was owned by the defendants. The Court referred to the following five expressions of conduct of the defendants: first, they did not reply within 14 days (the booking form stated that if the plainitif's application was not accepted the deposit would be refunded within 14 days); secondly, they accepted the booking fees and paid this sum into their own account; thirdly, they did not return this sum of money within 14 days as provided in the booking form; fourthly, they could have rejected the tenancy agreement and the money which accompanied it upon receipt of these items, but they kept it; and fifthly, instead of rejecting the plaintiff's offer, they negotiated with the plaintiff to relocate. In EMS Bowe (M) Sdn Bhd v KFC Holdings (M) Bhd & Anor [2000] 1 AMR 677, the plaintiffs submitted a tender for some works to the defendants. Subsequently, the second defendant issued to the plaintiffs a draft letter of award for the works and had also instructed the plaintiffs to order in advance materials for the works. The plaintiffs ordered the materials but the award was given to another contractor. The High Court held that a draft offer acted upon by one party with the knowledge and concurrence of the other party has converted it into a written agreement and thus there was a valid and binding contract in this case. The next mode of acceptance is acceptance by performing conditions stipulated in offer. In Carlill v Carbolic Smoke Ball Co [1892] 2 QB 484; [1893] 1 QB 256, the Court of Appeal held that Mrs Carlill had indicated her acceptance by performing the conditions set out in the advertisement. In this case, Mrs Carlill had contracted influenza after using the smoke balls in the manner specified in the advertisement. The defendants' submission that Mrs Carlill did not inform them of her intention to accept their offer of the reward was rejected by the Court. It was held that Mrs Carlill had accepted the offer by performing the conditions stated in the offer. This mode of acceptance is recognised in s 8 of the Contracts Act that â€Å"performance of the conditions of a proposal †¦ is an acceptance of the proposal†. There is also acceptance by silence. An issue that arises is whether silence can amount to an acceptance. In Fraser v Everett (1899) 2 SLJ 81; (1889) 4 Ky 512, the Court held that the defendant who had contracted for the transfer of scrip was entitled to obtain what he had bargained for and could not be compelled to accept a bearer-warrant. It was the plaintiff's contention that, by not replying to the broker's letter of April 25 informing him that the certificates were being exchanged for bearer-warrants, the defendant must be taken to have waived this objection. The Court held that there is rule of law like the saying â€Å"Silence gives consent† applicable to mercantile contracts. In this case, the omission to reply does not constitute a waiver. In the case of Felthouse v Bindiey (1862) 11 CBNS 869; 142 ER 1037, the plaintiff wrote to his nephew offering to buy the nephew's horse and adding that â€Å"If I hear no more about him, I consider the horse is mine at 301. 15s†. The nephew did not reply and no money was paid. The horse remained in the nephew's possession. Six weeks afterwards, the defendant, an auctioneer who was employed by the nephew to sell his farming stock, was directed by the nephew to reserve the horse in question, as it had already been sold, but by mistake had put it up with the rest of the stock and sold it. The plaintiff sued for conversion of the horse and the issue arose whether there was -a concluded contract between the plaintiff and his nephew for the sale of the horse. The Court held that there was none. Although the nephew had intended to sell the horse to the plaintiff at the price at which the plaintiff had named, this was not communicated and silence did not amount to an acceptance. Willes J stated â€Å"It stood an open offer †¦ he nephew in his own mind intended his uncle to have the horse at the price which he had named 15s but he had not communicated such intention to his uncle, or done anything to bind himself †. In the case of Re Selectmove Ltd [1995] 2 All ER 531, CA the Court of Appeal gave its view that silence could be interpreted as acceptance in exceptional circumstances. Peter Gibson LJ stated where the offeree himself indicates that an offer is to be taken as accepted if he does not indicate to the contrary by an ascertainable time, he is undertaking to speak if he does not want an agreement to be concluded. I see no reason in principle why that should not be an exceptional circumstance such that the offer can be accepted by silence. But it is unnecessary to express a concluded view on this point†. Lastly is the mode of acceptance stipulated by the offeror. An offeror may prescribe the mode of acceptance. In Manchester Diocesan Council for Education v Commercial & General Investments Ltd, [1970] 1 WLR241, Buckley J laid guidelines on this matter. If an offeror stipulates by the terms of his offer that it may, or that it shall, be accepted in a particular manner a contract results as soon as the offeree does the stipulated act, whether it has come to the notice of the offeror or not. In such a case the offeror conditionally waives either expressly or by implication the normal requirement that acceptance must be communicated to the offeror to conclude a contract. If an offeror, who by the terms of his offer insists on acceptance in a particular manner, he is entitled to insist that he is not bound unless acceptance is effected or communicated in that precise way, although if the other party communicates his acceptance in some other way, the offeror may by conduct or otherwise waive his right to insist on the prescribed method of acceptance. In the case of in Manchester Diocesan Council of Education was referred to in Yates Building Co Ltd v RJ Pulleyn & Sons (York) Ltd. In this case, the respondents granted the appellants options to purchase three portions of land. The option clause â€Å"shall be exercisable by notice in writing †¦ such notice to be sent by registered or recorded delivery post to the registered office of Pulleyns or the offices of their said solicitors†. However, this notice was sent by ordinary post and not by registered or recorded delivery post. It arrived before the expiry date but the respondents' solicitors replied that the requirement that the notice be sent by registered or recorded delivery post had not been- fulfilled and returned the cheque. Lord Denning MR held that where the offeror has prescribed a particular method of acceptance, but not in terms insisting that only acceptance in that mode shall be binding, acceptance communicated to the offeror by any other mode which is no less advantageous to him will conclude the contract. In conclusion, acceptance should be communicated and there are various modes of communication of an acceptance. This is to ensure that the communication of acceptance is complete and there is a valid contract between two parties.

