I Give You a Word free essay sample

I grew up knowing that calligraphy is a sacred art. I knew that the Chinese love their words, their elegant black-inked characters sweeping across silken scrolls with swirling lines. My parents made sure I learned my Chinese poetry and proverbs, dignified little armies of words skinned to the bone but drenched in meaning until one could not add or remove a word without destroying the whole thing. My great uncle was a famous calligrapher from Taiwan. Long before I was born, he gave my father a scroll with the Chinese character â€Å"patience.† As he presented it, he said to my father, â€Å"I give you a word.† When I was young, my father told me this story to explain how that great word â€Å"patience,† with its black fins of ink on white paper trimmed with gold, ended up in his study. He explained how it serves as a constant reminder to control his temper with its imposing but calming presence. We will write a custom essay sample on I Give You a Word or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page As a child, I marveled at how grave and serious it all sounded to give people words. Years later, at a conference for high-school newspapers, I attended a session called â€Å"There’s a World in a Word.† As an activity, the speaker asked us to begin with a word, brainstorm words that we first thought of when we heard it, and continue until we had a web of words. We discussed the wealth of implications and possibilities that a single word can embody, almost as if there’s a world in a word. I returned from this conference thinking deeply about words. I thought about people like my great uncle giving others words and how the Chinese feel that a word is so valuable that you could even give it to someone. I started perceiving words as the Chinese perceive theirs: as little cosmos invested in a few marks on a page, meaningless until they are given meaning. Since then, whenever I have been struck with an incredible burst of inspiration and have sat down to feverishly channel the revelation into a poem, I find myself seeing those worlds in the words I am writing. I have come to think of my poetry as an attempt to give people words, to show and share with them the worlds I see.

General Winfield Scott in the Mexican-American War

General Winfield Scott in the Mexican-American War Winfield Scott was born on June 13, 1786, near Petersburg, VA. The son of American Revolution veteran William Scott and Ann Mason, he was raised at the familys plantation, Laurel Branch. Educated by a mixture of local schools and tutors, Scott lost his father in 1791 when he was six and his mother eleven years later. Leaving home in 1805, he commenced classes at the College of William Mary with the goal of becoming a lawyer. Unhappy Lawyer Departing school, Scott elected to read law with prominent attorney David Robinson. Completing his legal studies, he was admitted to the bar in 1806, but soon tired of his chosen profession. The following year, Scott gained his first military experience when he served as a corporal of cavalry with a Virginia militia unit in the wake of the Chesapeake-Leopard Affair. Patrolling near Norfolk, his men captured eight British sailors who had landed with the goal of purchasing supplies for their ship. Later that year, Scott attempted to open a law office in South Carolina but was prevented from doing so by the states residency requirements.   Returning to Virginia, Scott resumed practicing law in Petersburg but also began investigating pursuing a military career. This came to fruition in May 1808 when he received a commission as a captain in the US Army. Assigned to the Light Artillery, Scott was posted to New Orleans where he served under the corrupt Brigadier General James Wilkinson. In 1810, Scott was court-martialed for indiscreet remarks he made about Wilkinson and suspended for a year. During this time, he also fought a duel with a friend of Wilkinson, Dr. William Upshaw, and received a slight wound in the head. Resuming his law practice during his suspension, Scotts partner Benjamin Watkins Leigh convinced him to remain in the service. War of 1812 Called back to active duty in 1811, Scott traveled south as an aide to Brigadier General Wade Hampton and served in Baton Rouge and New Orleans. He remained with Hampton into 1812 and that June learned that war had been declared with Britain. As part of the wartime expansion of the army, Scott was promoted directly to lieutenant colonel and assigned to the 2nd Artillery at Philadelphia. Learning that Major General Stephen van Rensselaer was intending to invade Canada, Scott petitioned his commanding officer to take part of the regiment north to join in the effort. This request was granted and Scotts small unit reached the front on October 4, 1812 Having joined Rensselaers command, Scott took part in the Battle of Queenston Heights on October 13. Captured at the battles conclusion, Scott was placed on a cartel-ship for Boston. During the voyage, he defended several Irish-American prisoners of war when the British attempted to single them out as traitors. Exchanged in January 1813, Scott was promoted to colonel that May and played a key role in the capture of Fort George. Remaining at the front, he was brevetted to brigadier general in March 1814. Making a Name In the wake of numerous embarrassing performances, Secretary of War John Armstrong made several command changes for the 1814 campaign. Serving under Major General Jacob Brown, Scott relentlessly trained his First Brigade using the 1791 Drill Manual from the French Revolutionary Army and improving camp conditions. Leading his brigade into the field, he decisively won the Battle of Chippawa on July 5 and showed that well-trained American troops could defeat British regulars. Scott continued with Browns campaign until sustaining a severe wound in the shoulder at the Battle of Lundys Lane on July 25. Having earned the nickname Old Fuss and Feathers for his insistence on military appearance, Scott did not see further action. Ascent to Command Recovering from his wound, Scott emerged from the war as one of the US Armys most capable officers. Retained as a permanent brigadier general (with brevet to major general), Scott secured a three-year leave of absence and traveled to Europe. During his time abroad, Scott met with many influential people including the Marquis de Lafayette. Returning home in 1816, he married Maria Mayo in Richmond, VA the following year. After moving through several peacetime commands, Scott returned to prominence in mid-1831 when President Andrew Jackson dispatched him west to aid in the Black Hawk War. Departing Buffalo, Scott led a relief column which was nearly incapacitated by cholera by the time it reached Chicago. Arriving too late to assist in the fighting, Scott played a key role in negotiating the peace. Returning to his home in New York, he was soon sent to Charleston to oversee US forces during the Nullification Crisis. Maintaining order, Scott helped to diffuse the tensions in the city and used his men to aid in extinguishing a major fire. Three years later, he was one of several general officers who oversaw operations during the Second Seminole War in Florida. In 1838, Scott was ordered to oversee the removal of the Cherokee nation from lands in the Southeast to present-day Oklahoma. While troubled about the justice of the removal, he conducted the operation efficiently and compassionately until being ordered north to aid in resolving border disputes with Canada. This saw Scott ease tensions between Maine and New Brunswick during the undeclared Aroostook War. In 1841, with the death of Major General Alexander Macomb, Scott was promoted to major general and made general-in-chief of the US Army. In this position, Scott oversaw the operations of the army as it defended the frontiers of a growing nation. Mexican-American War With the outbreak of the Mexican-American War in 1846, American forces under Major General Zachary Taylor won several battles in northeastern Mexico. Rather than reinforce Taylor, President James K. Polk ordered Scott to take an army south by sea, capture Vera Cruz, and march on Mexico City. Working with Commodores David Connor and Matthew C. Perry, Scott conducted the US Armys first major amphibious landing at Collado Beach in March 1847. Marching on Vera Cruz with 12,000 men, Scott took the city following  a twenty-day siege  after forcing Brigadier General Juan Morales to surrender. Turning his attention inland, Scott departed Vera Cruz with 8,500 men. Encountering the larger army of General Antonio Là ³pez de Santa Anna at Cerro Gordo, Scott won a stunning victory after one of his young engineers, Captain Robert E. Lee, discovered a trail that allowed his troops to flank the Mexican position. Pressing on, his army won victories at Contreras and Churubusco on August 20, before capturing the mills at Molino del Rey on September 8. Having reached the edge of Mexico City, Scott assaulted its defenses on September 12 when troops attacked Chapultepec Castle. Securing the castle, American forces forced their way into the city, overwhelming the Mexican defenders. In one of the most stunning campaigns in American history, Scott had landed on a hostile shore, won six battles against a larger army, and captured the enemys capital. Upon learning of Scotts feat, the Duke of Wellington referred to the American as the greatest living general. Occupying the city, Scott ruled in an evenhanded manner and was much esteemed by the defeated Mexicans. Later Years Civil War Returning home, Scott remained general-in-chief. In 1852, he was nominated for the presidency on the Whig ticket. Running against Franklin Pierce, Scotts anti-slavery beliefs hurt his support in the South while the partys pro-slavery plank damaged support in the North. As a result, Scott was badly defeated, winning only four states. Returning to his military role, he was given a special brevet to lieutenant general by Congress, becoming the first since George Washington to hold the rank. With the election of President Abraham Lincoln in 1860 and the beginning of the Civil War, Scott was tasked with assembling an army to defeat the new Confederacy. He initially offered command of this force to Lee. His former comrade declined on April 18 when it became clear that Virginia was going to leave the Union. Though a Virginian himself, Scott never wavered in his loyalties. With Lees refusal, Scott gave command of the Union Army to Brigadier General Irvin McDowell who was defeated at the First Battle of Bull Run on July 21. While many believed the war would be brief, it had been clear to Scott that it would be a protracted affair. As a result, he devised a long-term plan calling for a blockade of the Confederate coast coupled with the capture of the Mississippi River and key cities such as Atlanta. Dubbed the Anaconda Plan, it was widely derided by the Northern press. Old, overweight, and suffering from rheumatism, Scott was pressured to resign. Departing the US Army on November 1, the command was transferred to Major General George B. McClellan. Retiring Scott died at West Point on May 29, 1866. Despite the criticism it received, his Anaconda Plan ultimately proved to be the roadmap to victory for the Union. A veteran of fifty-three years, Scott was one of the greatest commanders in American history.

