...ZUBER AND BLAIR, JJ.A. 16TH FEBRUARY 1979. Contracts -- Infants -- Contract of service -- Hockey playing contract whereby infant bound to play for particular team and to pay portion of earnings in early years as professional -- Whether enforceable. T, a hockey player of exceptional ability, then aged 17, entered into a contract with the plaintiff, an amateur hockey club, whereby T agreed to play hockey only for the plaintiff for a period of three or, at the plaintiff's option, four years for minimal remuneration and to pay to the plaintiff 20% of his earnings during his first three years as a professional hockey player. The contract contained other terms highly favourable to the plaintiff including the right to assign the contract or to terminate it at any time, in effect, at the plaintiff's discretion. On attaining the age of 18, T repudiated the agreement and entered into an agreement with H Inc., a professional hockey club, part of the World Hockey Association. An action for damages against T for breach of the contract and against T's agent and the WHA for conspiracy to bring about the breach of contract was dismissed on the ground that the contract, not being on the whole beneficial to T, was voidable at his option. On appeal by the plaintiff to the Ontario Court of Appeal, held, Zuber, J.A., dissenting, the appeal should be dismissed. A contract of service is only enforceable against an infant if it was for his benefit...
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...was set up for the purpose of financing, facilitating and promoting foreign trade in Bangladesh and also to provide financial assistance to exporters and importers and for functioning as the principal financial institution for coordinating the working of institutions engaged in financing export and import of goods and services with a view to promoting the country’s international trade. It has a high-powered Board of Directors comprising: A Deputy Governor of Reserve Bank of Bangladesh, Chairmen of IDBI, ECGC, Representatives of the Ministries of Finance, Commerce, Industry, External Affairs and Planning, Chairmen of scheduled banks and professionals from trade and industry. Over the years, Southeast Bank has developed 35 lending programmes covering all stages of the export cycle namely Import of Technology, Export Product Development, Export Production, Export Marketing , Pre-shipment, Post-shipment, Investment Abroad Financial Highlights | |2000-01 |2001-02 |2002-03 |2003-04 |2004-05 | |Paid up Capital |549.99 |649.99 |649.99 |649.99 |849.99 | |Reserves |1,066.38 |1,202.64 |1,317.09 |1,493.30 |1,662.50 | |Net Profit |154.14 |171.16 |206.60 |229.23 |257.91 | |Dividend |38.00 |42...
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...of Minnesota that had 34,570 students in 2008. The Minneapolis school leadership had set the rules and members in order to implement the new teacher contract. The executive leadership team comprised of executive directors from the various district departments, such as academic fairs affairs, operating, finance, human resource, and internal and external support. The executive team members were Johnson as chief academic affairs officer, Steve Lis as chief operating officer, Peggy Ingison as chief finance officer, Birch Jones as chief of staff, Eleanor Coleman as chief of support, Pratt Cook as chief human resource officer, and Dr. Bill Green who was the leader of the team and MPS superintend. The Key agents of the new teacher contract process are Pratt and Green who have been great in their roles as champions of this process. They have been the energy force that has led to successful change leadership. The teachers union played a key role in developing programs that new teachers contract is one of them to support new teachers. It is important to underscore the strong role of the teachers union in shaping professional development policy and practice in the district. The Minneapolis Federation of Teachers (MFT) originated, shaped, and supports many of the district’s innovative professional development strategies. MFT is...
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...Concepts has successfully worked with every major agency in the federal government, dozens of state and local government offices, numerous associations and non-profit organizations, and hundreds of large and mid-sized corporations throughout the country. Management Concepts is a custom learning and development firm that employs subject matter experts in an array of business related fields. These subject matter experts provide specialized and first-hand knowledge in a number of courses and trainings offered to professional learners at the convenience of their office or a MC training center. Courses offered range from Acquisition & Contracting, Leadership, Management & Professional Skills, Learning Program Services and Project Management to name a few. (Management Concepts, 2012) Another offering Management Concepts provides is ten certificate programs. Certificate programs “are designed to help professionals develop the comprehensive knowledge and skills needed for highly competent performance and long-term success in their field.” (Management Concepts, 2012) Certificates earned may also be used to meet requirements of other certifying bodies. Management Concepts provides professional services as well. These services include, but are not limited...