Chaikovsky on Inspiration and Self-Expression essays

Chaikovsky on Inspiration and Self-Expression essays Chaikovsky viewed his art as a kind of autobiography or confession. He gave this belief a famous expression in the letter we have read, which concerns his fourth symphony. He is asked whether the symphony has a definite program. He replies that whenever he is asked this question he always no, but in fact he also says it is not that a simple question to be answered. The second paragraph of page 398, is the one that captures most of my attention in this letter. He talks about how a composer while is in that magical state of mind of inspiration gets disturb from different things, such as a call from someone, the clock will strike to remind you that you must go about your business, etc. The last part of this paragraph though is the most important to me. What is says is that only one thing is important when you are in the state of inspiration. That thing is that the main ideas should appear without being sought, but rather spontaneously, as a result of that supernatural force we call inspiration. He then describes all the movements of the symphony. But again, a small sentence such as the last one in this article strikes my attention. Where words fail, music speaks. I love this phrase because I believe all the meaning of instrumental music can be found in here. You go to hear an instrumental concert for several reasons. The most important one for m e is because I believe that listening to music with words is too real. When I go to a concert I want my mind to be free and be able to travel anywhere. How can you do that freely when the performer tells you where to travel with your mind? ...

Free Essays on Coming Of Age In Mississippi

Life in the 1950’s and 60’s Coming of Age in Mississippi, is basically Anne Moody's autobiography from the beginning of her life, into a family of poor black share-croppers through High School, College, and finally her very active involvement in the Civil Rights movement in the 50's and 60's.This powerful and very informative autobiography from Anne Moody vividly documents the discrimination many African Americans had to face in the South in the 1950s. Anne Moody, being a very independent person, always stood for what was right, rather it was standing by herself or standing with a group of people, she was always fighting for her rights. Having a very supportive and involved family also made protest more encouraging. Her passionate fight against racism encounters many obstacles, such as finding her name on a KKK "wanted" list, being an activist in the civil rights movement in Mississippi and being beaten by the local police. Her stories are intense but full of courage and the truest convictions. In the mid 1900’s the Klu Klux Klan was revived by an Atlanta physician, Samuel Green. The Klu Klux Klan is a group of white individuals who oppose the advancement of blacks, Jews, and other minority groups. These individuals are also called the KKK or the Klan, who are people that often use violence to achieve its aims. Klan members wear robes and hoods, and burn crosses at their outdoor meetings. They also burn crosses to frighten nonmembers. During the 1960's, the Civil Rights movement began and a new wave of violence by the Ku Klux Klan was brought about. In Mississippi, three civil rights leaders were killed; in Birmingham, Alabama a church was bombed, killing four black girls. President Lyndon B. Johnson used the Federal Bureau of Investigation to probe the Ku Klux Klan and sent some Klan members to prison. Following this, Klan member ship fell to about 5,000 by the early 1970's. The Klan had their ways of informing or wa... Free Essays on Coming Of Age In Mississippi Free Essays on Coming Of Age In Mississippi Life in the 1950’s and 60’s Coming of Age in Mississippi, is basically Anne Moody's autobiography from the beginning