Strategy and Change Management Case Study Example | Topics and Well Written Essays - 3000 words

Strategy and Change Management - Case Study Example This paper will focus and look into SWOT (Strengths, Weaknesses, Opportunities and Threats) analysis with regards to Human Resource Management of Sony Ericsson in penetrating and merging different personnel in forming the venture that set a new trend to mobile phone industry in the world. When Sony and Telefonaktiebolaget LM Ericsson have made ties in 2001, to produce cellular phones, there were a lot of tremendous changes that transpired between these companies that are now one. Though these companies have their similarities in terms of products they produce, Erricson is limited in producing telecommunication devices while Sony produces a wide array of appliances and electronic gadgets. Upon analyzing the nature of the products these two produces, one might say that there are also differences in the number of employees and the management of staff these companies have. devices and appliance. If we are to deal with the kind of manpower of these two, Erricsson has a more complicated and specialized staff because it deals with a particular product. In this case, one might conclude that detailed manpower specializing in every spare part and division is evident in the rank and file of this company. On the other hand, due to the fact that Sony produces several appliances, it has a complex staff because it deals with the general structure of the appliances that they produce does have similarities with several brands of appliance and in this case, they also employ people with general knowledge and does not require specialization since the production of the company deals with general application of appliances that are being produced since the make-up of these products are similar with other appliance products. When these companies ventured into one, there are changes that have been made. In this case, such changes include changes in strategy and approach of Human Resource Management. If there is indeed a change for Human Resource Management, therefore, the perfect pendulum of such a change is the SWOT analysis to test whether the changes in Human Resource Management is in accordance and jive with the vision of the company. In this particular case, this study will look into four key aspects of this kind of analysis. This would ensure whether the said move of these ventures with regards to its Human Resource Management Schemes would be an effective move if we are to deal with the effectiveness and welfare of the Human Resource in the company. Strategy and Change Management: Assessment 3 Company and Management Background of Sonny and Ericsson as separate entities Ericsson is a well-known company specializing in manufacturing mobile phones. The company enriched and employs people who are specializing in cellular phone technology as well as semi-conductor. In this case, the company is particular to the Human Resources which specialize in a certain field with certainly, a particular need. The website of the company ericsson.com (2007) described the company as "Ericsson is a world-leading provider of telecommunications equipment and related services to mobile and fixed network operators globally. Over 1,000 networks in 140 countries

Unit 3 Case Mangaement Discussion Research Paper

Unit 3 Case Mangaement Discussion - Research Paper Example However such boundaries should not isolate or alienate the client, instead they should seek to foster a relationship based on mutual respect (Summers, 2011). Professional boundaries are an exemplary illustration of limits set primarily to protect clients. These boundaries place emphasis on case manager-client privilege protection, thus preventing the CM service provider from revealing confidential information about the client. Additionally, professional boundaries demarcate the extent of the relationship between a service provider and the client (Summers, 2011). Transference may occur when a client asks the service provider to interact with him/her socially beyond the professional environment. This occurs if the case manager reminds the client of someone special in their life. For instance, a depressed widow may get attracted to a male grief counsellor, especially if the latter has distinctive features reminding her of her late husband (Summers, 2011). A case manager of utmost competence must learn to accept transference when it occurs. This is because transference is neither good nor bad, since it is inevitable in CM relationships. Acceptance, however, does not imply that a case manager should submit to the client’s negative or positive feelings. Instead, a CM manager should strive to maintain professional boundaries (Summers,

Budget Measures Essay Example | Topics and Well Written Essays - 1500 words

Budget Measures - Essay Example A relaxing environment contributes to the well-being of a patient. Food - An External Caterer seemed to be a wiser alternative compared to an internal facility. An internal facility seemed too luxurious and could probably promote patients not eating on time. Aside from being less expensive, an external caterer would make the dining area more spacious. A larger eating area can house more patients so that they could eat together and thus promote interaction among one another. In the case of patients getting hungry between meals, the center still offers a facility for cooking light refreshments. Medication - Although much expensive, an Automatic Dispenser is more accurate. With the automatic dispenser residents can be traced they have indeed obtained their required medicine. And since they are the only ones who know their individual codes it is easy to check if they have complied with specific dosage regimen. Recreation - I checked Recreation Area, Library, and the TV Room. Recreation is essential to one's recovery from illness and trauma. The sports area will provide effective wellness and fitness programs for the residents. The upgraded amenities offered by the Library will be for leisure and also for learning process. A TV Room would be great for entertainment. These facilities will provide the patient with a "sound mind, sound body." I left out the Transportation because the residents wouldn't always be going out for a leisure trip and the two new vans can only accommodate 30 passengers and 12 wheelchairs. Perhaps renting transportation for occasional trips is wiser. Communication - I chose Dedicated Telephone over Internet Access because internet access is very expensive. If residents need internet services, they can access the web in the library. In addition, communication over the telephone is much clearer as compared to the internet Miscellaneous - I chose to install an Audio System because soothing music is proven to contribute to the wellbeing of persons in any environment especially in a health care facility. Improving the Interior Decoration will encourage the resident to stay outside the room and mingle with other residents. Social interaction is proven advantageous. But I left out Furnishing because it is unwise. Perhaps it is more appropriate for particular residents to furnish their individual rooms at their additional expense. My decision for the accommodation proved to be a good one as it caters the need of a larger part of the private payer population. The $3.3 million was wisely utilized for the expansion plan. With concerns to food, external catering was not a good decision. I guess I failed to consider the preference of the age group to flexible dining time especially when their families come to visit them. Medication through an automatic dispenser was also not a good decision. I should have researched more about it before preferring it over Common Inventory. Also it was unwise not to purchase new vans as these vans are aimed to provide the patients comfort while traveling. Anyway, I was right not opting to provide each room with a computer. The evaluation said that it was also a good idea to repaint the walls and provide the rooms and the corridors with paintings. I was also correct on deciding not to purchase new furnishings because it was very expensive and unnecessary.