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...K-BOSSS and the Contract Management Officer for the Area Support Group (ASG-KU). Responsible for USARCENT theater logistical contracts supporting one Security Force (SECFOR) Battalion, one Base Support Battalion, eight Functional Detachments, to include the garrison functional services throughout the four Army Base Camps in Kuwait. Responsible for the oversight and management of the 32 reoccurring reachback contracts executed by the Army Contract Command, Rock Island. Served as the action officer in the requirements development and Quality Control/Quality Assurance (QA/QC) for K-BOSSS projects and contracts budgeted at $2.78B dollars. Responsible for the morale, health, training, and welfare of three officers and...
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...4456-04 January 2004 Global Outsourcing of Professional Services Satwik Seshasai and Amar Gupta © 2004 by Satwik Seshasai and Amar Gupta. All rights reserved. Short sections of text, not to exceed two paragraphs, may be quoted without explicit permission, provided that full credit including © notice is given to the source. This paper also can be downloaded without charge from the Social Science Research Network Electronic Paper Collection: http://ssrn.com/abstract=486128 Global Outsourcing of Professional Services Satwik Seshasai and Amar Gupta Massachusetts Institute of Technology Email: satwik@mit.edu and agupta@mit.edu As a growing number of firms outsource more of their professional services across geographic and temporal boundaries, one is faced with a corresponding need to examine the long-term ramifications on business and society. Some persons are convinced that cost considerations should reign as the predominant decision-making factor; others argue that outsourcing means permanent job loss; and still others believe outsourcing makes US goods and services more competitive in the global marketplace. We assert that if outsourcing options need to be analyzed in detail with critical objectivity in order to derive benefits for the concerned constituencies. INTRODUCTION With a growing labor market abroad and a challenging economic situation at home, large and small firms are making the push to outsource professional services to highly skilled personnel in less...
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...BSHS 312 Historical Development of Human Services Week 1 to 5 Purchase here http://chosecourses.com/BSHS%20312/bshs-312-historical-development-of-human-services-week-1-to-5 Product Description BSHS 312 (Historical Developments of Human Services) Week 1 BSHS 312 Week 1 Discussion Question # 1 Why is it important for human services workers, and the professionals they assist, to have a theoretical framework for helping and creating change? BSHS 312 Week 1 Discussion Question # 2 How might transference and counter-transference issues manifest themselves in your work with participants? How about unconscious defenses? Week 1 Assignment: Learning Team Charter Team “D” Week 2 BSHS 312 Week 2 Discussion Question # 1 Do you think that a therapist should be an active participant in the treatment of his or her clients? Why or why not? BSHS 312 Week 2 Discussion Question # 2 What is the difference between positive and negative reinforcement? In your opinion, is either effective? Why or why not? Week 2 Assignments: Annotated Bibliography- Stages of Change Model Self-Management Behavior Contract: To Lose weight and lower my BMI (1450+ Words) Week 3 BSHS 312 Week 3 Discussion Question # 1 Do you agree with the necessity for autonomy as defined by the cognitive theorists? Why? BSHS 312 Week 3 Discussion Question # 2 What kinds of all-or-nothing thinking have you detected in yourself? How will you stop it? Week...
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...NM3272 CH3020 NMM108 Student Mentor’s Name | | Supervising Mentor’s Name | | Date Commenced | | Date Completed | | Overall Portfolio Result | Pass Fail | This portfolio is the compulsory part of your module and must be submitted alongside your final written summative assignment Please refer to your module handbook for details of where to submit this portfolio with your final assignment. Contents Overall Assessment of Achievement 3 Portfolio Instructions & Your Responsibility 4 Guidance for the Supervising Mentor 6 Who can be your learner during the mentorship course? 7 Key meetings and activities with your Learner 8 Record of your initial meeting with Supervising Mentor 9 Learning Contract 10 Assessment of the eight domains of mentorship 11 1 - Establish effective working relationships 12 2 - Facilitation of learning 13 3 - Assessment and accountability 14 4 - Evaluation of learning 16 5 - Creating an environment for learning 17 6 - Context of practice 19 7 - Evidence-based practice 20 8 - Leadership 21 Record of progress meetings 23 Record of final meeting 24 Future developmental Action Plan 25 Acknowledgements This portfolio was developed by the Supporting and Assessing Learning in Practice Settings module team at City University London, with the kind help of practice facilitators who are the members of the Mentorship Programme Board. The table of key meetings and activities (page 7) is adapted from ‘A...