of her life, into a family of poor black share-croppers through High School, College, and finally her very active involvement in the Civil Rights movement in the 50's and 60's.This powerful and very informative autobiography from Anne Moody vividly documents the discrimination many African Americans had to face in the South in the 1950s. Anne Moody, being a very independent person, always stood for what was right, rather it was standing by herself or standing with a group of people, she was always fighting for her rights. Having a very supportive and involved family also made protest more encouraging. Her passionate fight against racism encounters many obstacles, such as finding her name on a KKK "wanted" list, being an activist in the civil rights movement in Mississippi and being beaten by the local police. Her stories are intense but full of courage and the truest convictions. In the mid 1900’s the Klu Klux Klan was revived by an Atlanta physician, Samuel Green. The Klu Klux Klan is a group of white individuals who oppose the advancement of blacks, Jews, and other minority groups. These individuals are also called the KKK or the Klan, who are people that often use violence to achieve its aims. Klan members wear robes and hoods, and burn crosses at their outdoor meetings. They also burn crosses to frighten nonmembers. During the 1960's, the Civil Rights movement began and a new wave of violence by the Ku Klux Klan was brought about. In Mississippi, three civil rights leaders were killed; in Birmingham, Alabama a church was bombed, killing four black girls. President Lyndon B. Johnson used the Federal Bureau of Investigation to probe the Ku Klux Klan and sent some Klan members to prison. Following this, Klan member ship fell to about 5,000 by the early 1970's. The Klan had their ways of informing or wa...

Stellers Sea Cow - Facts and Figures

Stellers Sea Cow - Facts and Figures Name: Stellers Sea Cow; also known as Hydrodamalis Habitat: Shores of the northern Pacific Historical Epoch: Pleistocene-Modern (2 million-200 years ago) Size and Weight: About 25-30 feet long and 8-10 tons Diet: Seaweed Distinguishing Characteristics: Enormous size; small, flexible head About Stellers Sea Cow Although its much less well known than the Dodo Bird or the Giant Moa, Stellers Sea Cow (genus name Hydrodamalis) shared the unfortunate fate of these famous birds. Widespread across the northern Pacific Ocean for hundreds of thousands of years, by the mid-18th century this giant, 10-ton ancestor of modern dugongs and manatees was restricted to the obscure Commander Islands. There, in 1741, a population of a thousand or so survivors was studied by the early naturalist Georg Wilhelm Steller, who remarked on this megafauna mammals tame disposition, undersized head perched on an oversized body, and exclusive diet of kelp (a type of seaweed). You can probably guess what happened next. As soon as word of Stellers Sea Cow got out, various sailors, hunters and traders made it a point to stop over at the Commander Islands and bag themselves a few of these gentle beasts, which were valued for their fur, their meat, and most of all their whale-like oil, which could be used to fuel lamps. Within three decades, Stellers Sea Cow had breathed its last; fortunately, though, Steller himself bequeathed his studies of live specimens on future generations of paleontologists. (Its important to realize that Stellers Sea Cow had been on the decline for tens of thousands of years before Europeans arrived on the scene; according to one theory, early human settlers of the Pacific Basin overhunted sea otters, thus allowing the unchecked proliferation of sea urchins, which feasted on the same kelp as Hydrodamalis!) By the way, it may yet be possible for scientists to resurrect Stellers Sea Cow by harvesting scraps of its fossil DNA, under a controversial research program known as de-extinction.