Outsourcing Voice-based Processes in Bangalore

Outsourcing Voice-based Processes in Bangalore Economists study the ways people earn a living and provide for their material needs. They study how people behave as a result of a change in price, income, or other variables. Many are employed in business and industry but there are many different areas of economics that economists specialize in. Industrial economists study many different forms of business organization. They study the production costs, markets, and investment problems. Agricultural economists study farm management and crop production. Labor economists study wages and hours of labor, labor unions, and government labor polices. Other fields of economics include taxes, banking, international trade, economic theory, and comparative economic systems. Some economists specialize in inflation, depression, employment, unemployment, and tariff polices. Others specialize in investments, the utilization of manpower, business cycles, and the development of natural resources. Societies are interested in economists conclusions beca use they keep us up to date with how the market economy is holding itself up. They give us information on how our wages will be affected, how prices on goods will alter, and how demand on products will go up because of certain decisions we make. Outsourcing has become particularly common in the information technology industry. Highly skilled positions that were once thought secure are now regularly finding their way overseas to places like India and China. Big corporations claim that there are not enough properly trained and educated workers in the United States. Labor advocates say it is all because a computer programmer, in say India, commands perhaps a third of the salary of his American counterpart. While the international human rights advocate sees the outsourcing process as a necessary step in the development of the developing world; a weapon in the fight against poverty and parochial prejudice. Still more interesting, is the argument that outsourcing is an unavoidable consequ ence of the dot.com collapse. It is as if the supporters of this theory purport that this stock market disaster was proof positive that American companies simply cant compete with American labor and much more significantly with American wages and prices. A leader in the outsourcing rush has been IBM. As one of the worlds leading information technology companies, it employs hundreds of thousands of people across the globe, and sets standards that others are bound to follow. IBMs stance on the issue is especially significant given the industrys dominance by only a very small number of large corporations: IBM, Microsoft, Hewlett Packard, and handful of others. Using IBM as our prime example, we will examine the industry itself, IBMs own corporate policies, and all of the various political and social arguments for and against the computer giants course of action. A perfect example of this situation can be gleaned from a quick look at the latest available figures on the IT industry; IBM dominates the market in the production and sale of mainframe computers. From 2002 to 2003, IBMs market share increased by ten percent, as compared to an industry-wide average increase of only five percent. With this increase, IBM now holds a solid 32% piece of the forty-six billion dollar global mainframe industry. Together, IBM and its three largest competitors HP, Sun, and Dell – control nearly seventy-three percent of this market. IBM is a world leader in other fields as well. It shares the top five spots in computer notebooks with HP, Dell, Toshiba, and Acer. IBM lags only two-tenths of a percentage point behind Hewlett Packard in terms of IT storage revenue; the two companies together managing a hefty fifty-one percent share of the entire storage market. As a leading IT player, IBM and its few leading competitors thus have almost a stranglehold on the global industry. As for IBMs operations, the company employed 319,273 employees around the world in 2003. Though founded and headquartered in the United States, IBM has a large number of international facilities and the number of staffers overseas is growing. Certainly, this is a very significant proportion of the computer giants American workforce. Yet, IBMs management justifies such drastic demographic changes by appealing to the humanitarian side of the globalization debate. Executives at I.B.M. and many other companies argue that creating more jobs in lower cost locations overseas keeps their industries competitive, holds costs down for American consumers, helps to develop poorer nations while supporting overall employment in the United States by improving productivity and the nations global reach. In the year 2000, a computer programmer in India was earning an average of from $4000 to $7000 a year in United States currency. In contrast, in 2001, the average salary for computer programmers in the United States and those only with a bachelors degree in computer Science was $43,828. For those with a masters degree, salary rose to $52,149, while $66,899 typical for those with a PhD. And each of these American computer programmer salaries, were first-year offers to recent graduates. The wages themselves brook no comparison. It is obviously vastly cheaper – by a factor of at least ten – to do the same work in India. Corporate executives and globally-minded humanitarians as well point to the large pool of highly-skilled, university-educated workers in many of todays developing countries. A survey by the National Opinion Research Center of the university of Chicago found that, not only did the number of IT degrees awarded drop by that alarming percentage over the period from 1998 to 2001, but for the first time in nearly a decade, the number of IT doctorates awarded in the United States dropped below 41,000. Meanwhile, the number of Computer PhDs produced by China, Russia, India, and other countries is increasing. Nor, is the situation helped by the fact that just as these foreign nations are investing heavily in their technology programs, the United States government is trimming down its budgets. This means both less money for government programs, and more pressure on already financially-strapped schools. At the same time, in 2001, more than forty percent of science and engineering doctorates awarded in the United States went to foreign studentsIn other words, the internationalization of the computer, and with it, the computer industry, can be seen as a way of bringing the peoples of the world closer together. Universal standards – computer platforms, languages, and so forth – can facilitate communication and build up economic relationships that can lead to greater understanding across cultural lines, and to a lessening of international and interethnic conflict. But the benefits of outsourcing should be much greater than that represented by a company introduces its product to other nations. IBM, and large corporations like it, inv ests in the infrastructures of many developing countries. IBM India has made a significant investment in that countrys infrastructure. One need only go to the companys web site to see how many different businesses it has established there, or partnered with in the Republic of India: an IBM Solution Partnership Centre in Bangalore, a Linux Solution Centre in Bangalore, an IBM Linux Competency Centre, also in Bangalore, Software Labs in Bangalore and Pune, a Research Laboratory, a Global e-business Software Centre in Gurgaon, and even a Manufacturing Facility in Pondicherry. While these facilities contribute to the growth of the Indian IT Industry, and help to foster manufacturing and intellectual activity, and provide good-paying jobs for thousands of people, the philanthropic goals behind these considerable investments in the Subcontinent are perhaps best expressed by IBM Indias own mission statement description of its activities. Chapter II: Literature review THE CONTEXT: OUTSOURCING VOICE-BASED PROCESSES IN BANGALORE Bangalore, with its temperate weather and good infrastructure, had currently established itself as a South Indian centre for IT and general enterprise method outsourcing in the1990s, before voice-based methods started to be outsourced in the form of call centres. Call hubs in India drop into two groups: captive call hubs are set up and run by the (usually) transnational company for demonstration General Electric, Microsoft, Dell, HSBC; and third-party call hubs are run by Indian businesses for a international purchaser – for demonstration, Norwich Union values a call centre run by an Indian business called 24/7. The third-party call centre can of course furthermore be run by an worldwide company – Accenture sprints several call hubs in India for international clients. Voice-based methods can comprise of mechanical support, clientele support and transactions for example protection assertions (mostly inbound calls), as well as outbound calls for example sales. Many of the se interactions can be distinuished as the high-volume, low-value, routinized end of call centre work which tends to be moved to India (Taylor and Bain, 2005: 270). Both captive and third-party call hubs use bureaus for example Excellence to handle their soft skills or non-product-related teaching, which normally encompasses clientele care abilities, and any thing seen as language-related. Excellence begun as a business in 1999 that managed teaching for health transcription. It increased very quickly and now has agencies in five foremost Indian cities. There are a number of competitor bureaus in Bangalore with alike histories. Excellences foremost purchasers are inclined to be high-profile transnationals with captive call centres. The customers of these call hubs are predominantly American, but some transnationals have British, Canadian and Australian customers as well. We will glimpse that this disperse of clientele inside the identical business is important in agree to training. T he enterprise