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...Universiti Tunku Abdul Rahman UCCD 2003 Object Oriented System Analysis and Design Faculty Information Communication and Technology Group Assignment Title: Professional Temporary Staff Hiring System Student Name | Student ID | Student Course | Chong Shan Yan | 1103129 | IA | Loh Wei Lun | 1103625 | IA | Tan Rong Pin | 1004353 | IA | Done for: Mr. Koon Kim Peh 1.0 Executive Summary As in today’s world, there is a lot of organizations are hiring skilled and professional technical employees for a short period.These employees are in temporary basis to work for special projects and to assist with their technical skill.Therefore a report discussed on the proposal about the Professional Temporary Staff Hiring System is developed for the Professional and Scientific Staff Management (PSSM), a temporary staffing agency. What the system can do is matching contract number, review the terms and conditions of the contract,checks the validity of the contract, searches for available professional and scientific staff in the database, change the status of the individual in the database, and generating bills.The main purpose of this report is to demonstrate on how is the system developed following the software methodology approach with the aids of UML diagrams to design the system structural design, gantt chart to show the process of work and a sample model of the system. 2.0 System Request 3.1 Project Sponsor Tan Sri Dato' Seri Vincent Tan Chee Yioun(Chief...
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...Career Management and Development for Research Faculty Good Practice Guidelines for Research Faculty As well as the support you should receive from your principal investigator and the University to help you with your career development, you have an integral role in managing your own career. There are many ways you can develop and effectively manage your career while working at the University. What You Should Do To Manage and Develop Your Career: [ ] Think ahead ! You need to start thinking about the next step in your career as soon as possible and at least six months before the end of your contract. You also need to think about how your next step fits in to your overall career plan Decide if you want your next career step to be academia or elsewhere To help you do this: - talk to your supervisor about ways of continuing working in the School/Unit, if that's what you want to do e.g. who the relevant funding bodies are etc. look at the internet sites of funding councils for possible sources of funding - ask your supervisor, your peers or the careers service to help you identify the skills that you are developing as a researcher. Once you know what you can offer you are in a better position to start identifying possible employers - talk to your supervisor about your goals. Involve him / her in helping you to achieve them wherever possible - find out if there is a School/Unit research faculty contact, or another member of staff you can talk to, if you are unhappy about talking to...
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...Developing Yourself as an Effective Human Resources or Learning and Development Practitioner Activity 1 * briefly summarise the CIPD Profession Map (i.e. the 2 core professional areas, the specialist professional areas, the bands and the behaviours) The CIPD HR Profession Map has been developed with the help of HR professionals around the world. Many organisations use the CIPD profession map to measure their HR capability, address areas for development, and to develop their employees within HR. The HR profession map is made up of ten professional areas, eight behaviours and four bands of professional competence (Bands and transitions.) The Professional areas describe the activities you need to undertake and what you need to know for each of the 10 professional areas at each band level (Levels 1 – 4.) There are two core professional areas; Leading HR, and Insights, Strategy and Solutions. The core areas are applicable to all HR professionals, even those just beginning of their HR careers. There are 8 further Specialist professional areas: Employee Relations, Service delivery and information, Organisation Design, Organisation Development, Resourcing and Talent Planning, Learning & Development, Performance and reward, Employee Engagement and Employee relations. The behaviours describe the 8 key behaviours each HR professional needs to be successful within their role. Each behaviour is described across each of the band levels. The eight behaviours are; Role...