WorldCom Essay Example | Topics and Well Written Essays - 500 words

WorldCom - Essay Example According to the case, Ebbers and Sullivan were the main controllers and master minds behind the success of WorldCom from the time it was Long Distance Discount Services (LDDS). The mention of this massive success is however overlapped in the case by the accusations of bringing down the company to bankruptcy as a result of massive accounting irregularities, fraud and conspiracy. Once the company started going under and an external auditing firm hired to come and audit it, the recommendations from this audit firm were not taken into action immediately by the auditing committee of the company. The case explains that if immediate actions had been taken to examine the massive accounting irregularities discovered by Cooper (an external auditor), then WorldCom would have been saved from bankruptcy. But this was not to be the case. The board on the other hand had so much faith in Ebbers leadership as CEO and they were also afraid of the implications his withdrawal of his shares and input to the company would have on WorldCom that they continued to lend him loans and at a lower interest rate. These loans given to Ebbers were for his own personal growth and maintenance and they accumulated to over $300 million which was company money but no repayments were forthcoming to benefit the company. Sullivan together with the fraudulent stock broker firm (Salomon Smith Barney brokers) hid the truth of the company’s economic performance from the shareholders and stockholders. According to these two crucial groups of people, the company’s quarterly profits and cash flow earnings was admirable and even more people still refused to sell their shares even when rumors of bankruptcy of the company started being aired. Later discovery was that the CFO was misrepresenting the accounting records without people realizing and this was even worse on the last five quarters before

The Wine Industry Analysis Essay Example | Topics and Well Written Essays - 1250 words

The Wine Industry Analysis - Essay Example Gradually the industry started modernizing all its processes and using fermentation and refrigeration for producing better quality products. As of now European market comprises of the majority of wine consumers, with other regions gradually joining in. Therefore the industry is indeed an attractive one, but the growing rivalry amongst the competitors has resulted in reduced margins for the industry. In addition threat of substitutes like other soft beverages has always kept the wine industry on the lookout for upgrading their own standards and quality. Some of the major wine producers are Constellation Brands, Inc. E. & J. Gallo Winery, Janton, Pernod Ricard etc. On account of increasing competition some consolidation is also taking place in the industry, with mergers and acquisitions. But the kind of competition amongst the large number of producers can be gauged from the fact that none of the major producers can boast of a market share of 2%. Observing the wine production figures s ince 1994 and projecting an estimate for the next five years till 2005, Morgan Stanley figured out that there could a marked decrease in the production levels in some countries, particularly after 2000, but this is more because of the increasing competition, which again is a pointer towards the attraction of the industry. Wine brings cheers to the consumers and has survived many adverse circumstances. But today the industry has made itself resilient enough towards such circumstances and facing them boldly. Q-2: What is the basis for competitive advantage Ans: Wine industry has in fact inherited some of the competitive strength in the form of its association with prestige and sharing happiness. In general the competitive advantage of wine industry is based upon the following facts; Quality of wine is decided as per the climatic conditions, the land and the ambience, which gives it a unique identity. Its shelf life is much more as compared to other drinks and beverages. Wine is mostly used as a pleasure drink, with friends and colleagues. Therefore the consumption of wine in a group tends to become more. Wine companies generally have a portfolio of products reflecting a wide variety of choices demanded by consumers in various style and price ranges. There are low-cost high volume varieties, premium varieties and ultra premium varieties. The market is ever growing with the drink becoming quite fashionable amongst the youth. Wine if taken in controlled quantity can have medicinal effects as well, therefore even doctors, other health professionals, NGOs too do not feel the need to be up in arms against the drink. It has been observed that citizens above the age of 50 years consume more wine than the younger ones. And with the a sharp rise in the average age of an individual, thanks to the advancements in health care