connection between call hubs and supple abilities teaching bureaus is a volatile one. Typically a call centre will have checked out more than one such bureau, and experimented with conveying the supple abilities teaching in-house (often in the pattern of the agencys identical trainers) and then dispatching it out again. Partly this is because the call centre is unconvinced about the assistance of the teaching bureau, and partially it is about expense. However, three weeks at Excellence is not inevitably that exorbitant to the call centre, as trainees are not generally on full pay for this time span, after which they are certified. This means in effect that the Excellence teaching time span is part of the recruitment method, and certifying at Excellence is the status on which a trainee can contain up on his or her job offer. The certification method is elaborate: trainees are checked three times over the three week period. For each check they are noted and this notes is made accessible to their future call centre employer. The last around of checks may be came to by a agent of the employer. Thus Excellence supposess substantial significance for the trainee, but the note she or he obtains from the boss is that time expended there is a honeymoon period. In 2003, between 75,000 and 115,000 Indians were engaged in call hubs (Taylor and Bain 2005: 267). The usual employ is in his or her early 20s, and as expected to be male as female. The job does appeal older persons from a variety of occupations, for demonstration dentistry, or the inn commerce, because of the somewhat higher pay suggested by call centres. Most junior employees will have a tertiary requirement, but this is not advised so significant when they are chartered, as connection abilities, in India as in another location, are privileged by call hubs (Taylor and Bain, 2005: 275). The way that these new employees are recounted in the English dialect broadsheets for example Times of India or As ian Age is ambivalent. On the one hand they are the cooling new lifetime, symbolic of Indias financial development, who have work hard play hard ways of life and are financially independent. On the other hand they are cyber coolies who are not in a genuine job. According to Taylor and Bain (2005) the stresses of call centre work, for example holding calls inside goal times, are overstated in India. Night moves are considered as so awful for wellbeing and communal life6 that one will bear burnout after a greatest of two years. Conditions outcome in high grades of attrition which are a foremost anxiety for employers. Furthermore, the juvenile men and women that extend to work for call hubs can effortlessly defect to another, better-paying call centre as they gain experience. Recruitment bureaus, which are inclined to be in the local area run and in the local area staffed, are therefore under force to employ as numerous candidates as possible. Judging by anecdotes in the Western newspa pers of thousands of English-speaking graduates prepared to break up call centre occupations, this barely appears a large challenge. Yet is provide actually so large as we are directed to believe? The mark English-speaking is, of course, in the context of a multilingual homeland with a well-established L2 kind, highly complex. The image offered by the press supposess that a tertiary requirement is an sign of competence in English, as tertiary organisations are normally English-medium. Recruiting staff, although, are more expected to consider a (usually urban) English-medium lesser school learning (such as they themselves have had) as the only assurance of ample skill in English and an agree to adequately free of MTI (mother tongue influence). Undesirable MTI, for the recruiters as well as for Excellence managers and trainers, as a mark, variously mentions to pan-Indian agree to characteristics for example the need of a phonemic distinction between /v/ and /w/ and more expressly loca l features. The most of these persons, who Bansal (1990) would likely mark Type A speakers, and Kachru (1994) might mark educated, are expected to consider their own kind as free of MTI. Some fact of the recruitment method (in the Excellence recruitment department) displayed that skill in syntax was seldom prioritised over accent. When interrogated about their assortment, recruiters emphasised the pan-Indian or MTI characteristics, and some local characteristics were especially singled out, for demonstration Bengali /b/ for /v/ (where the recruiter was South Indian). Recruitment staff report that the pool of English-medium-educated school leavers has dehydrated up, particularly in Bangalore, and so they should employ amidst those who have been to a regional-medium lesser school. Probably a most of the trainees at Excellence had been to regional-medium lesser schools. Thus ridding trainees of MTI is ostensibly the foremost anxiety of employees at Excellence. Part of what I will be sp eaking to is how employees and trainees at Excellence reconcile themselves to an evidently unrealistic situation: trainees have to assure trainers, trainers have to assure managers, managers have to assure controllers, and controllers have to assure purchasers that change can be wrought in an unrealistically short three-week period. Recruits from a call centre purchaser are kept simultaneously in batches of round 20 for their three-week stint at Excellence. The batches are split up into categories as asserted by if the method they will be considering with is British or American. The most of batches are American, as Excellences enterprise was primarily and still is mainly American, as is most call centre enterprise in Bangalore and India generally. As documented previous, the call centre of a transnational company will often have both British and American customers. For numerous of the trainees, this is not their first supple abilities teaching stint at Excellence. Some have returned more than two times with each new call centre job, and are expected to have been taught for both American and British calls, possibly accounting for British customers often described know-how of talking to Americanized Indian agents. Excellence has a somewhat convoluted and complicated curriculum, contrasted to its competitor teaching businesses in Bangalore. There are not less than five subjects: Customer Care, Culture, Attitude, English, and Phonetics. Customer Care and Phonetics override the curriculum. A competitor that I travelled to suggested only these two topics, whereas in that business Phonetics was sent an account as Voice and Accent. Trainers as well as trainees at Excellence expressed anxieties that Excellences approach was too learned, and really, as we will glimpse, much of the Phonetics components utilised are learned in nature. English was vitally English dialect educating to a lesser school grade, which initiated resentment amidst trainees, who contended that they did not need this remedial teaching. Here, much more so than for agree to teaching, trainees were assertive about the adequacy of their English for the task. Attitude engaged some equitably benchmark enterprise motivational seminars, and Culture from my facts did really appear to comprise mostly of the sealed past notes and observing of lather operas described in the British and American press, whereas these categories tended to become highly personalised by the trainer and were often considered by trainees as some delightful time off. Culture categories have routinely captivated the vigilance of anthropologists, butmy prime anxiety here will be with Phonetics, as this is seen by all to be the locus of agree to training. In A.T. Kearneys annual review of peak bosses of Global 1000 businesses for 2004, it was declared that China and India competitor one another and are hard-hitting demanding the United States as the worlds most highly ranked place travelled to for foreign direct buying into (FDI). Chinas place as the worlds premier constructor and assembler has been well established for some years, but Indias emergence in the peak three is a new phenomenon. When peak bosses were inquired what types of undertakings they foreseen would be relocated to India, potential investors demonstrated programs development (IT), enterprise method outsourcing (ITES), and study and development. A clear characteristic of these undertakings is the focus on information power and dematerialized services production. A.T. Kearneys outcome about Indias enticements as a FDI place travelled to might appear unsurprising granted the fast development of its programs part over the past ten years and the expanding attractiveness of enterprise method outsourcing to India. The supposed risk to white-collar paid work in the United States impersonated by the development of the Indian IT and ITES part even boasted in the run-up to the 2004 presidential election. However, for scholars of worldwide enterprise in appearing markets, the development of Indias IT and ITES part is anomalous. Hitherto, developed development was considered to accelerate throug h phases amply following a discovering bend premier to expanding technological sophistication. Industrialization was vitally examined as a sequential method engaging the progressive household development of developed parts through a combine of government-orchestrated defence and inducements (Dicken 2003). As liberalization and world trade increased quickly in the 1960s, industrializing nations for example South Korea and Taiwan identified the advantages to be had from taking up an export-oriented principle stance as a way of getting away from the limits of a somewhat little household market (Gereffi and Wyman 1990; Rodrik 1997; Young 1994). When China started to liberalize starting in 1978, an export-oriented, outward-looking industrialization scheme was appearing as the superior orthodoxy encouraged by the worldwide economic organisations for example the World Bank and the Asian Development Bank and was grabbed by the Chinese