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...case of Toronto Marlboro Major Junior "A" Hockey Club et al. v. Tonelli et al. to “test” the minors contract were as follows: I ask whether a prudent and informed parent of a 17-year-old young man who wished to become a professional hockey player, having in mind the realities of the world around him, would approve of this contract. I believe he would. It is true that the contract in this case could have been more beneficial to the infant and the scale could have been tipped more in favour of the infant but that is of little import. It also may not be desirable that member teams of the O.H.A. Major Junior League should occupy such a preferred position as vehicles of entry to the ranks of professional hockey but that too is of little import. It was this specific contract that was available to the infant in this case. The choice was to accept it or go elsewhere and that fact must be given appropriate weight. I do not believe that it could be realistically said that it would have been in the best interest of Tonelli to go elsewhere. The dissent by Mr Justice Zuber; who felt the defendant had breached his contract, based his decision on this critical question; In September of 1974, was it in the beneficial interest of the 17- year-old John Tonelli to enter into this agreement with the Toronto Marlboros? Zuber came to the conclusion that this young man wished to be a professional hockey player and even though he had before him the opportunity of binding himself to a fairly long...
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...Resource Management brings organizations and people together so that the goals of each are met. The nature of HRM includes: 1. Broader function: HRM is a comprehensive function because it is about managing people in the organisation. It covers all types of people in the organisation from workers till the top level management. 2. People Oriented: Human resource is the core of all the processes of human resource management. So HRM is the process which brings people and organizations together so that their goals can be achieved. 3. Action Oriented: Human resource management believes in taking actions in order to achieve individual and organizational goals rather than just keeping records and procedures. 4. Development Oriented: Development of employees is an essential function of human resource management in order to get maximum satisfaction from their work so that they give their best to the organization. 5. Continuous function: As human resource is a living factor among all factors of production therefore it requires continuous improvement and innovations in order to get excellence. So it requires a constant alertness and awareness of human relations and there importance in every day to day operations. 6. Future Oriented: HRM is very important activity which helps organization to achieve its objectives in future by providing well motivated and competent employees. The differences between personnel...
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...Chapter 1 Introduction to Professional Billing and Coding Careers MULTIPLE CHOICE 1. The percentage of all healthcare providers who are physicians and nurses is: a. 25%. b. 40%. c. 50%. d. 60%. Answer: b EMPLOYMENT DEMAND 2. The percentage of all healthcare providers who are allied health professionals is: a. 25%. b. 40%. c. 50%. d. 60%. Answer: d EMPLOYMENT DEMAND 3. The increased demand for medical billers, medical office assistants, and medical coders can be attributed to: a. the growth of managed care. b. physician practices having more responsibility for filing claims. c. the need for additional staff to file claims and work to obtain timely payment. d. all of the above. Answer: d EMPLOYMENT DEMAND 4. All of the following changes were a result of managed care EXCEPT: a. physicians having to wait 30 days or longer for payment. b. physicians having more responsibility for filing claims. c. patients having to pay for services when rendered. d. physicians having to add to their staff. Answer: c EMPLOYMENT DEMAND 5. Before the 1970s, a physician’s practice would grow based on: a. advertising and referrals. b. managed care contracts. c. consultations. d. hospital affiliations. Answer: a EMPLOYMENT DEMAND 6. Before the 1970s, a solo practice included all of the following staff members EXCEPT: a. physician. b. nurse. c. certified medical biller. d. receptionist. Answer: c EMPLOYMENT DEMAND 7. Managed care is...
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...Skilled and dedicated executive offering an impressive 17-year leadership background in national and international markets with an exceptional understanding of international sales strategies and cross-cultural environments. Provide comprehensive direction and solutions. Fluent in French, German and Japanese. Areas of Expertise Sales Operations Management International Account Development OEM & Business Partner Relationships Market Research & Feasibility Studies Total Quality Management Procedures Staff Leadership & Team Development PROFESSIONAL EXPERIENCE Executive Vice President; National & International Sales ABC, Inc., Any City, State May 2005 – Present Guide corporate strategies for the development and implementation of infrastructures in sales, marketing, research & development, engineering, manufacturing, finance, and administration. Developed sales/marketing plan in support of investor management of a $10MM sales objective. Increased annual sales revenue by $5MM within 17 months by establishing OEM and international distribution channels. Maximized profits through efficient vendor negotiations and contracts, and the identification and reduction of gratuitous cost factors. Company is currently recognized as #1 in the Industry, from a previous 24th position. Vice President of Sales & Marketing DEF Corporation, Any City, State February 2003 – April 2005 Brought on board to rescue failing sales, rejuvenate ineffective marketing programs, and resolve international logistics and...
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