Reflection Paper Term Example | Topics and Well Written Essays - 2500 words

Reflection - Term Paper Example In his job, he does the direct service provision, but most of the time, he supervises people who do direct service. The health center provides health care services, where there is a comprehensive primary care service. The interviewee himself works with the segment that looks at the social health care determinants and help patients overcome such challenges of social health care determinants to be able to access healthcare. He works with the youth to solve two problems, one of them is the history of incarceration and connecting people to health care. He is also charged with the duty of overseeing health screening of people in the community and taking then to the health center to receive healthcare. The center deals mostly with the young people, most of whom are of pre-adolescent and adults of between ages 12-24-year-old. The interviewee is in-charge of four different programs that he oversee their provision to this population. The organization started in 1972 that resulted from a movement in the late 60s about creating a big community center. In those days, Worcester was an isolated part of the city that was far from the city. Therefore, it forced people who were sick to take a bus to the hospital. Then the doctors and professors a nearby college organized and created the center. Initially, it was named after a housing project in the area, Great Brook Valley Health Center, but now it is called the Hadron-M-Kennedy Community Health center. The organization has federal state and local funding. People who have health insurance also pay through the insurance. The interviewee specifically works with the foundation that is funded by the state of private funding. The services that the interviewee oversee does not generate any income, so it is fully funded. However, the health center services that the facility provides, charge at least something for the services. First challenge is working with stigmatized people to identify their health care problem

Othello, the Moore of Venice Essay Example | Topics and Well Written Essays - 500 words

Othello, the Moore of Venice - Essay Example He is portrayed to be physically strong and admired by the people who know him. He is considered to be an asset for the government of Venice and he is important for the Duke as well as the other senior members. On the other hand, Roderigo is highlighted to be very weak and is dependent upon others for his decisions. He is rich but is not as strong as Othello by any means. Thus, Othello and Roderigo strike a balance in the play where Othello portrays strength and Roderigo portrays weakness. Othello is a very brave soldier and his suggestions and recommendations are given importance by the senators and the Duke of Venice. He is a man who is loved for his strength and determination. He holds the strong position of the general of the armies of Venice and has authority to promote people. Othello marries the woman he loves, Desdemona secretly. He explains that Desdemona chose to marry him after listening to the story of his achievements and attainments in his life. It is seen that Desdemona loves Othello for what he is and she chooses to stand by him. The accomplishments of Othello are so impressive that when the Duke listens to the story of Othello that he told Desdemona, he is compelled to say, â€Å"I think this tale would win my daughter too.† Thus, the life of Othello displays strength and his character is the most noticeable character of the play. Roderigo is a rich man who lives in Venice. He is a weak man who does not have his own decisions and judgments. He rather relies on deceitful people like Iago for support and help. Roderigo loves Desdemona but does not approach her through the right means. He rather pays Iago to assist him in marrying her. This can be seen as a step that displays his weakness. He cannot express his love for Desdemona by himself and win her love by his qualities. He is disappointed when he learns of the marriage between Othello and Desdemona. Despite of their marriage, he

Public Relations Theory Essay Example | Topics and Well Written Essays - 1750 words