authorities. The freshly industrialized finances (NIEs) of East and Southeast Asia vitally established themselves as the constructing positions of alternative by leveraging their primary relative benefit of a large and bargain work force through concentrated buying into in personal infrastructure (including trade items processing zones), a business-friendly buying into weather (including considerable economic and levy incentives), and the assurance of a tractable work force (Henley 2004). By 2005, China, a somewhat late starter, was no longer a marginal supplier. Now the third biggest swapping territory in the world after the United States and Germany, China performances a foremost function in working out the charges paid for numerous of the worlds constructed trade items (Kaplinsky 2001). India, by compare, has lagged in evolving its constructing exports. For household political causes mostly drawn from from the difficulties of neutralizing the vested concerns affiliated with the previous principle regime of developed defence and author ising, India did not start to gravely liberalize its finances until 1991. By evaluation with China, Indias merchandise trade amounted to less than 15 per hundred of Chinas trade in 2003 (World Bank 2004). Yet at the identical time, affray from Indias IT and ITES part supposedly intimidates white-collar paid work in the United States and the United Kingdom. Identified in this paper are several alterations in the international enterprise natural environment and improvement in data and communications technologies (ICTs) that have facilitated the outsourcing of programs output and, more lately, ITES. Indias emergence as a world foremost in the part is attributed to a paradox. While government principle after the 1960s boosted hefty buying into in technical and technology learning, developed principle disappointed personal buying into in constructing activities. Industrial stagnation, in turn, directed to important immigration of high-level manpower, particularly to the United States, an d diversion of entrepreneurial power into the programs services part in alignment to bypass the regulatory problem afflicting the constructing sector. The components that have facilitated the development and development of the IT and ITES part are identified. Analysis of the economic presentation of Indian-owned IT/ITES businesses discloses quickly expanding engrossment and considerably higher grades of profitability by evaluation with Indian constructing industry. Next, the appearing structure of the Indian IT/ITES part is analyzed, and a number of characteristics are distinguished. These encompass the altering function of foreign-owned captive and Indian-owned providers, and the constraints on development of the sector. Achieving service-provider integrity is pinpointed as the lone most significant component interpreting the pattern of development of the part in India. Finally, the motives behind the latest moves in the direction of outward FDI by the foremost Indian-owned program s and IT-enabled services providers in the context of the ongoing seek for service provider integrity are explained. The data utilised in this paper was assembled from fieldwork meetings with older bosses and government agents in the south Indian states of Andhra Pradesh (Hyderabad), Karnataka (Bangalore), Orissa (Bhubaneswar), Tamil Nadu (Chennai), and West Bengal (Kolkatta) in 2003 and 2004 as part of a broader study of FDI in India, searching to interpret the underperformance of India relation to China in appealing FDI. The sources of programs and IT-enabled services outsourcing A cursory written check of the GDP of all sophisticated finances discloses the well-established down turn in the assistance of constructing worth supplemented to GDP to round 25 per hundred and the increase of the services sectors assistance to GDP to between 70 and 75 per hundred of GDP. Even in constructing companies, worth supplement is progressively accomplished through knowledge-intensive undertaking s for example study and development (RD), trading, supply-chain administration, logistics, and customer-relationship administration, and less through human intervention in the constructing process. If it has proceeded to verify financial to offshore more and more constructing procedures to appearing markets, it is possibly unsurprising that the identical cost-driven reasoning has started to be directed to business-services offshoring. The identical improvements in data and communications expertise that have allowed the explosive development of outsourcing of constructing and assembly procedures in appearing markets are now impacting on services. If constructing no longer needs face-to-face interaction on a every day cornerstone, are back-office purposes and services different? For demonstration, health notes transcription; assertions processing; data-entry kinds of activity; customer-contact hubs and help lines; as well as a variety of data-interpretation jobs, for example organisin g levy comes back or bearing out statistical investigation of economic data, seldom need face-to-face communicate between purchaser and service provider. In the past, numerous of these services were nontradable in that they needed purchasers and sellers to be often accessible in the identical place. For demonstration, organising levy comes back or investigating a companys presentation needed familiarity with the companys procedures and its management. However, in perform, numerous of the jobs engaged in bearing out these undertakings do not need comprehensive framework perception but extend to happen face to face because of mechanical constraints, custom, or custom. Developments in data and communications technologies (ICTs) have taken numerous of the mechanical constraints and revolutionized the tradability of information-centered services and, thus, the possibilities for outsourcing and offshoring. As stated: The use of ICT permits information to be codified, normalized and digiti zed, which in turn permits the output of more services to be divide up, or fragmented, into lesser constituents that can be established in another location to take benefit of cost, value, finances of scale or other factors. . . . Progress in ICT has explained the mechanical difficulty of non-transportability and, for numerous services, that of non-storability. (UNCTAD 2004, 149) ICT on its own, of course, seldom explains the difficulties of integrating the multitude of jobs (only part of which are outsourced) that proceed to make up a entire enterprise method inside the buyers organization. Telecommunications connectivity is conspicuously a essential smallest obligation for services offshoring, as is the accessibility of an befitting variety of abilities in a lower-cost enterprise environment. Drafting and then overseeing a clear and accurate service grade affirmation (SLA) is the base of outsourcing. It is mechanically convoluted for all but the simplest of tasks. The first stage o f evolving such an affirmation engages characterising the enterprise method and the set of undertakings to be conveyed out. A conclusion then has to be made as to if a granted set of undertakings can be modularized and outsourced, and what linkages and command means are needed to reintegrate the outcomes of the outsourced method into the purchaser association, one time processing has been completed. Kobayasi-Hillary (2004) wisely counseled the significance of utilising easy dialect and the need for realism on both edges in organising a SLA. Fulfillment, as with any subcontract, has to rely, to a larger or lesser span, on mutual believe and forbearance. The span and deepness of the interdependence between primary and outsourcing agency, if things proceed well, is expected to evolve over time, as each party discovers about the capabilities and capabilities of the other. Even where the outsourcing supplier is a captive subsidiary of the parent business, absolutely in the early days, in tegrity is still a key topic in triumphant over heads of enterprise purposes buying these services from offshore. The economics of outsourcing IT and ITES The financial reasoning behind outsourcing is clear sufficient one time businesses start to gaze critically at the way enterprise services are organized. Dossani and Kenney (2004) pinpointed the seminal leverage of the reengineering action that cleared administration in the 1990s—in specific, its focus on decomposing, analyzing, and normalizing undertakings essential to entire a enterprise process. Reengineering, by worrying the comprehensive concern of the cost-effectiveness of enterprise methods, sensitized administration to the possibilities of outsourcing. The development of digitization and scanning expertise and over-investment in telecommunications infrastructure throughout the Internet bubble of the late-1990s intended that while capability amplified spectacularly, the charges of facts and numbers transmission dropp ed sharply. Dossani and Kenney (2004) furthermore proposed that the prevalent adoption of normalized programs stages evolved by businesses, for example IBM and Oracle for databases, Peoplesoft for human asset administration, Siebel for clientele relatives, and SAP for supply-chain administration (enterprise asset designing [ERP]), facilitated, for demonstration, the outsourcing of dataentry kinds of undertakings, premier over time to the outsourcing of blame for more and more complicated analysis. The emergence of several programs packages as global-standard stages has made it progressively very easy to circulate undertakings between sites and countries. Bartel, Lach, and Sicherman (2005) evolved a prescribed form to illustrate empirically that an boost in the stride of technological change in IT schemes and infrastructure rises outsourcing. This arises because technological change boosts companies to outsource services founded on leading- for demonstration technologies in alignment to decrease the ever more common gone under