Public Relations Theory - Essay Example Another tactic is to block roads to prevent transportation procedures leading to massive losses in the transport industry. However, patronage in public relations is meant to reform people’s behavior. Government through the council may use bribery and favor of wrong opinions using threats and denials to underfund the black spot project. Patronage also involves using a celebrity to endorse the 142 black spot projects for renovation and repair while ignoring the 50 unattended cases. South Australian council, therefore, may also use endorsements and public appearances of leaders to discredit the remaining 50 projects (Kemp & Higgins 2013, p.1). This is conducted through civic improvement projects and awareness campaigns essential in communication models in public relations. Use of persuasion is also fundamental in convincing people to accept or refuse an idea. Communication is applied in this case in public relations following six distinct steps. Presenting the message comes first because it gives an individual the chance to prepare for the message. South Australia’s council, for example, may persuade the Freedom of Information Laws from pressing on with the eligibility of 50 black spot projects recorded between 2011 and 2012 (More information on budget is on appendix B). Second step involves attending that is very critical in the field of public relations. Listening to the persuasive message is essential for the message to reach its recipient. This is followed by comprehension of the sent message. It implies the South Australian council and the citizens understand the implications of accidents and underfunding respectively. Persuasion strategy, therefore, assists in examining and reporting on the outcome of the... Public relations and media here mean convincing the masses on the benefits of accepting the funding of 142 black spot projects instead of criticizing 50 not underfunded. Fifth step under the persuasion theories is the retention of the information transmitted for future use and reference. In propaganda, a concept of public relations, it is paramount to remind the people constantly on the import of the previous message. For example, addressing the issue of underfunding by the council should take place consistently it is raised by the Freedom of Information Laws and NGOs. This will guard against losing a vote of no confidence against the government Introduction of theories in public relations is to restore mutual relationships. For example, South Australian government through its council is bound by moral principle to explain reasons for underfunding 50 black spot projects. Under the principle, other objectives include organization and explanation to assure the public on road safety. Next is prediction of the decision especially the causes and effects of funding 145 black spot projects and leaving 50 others. instilling relationship management theory in public relations (Doug et al 2009, p.204). Public relations have two forms of publics namely internal and external. For instance, in external, regulatory agencies of the government such as South Australian council has no relationship with other organizations. It, therefore, means media, motorists and community members are not permitted to receive information affecting their interests. Alternatively, internal publics have the same institutional identity and they include employees, management and investors.

Othello, the Moore of Venice Essay Example | Topics and Well Written Essays - 500 words

Othello, the Moore of Venice - Essay Example He is portrayed to be physically strong and admired by the people who know him. He is considered to be an asset for the government of Venice and he is important for the Duke as well as the other senior members. On the other hand, Roderigo is highlighted to be very weak and is dependent upon others for his decisions. He is rich but is not as strong as Othello by any means. Thus, Othello and Roderigo strike a balance in the play where Othello portrays strength and Roderigo portrays weakness. Othello is a very brave soldier and his suggestions and recommendations are given importance by the senators and the Duke of Venice. He is a man who is loved for his strength and determination. He holds the strong position of the general of the armies of Venice and has authority to promote people. Othello marries the woman he loves, Desdemona secretly. He explains that Desdemona chose to marry him after listening to the story of his achievements and attainments in his life. It is seen that Desdemona loves Othello for what he is and she chooses to stand by him. The accomplishments of Othello are so impressive that when the Duke listens to the story of Othello that he told Desdemona, he is compelled to say, â€Å"I think this tale would win my daughter too.† Thus, the life of Othello displays strength and his character is the most noticeable character of the play. Roderigo is a rich man who lives in Venice. He is a weak man who does not have his own decisions and judgments. He rather relies on deceitful people like Iago for support and help. Roderigo loves Desdemona but does not approach her through the right means. He rather pays Iago to assist him in marrying her. This can be seen as a step that displays his weakness. He cannot express his love for Desdemona by himself and win her love by his qualities. He is disappointed when he learns of the marriage between Othello and Desdemona. Despite of their marriage, he