charges of taking up these new technologies. In specific, they find that the generality and portability of the abilities affiliated with IT innovations signify that companies face smaller outsourcing charges of IT-based services and so have a larger propensity to outsource these services. For the identical causes, the more IT intensive the technologies in use in a granted firm, the smaller are the outsourcing costs. The disintegrate of world supply markets in 2000, the ensuing recession, and precipitous down turn in profitability of companies from 2000 to 2003 produced in companies all through Europe, the United States, and Japan opposite strong charge pressure. At the identical time, the aftermath of the late 1990s amalgamations and acquisition rise, especially in the banking and economic services part, was compelling companies to undergo foremost restructuring in seek of vague synergies and a decreased cost base. Offshoring quickly beca me an appealing proposition for chopping costs. Why India? Indias financial principle emphasized state-led, import-substituting industrialization from self-reliance in 1947 until the financial urgent position in 1991 and the starting of important liberalization (Gupta 2005). Yet it is clear that, by Chinese measures, India has not evolved a broad-based and robust world-class constructing commerce, and today, Indias GDP development rate per capita is slower than Chinas. Indias mean annual GDP development rate between 1990 and 2003 was 5.8 per hundred, and per capita whole nationwide earnings on a buying power parity (PPP) cornerstone was US$2,880 in 2003. China, by compare, accomplished an annual GDP development rate of 9.5 per hundred over the identical time time span, and this is echoed in its higher per capita whole nationwide earnings of US$4,990 in 2003 (World Bank 2004). Indias general developed principle structure, until 1991, was conceived to regulate the development of the p ersonal part (Rajakumar 2005a). There were three pillars to this policy. The first, the Industrial Development and Regulation Act of 1951, and the second, the Monopoly and Restrictive Trade Practices Act of 1970, were conceived to convey the personal part into alignment with nationwide financial policies. The first principle regulated the personal part through a firmly controlled scheme of authorising, and the second set out to constraint the development of the engrossment of a Outsourcing Voice-based Processes in Bangalore Outsourcing Voice-based Processes in Bangalore Economists study the ways people earn a living and provide for their material needs. They study how people behave as a result of a change in price, income, or other variables. Many are employed in business and industry but there are many different areas of economics that economists specialize in. Industrial economists study many different forms of business organization. They study the production costs, markets, and investment problems. Agricultural economists study farm management and crop production. Labor economists study wages and hours of labor, labor unions, and government labor polices. Other fields of economics include taxes, banking, international trade, economic theory, and comparative economic systems. Some economists specialize in inflation, depression, employment, unemployment, and tariff polices. Others specialize in investments, the utilization of manpower, business cycles, and the development of natural resources. Societies are interested in economists conclusions beca use they keep us up to date with how the market economy is holding itself up. They give us information on how our wages will be affected, how prices on goods will alter, and how demand on products will go up because of certain decisions we make. Outsourcing has become particularly common in the information technology industry. Highly skilled positions that were once thought secure are now regularly finding their way overseas to places like India and China. Big corporations claim that there are not enough properly trained and educated workers in the United States. Labor advocates say it is all because a computer programmer, in say India, commands perhaps a third of the salary of his American counterpart. While the international human rights advocate sees the outsourcing process as a necessary step in the development of the developing world; a weapon in the fight against poverty and parochial prejudice. Still more interesting, is the argument that outsourcing is an unavoidable consequ ence of the dot.com collapse. It is as if the supporters of this theory purport that this stock market disaster was proof positive that American companies simply cant compete with American labor and much more significantly with American wages and prices. A leader in the outsourcing rush has been IBM. As one of the worlds leading information technology companies, it employs hundreds of thousands of people across the globe, and sets standards that others are bound to follow. IBMs stance on the issue is especially significant given the industrys dominance by only a very small number of large corporations: IBM, Microsoft, Hewlett Packard, and handful of others. Using IBM as our prime example, we will examine the industry itself, IBMs own corporate policies, and all of the various political and social arguments for and against the computer giants course of action. A perfect example of this situation can be gleaned from a quick look at the latest available figures on the IT industry; IBM dominates the market in the production and sale of mainframe computers. From 2002 to 2003, IBMs market share increased by ten percent, as compared to an industry-wide average increase of only five percent. With this increase, IBM now holds a solid 32% piece of the forty-six billion dollar global mainframe industry. Together, IBM and its three largest competitors HP, Sun, and Dell – control nearly seventy-three percent of this market. IBM is a world leader in other fields as well. It shares the top five spots in computer notebooks with HP, Dell, Toshiba, and Acer. IBM lags only two-tenths of a percentage point behind Hewlett Packard in terms of IT storage revenue; the two companies together managing a hefty fifty-one percent share of the entire storage market. As a leading IT player, IBM and its few leading competitors thus have almost a stranglehold on the global industry. As for IBMs operations, the company employed 319,273 employees around the world in 2003. Though founded and headquartered in the United States, IBM has a large number of international facilities and the number of staffers overseas is growing. Certainly, this is a very significant proportion of the computer giants American workforce. Yet, IBMs management justifies such drastic demographic changes by appealing to the humanitarian side of the globalization debate. Executives at I.B.M. and many other companies argue that creating more jobs in lower cost locations overseas keeps their industries competitive, holds costs down for American consumers, helps to develop poorer nations while supporting overall employment in the United States by improving productivity and the nations global reach. In the year 2000, a computer programmer in India was earning an average of from $4000 to $7000 a year in United States currency. In contrast, in 2001, the average salary for computer programmers in the United States and those only with a bachelors degree in computer Science was $43,828. For those with a masters degree, salary rose to $52,149, while $66,899 typical for those with a PhD. And each of these American computer programmer salaries, were first-year offers to recent graduates. The wages themselves brook no comparison. It is obviously vastly cheaper – by a factor of at least ten – to do the same work in India. Corporate executives and globally-minded humanitarians as well point to the large pool of highly-skilled, university-educated workers in many of todays developing countries. A survey by the National Opinion Research Center of the university of Chicago found that, not only did the number of IT degrees awarded drop by that alarming percentage over the period from 1998 to 2001, but for the first time in nearly a decade, the number of IT doctorates awarded in the United States dropped below 41,000. Meanwhile, the number of Computer PhDs produced by China, Russia, India, and other countries is increasing. Nor, is the situation helped by the fact that just as these foreign nations are investing heavily in their technology programs, the United States government is trimming down its budgets. This means both less money for government programs, and more pressure on already financially-strapped schools. At the same time, in 2001, more than forty percent of science and engineering doctorates awarded in the United States went to foreign studentsIn other words, the internationalization of the computer, and with it, the computer industry, can be seen as a way of bringing the peoples of the world closer together. Universal standards – computer platforms, languages, and so forth – can facilitate communication and build up economic relationships that can lead to greater understanding across cultural lines, and to a lessening of international and interethnic conflict. But the benefits of outsourcing should be much greater than that represented by a company introduces its product to other nations. IBM, and large corporations like it, inv ests in the infrastructures of many developing countries. IBM India has made a significant investment in that countrys infrastructure. One need only go to the companys web site to see how many different businesses it has established there, or partnered with in the Republic of India: an IBM Solution Partnership Centre in Bangalore, a Linux Solution Centre in Bangalore, an IBM Linux Competency Centre, also in Bangalore, Software Labs in Bangalore and Pune, a Research Laboratory, a Global e-business Software Centre in Gurgaon, and even a Manufacturing Facility in Pondicherry. While these facilities contribute to the growth of the Indian IT Industry, and help to foster manufacturing and intellectual activity, and provide good-paying jobs for thousands of people, the philanthropic goals behind these considerable investments in the Subcontinent are perhaps best expressed by IBM Indias own mission statement description of its activities. Chapter II: Literature review THE CONTEXT: OUTSOURCING VOICE-BASED PROCESSES IN BANGALORE Bangalore, with its temperate weather and good infrastructure, had currently established itself as a South Indian centre for IT and general enterprise method outsourcing in the1990s, before voice-based methods started to be outsourced in the form of call centres. Call hubs in India drop into two groups: captive call hubs are set up and run by the (usually) transnational company for demonstration General Electric, Microsoft, Dell, HSBC; and third-party call hubs are run by Indian businesses for a international purchaser – for demonstration, Norwich Union values a call centre run by an Indian business called 24/7. The third-party call centre can of course furthermore be run by an worldwide company – Accenture sprints several call hubs in India for international clients. Voice-based methods can comprise of mechanical support, clientele support and transactions for example protection assertions (mostly inbound calls), as well as outbound calls for example sales. Many of the se interactions can be distinuished as the high-volume, low-value, routinized end of call centre work which tends to be moved to India (Taylor and Bain, 2005: 270). Both captive and third-party call hubs use bureaus for example Excellence to handle their soft skills or non-product-related teaching, which normally encompasses clientele care abilities, and any thing seen as language-related. Excellence begun as a business in 1999 that managed teaching for health transcription. It increased very quickly and now has agencies in five foremost Indian cities. There are a number of competitor bureaus in Bangalore with alike histories. Excellences foremost purchasers are inclined to be high-profile transnationals with captive call centres. The customers of these call hubs are predominantly American, but some transnationals have British, Canadian and Australian customers as well. We will glimpse that this disperse of clientele inside the identical business is important in agree to training. T he enterprise connection between call hubs and supple abilities teaching bureaus is a volatile one. Typically a call centre will have checked out more than one such bureau, and experimented with conveying the supple abilities teaching in-house (often in the pattern of the agencys identical trainers) and then dispatching it out again. Partly this is because the call centre is unconvinced about the assistance of the teaching bureau, and partially it is about expense. However, three weeks at Excellence is not inevitably that exorbitant to the call centre, as trainees are not generally on full pay for this time span, after which they are certified. This means in effect that the Excellence teaching time span is part of the recruitment method, and certifying at Excellence is the status on which a trainee can contain up on his or her job offer. The certification method is elaborate: trainees are checked three times over the three week period. For each check they are noted and this notes is made accessible to their future call centre employer. The last around of checks may be came to by a agent of the employer. Thus Excellence supposess substantial significance for the trainee, but the note she or he obtains from the boss is that time expended there is a honeymoon period. In 2003, between 75,000 and 115,000 Indians were engaged in call hubs (Taylor and Bain 2005: 267). The usual employ is in his or her early 20s, and as expected to be male as female. The job does appeal older persons from a variety of occupations, for demonstration dentistry, or the inn commerce, because of the somewhat higher pay suggested by call centres. Most junior employees will have a tertiary requirement, but this is not advised so significant when they are chartered, as connection abilities, in India as in another location, are privileged by call hubs (Taylor and Bain, 2005: 275). The way that these new employees are recounted in the English dialect broadsheets for example Times of India or As ian Age is ambivalent. On the one hand they are the cooling new lifetime, symbolic of Indias financial development, who have work hard play hard ways of life and are financially independent. On the other hand they are cyber coolies who are not in a genuine job. According to Taylor and Bain (2005) the stresses of call centre work, for example holding calls inside goal times, are overstated in India. Night moves are considered as so awful for wellbeing and communal life6 that one will bear burnout after a greatest of two years. Conditions outcome in high grades of attrition which are a foremost anxiety for employers. Furthermore, the juvenile men and women that extend to work for call hubs can effortlessly defect to another, better-paying call centre as they gain experience. Recruitment bureaus, which are inclined to be in the local area run and in the local area staffed, are therefore under force to employ as numerous candidates as possible. Judging by anecdotes in the Western newspa pers of thousands of English-speaking graduates prepared to break up call centre occupations, this barely appears a large challenge. Yet is provide actually so large as we are directed to believe? The mark English-speaking is, of course, in the context of a multilingual homeland with a well-established L2 kind, highly complex. The image offered by the press supposess that a tertiary requirement is an sign of competence in English, as tertiary organisations are normally English-medium. Recruiting staff, although, are more expected to consider a (usually urban) English-medium lesser school learning (such as they themselves have had) as the only assurance of ample skill in English and an agree to adequately free of MTI (mother tongue influence). Undesirable MTI, for the recruiters as well as for Excellence managers and trainers, as a mark, variously mentions to pan-Indian agree to characteristics for example the need of a phonemic distinction between /v/ and /w/ and more expressly loca l features. The most of these persons, who Bansal (1990) would likely mark Type A speakers, and Kachru (1994) might mark educated, are expected to consider their own kind as free of MTI. Some fact of the recruitment method (in the Excellence recruitment department) displayed that skill in syntax was seldom prioritised over accent. When interrogated about their assortment, recruiters emphasised the pan-Indian or MTI characteristics, and some local characteristics were especially singled out, for demonstration Bengali /b/ for /v/ (where the recruiter was South Indian). Recruitment staff report that the pool of English-medium-educated school leavers has dehydrated up, particularly in Bangalore, and so they should employ amidst those who have been to a regional-medium lesser school. Probably a most of the trainees at Excellence had been to regional-medium lesser schools. Thus ridding trainees of MTI is ostensibly the foremost anxiety of employees at Excellence. Part of what I will be sp eaking to is how employees and trainees at Excellence reconcile themselves to an evidently unrealistic situation: trainees have to assure trainers, trainers have to assure managers, managers have to assure controllers, and controllers have to assure purchasers that change can be wrought in an unrealistically short three-week period. Recruits from a call centre purchaser are kept simultaneously in batches of round 20 for their three-week stint at Excellence. The batches are split up into categories as asserted by if the method they will be considering with is British or American. The most of batches are American, as Excellences enterprise was primarily and still is mainly American, as is most call centre enterprise in Bangalore and India generally. As documented previous, the call centre of a transnational company will often have both British and American customers. For numerous of the trainees, this is not their first supple abilities teaching stint at Excellence. Some have returned more than two times with each new call centre job, and are expected to have been taught for both American and British calls, possibly accounting for British customers often described know-how of talking to Americanized Indian agents. Excellence has a somewhat convoluted and complicated curriculum, contrasted to its competitor teaching businesses in Bangalore. There are not less than five subjects: Customer Care, Culture, Attitude, English, and Phonetics. Customer Care and Phonetics override the curriculum. A competitor that I travelled to suggested only these two topics, whereas in that business Phonetics was sent an account as Voice and Accent. Trainers as well as trainees at Excellence expressed anxieties that Excellences approach was too learned, and really, as we will glimpse, much of the Phonetics components utilised are learned in nature. English was vitally English dialect educating to a lesser school grade, which initiated resentment amidst trainees, who contended that they did not need this remedial teaching. Here, much more so than for agree to teaching, trainees were assertive about the adequacy of their English for the task. Attitude engaged some equitably benchmark enterprise motivational seminars, and Culture from my facts did really appear to comprise mostly of the sealed past notes and observing of lather operas described in the British and American press, whereas these categories tended to become highly personalised by the trainer and were often considered by trainees as some delightful time off. Culture categories have routinely captivated the vigilance of anthropologists, butmy prime anxiety here will be with Phonetics, as this is seen by all to be the locus of agree to training. In A.T. Kearneys annual review of peak bosses of Global 1000 businesses for 2004, it was declared that China and India competitor one another and are hard-hitting demanding the United States as the worlds most highly ranked place travelled to for foreign direct buying into (FDI). Chinas place as the worlds premier constructor and assembler has been well established for some years, but Indias emergence in the peak three is a new phenomenon. When peak bosses were inquired what types of undertakings they foreseen would be relocated to India, potential investors demonstrated programs development (IT), enterprise method outsourcing (ITES), and study and development. A clear characteristic of these undertakings is the focus on information power and dematerialized services production. A.T. Kearneys outcome about Indias enticements as a FDI place travelled to might appear unsurprising granted the fast development of its programs part over the past ten years and the expanding attractiveness of enterprise method outsourcing to India. The supposed risk to white-collar paid work in the United States impersonated by the development of the Indian IT and ITES part even boasted in the run-up to the 2004 presidential election. However, for scholars of worldwide enterprise in appearing markets, the development of Indias IT and ITES part is anomalous. Hitherto, developed development was considered to accelerate throug h phases amply following a discovering bend premier to expanding technological sophistication. Industrialization was vitally examined as a sequential method engaging the progressive household development of developed parts through a combine of government-orchestrated defence and inducements (Dicken 2003). As liberalization and world trade increased quickly in the 1960s, industrializing nations for example South Korea and Taiwan identified the advantages to be had from taking up an export-oriented principle stance as a way of getting away from the limits of a somewhat little household market (Gereffi and Wyman 1990; Rodrik 1997; Young 1994). When China started to liberalize starting in 1978, an export-oriented, outward-looking industrialization scheme was appearing as the superior orthodoxy encouraged by the worldwide economic organisations for example the World Bank and the Asian Development Bank and was grabbed by the Chinese authorities. The freshly industrialized finances (NIEs) of East and Southeast Asia vitally established themselves as the constructing positions of alternative by leveraging their primary relative benefit of a large and bargain work force through concentrated buying into in personal infrastructure (including trade items processing zones), a business-friendly buying into weather (including considerable economic and levy incentives), and the assurance of a tractable work force (Henley 2004). By 2005, China, a somewhat late starter, was no longer a marginal supplier. Now the third biggest swapping territory in the world after the United States and Germany, China performances a foremost function in working out the charges paid for numerous of the worlds constructed trade items (Kaplinsky 2001). India, by compare, has lagged in evolving its constructing exports. For household political causes mostly drawn from from the difficulties of neutralizing the vested concerns affiliated with the previous principle regime of developed defence and author ising, India did not start to gravely liberalize its finances until 1991. By evaluation with China, Indias merchandise trade amounted to less than 15 per hundred of Chinas trade in 2003 (World Bank 2004). Yet at the identical time, affray from Indias IT and ITES part supposedly intimidates white-collar paid work in the United States and the United Kingdom. Identified in this paper are several alterations in the international enterprise natural environment and improvement in data and communications technologies (ICTs) that have facilitated the outsourcing of programs output and, more lately, ITES. Indias emergence as a world foremost in the part is attributed to a paradox. While government principle after the 1960s boosted hefty buying into in technical and technology learning, developed principle disappointed personal buying into in constructing activities. Industrial stagnation, in turn, directed to important immigration of high-level manpower, particularly to the United States, an d diversion of entrepreneurial power into the programs services part in alignment to bypass the regulatory problem afflicting the constructing sector. The components that have facilitated the development and development of the IT and ITES part are identified. Analysis of the economic presentation of Indian-owned IT/ITES businesses discloses quickly expanding engrossment and considerably higher grades of profitability by evaluation with Indian constructing industry. Next, the appearing structure of the Indian IT/ITES part is analyzed, and a number of characteristics are distinguished. These encompass the altering function of foreign-owned captive and Indian-owned providers, and the constraints on development of the sector. Achieving service-provider integrity is pinpointed as the lone most significant component interpreting the pattern of development of the part in India. Finally, the motives behind the latest moves in the direction of outward FDI by the foremost Indian-owned program s and IT-enabled services providers in the context of the ongoing seek for service provider integrity are explained. The data utilised in this paper was assembled from fieldwork meetings with older bosses and government agents in the south Indian states of Andhra Pradesh (Hyderabad), Karnataka (Bangalore), Orissa (Bhubaneswar), Tamil Nadu (Chennai), and West Bengal (Kolkatta) in 2003 and 2004 as part of a broader study of FDI in India, searching to interpret the underperformance of India relation to China in appealing FDI. The sources of programs and IT-enabled services outsourcing A cursory written check of the GDP of all sophisticated finances discloses the well-established down turn in the assistance of constructing worth supplemented to GDP to round 25 per hundred and the increase of the services sectors assistance to GDP to between 70 and 75 per hundred of GDP. Even in constructing companies, worth supplement is progressively accomplished through knowledge-intensive undertaking s for example study and development (RD), trading, supply-chain administration, logistics, and customer-relationship administration, and less through human intervention in the constructing process. If it has proceeded to verify financial to offshore more and more constructing procedures to appearing markets, it is possibly unsurprising that the identical cost-driven reasoning has started to be directed to business-services offshoring. The identical improvements in data and communications expertise that have allowed the explosive development of outsourcing of constructing and assembly procedures in appearing markets are now impacting on services. If constructing no longer needs face-to-face interaction on a every day cornerstone, are back-office purposes and services different? For demonstration, health notes transcription; assertions processing; data-entry kinds of activity; customer-contact hubs and help lines; as well as a variety of data-interpretation jobs, for example organisin g levy comes back or bearing out statistical investigation of economic data, seldom need face-to-face communicate between purchaser and service provider. In the past, numerous of these services were nontradable in that they needed purchasers and sellers to be often accessible in the identical place. For demonstration, organising levy comes back or investigating a companys presentation needed familiarity with the companys procedures and its management. However, in perform, numerous of the jobs engaged in bearing out these undertakings do not need comprehensive framework perception but extend to happen face to face because of mechanical constraints, custom, or custom. Developments in data and communications technologies (ICTs) have taken numerous of the mechanical constraints and revolutionized the tradability of information-centered services and, thus, the possibilities for outsourcing and offshoring. As stated: The use of ICT permits information to be codified, normalized and digiti zed, which in turn permits the output of more services to be divide up, or fragmented, into lesser constituents that can be established in another location to take benefit of cost, value, finances of scale or other factors. . . . Progress in ICT has explained the mechanical difficulty of non-transportability and, for numerous services, that of non-storability. (UNCTAD 2004, 149) ICT on its own, of course, seldom explains the difficulties of integrating the multitude of jobs (only part of which are outsourced) that proceed to make up a entire enterprise method inside the buyers organization. Telecommunications connectivity is conspicuously a essential smallest obligation for services offshoring, as is the accessibility of an befitting variety of abilities in a lower-cost enterprise environment. Drafting and then overseeing a clear and accurate service grade affirmation (SLA) is the base of outsourcing. It is mechanically convoluted for all but the simplest of tasks. The first stage o f evolving such an affirmation engages characterising the enterprise method and the set of undertakings to be conveyed out. A conclusion then has to be made as to if a granted set of undertakings can be modularized and outsourced, and what linkages and command means are needed to reintegrate the outcomes of the outsourced method into the purchaser association, one time processing has been completed. Kobayasi-Hillary (2004) wisely counseled the significance of utilising easy dialect and the need for realism on both edges in organising a SLA. Fulfillment, as with any subcontract, has to rely, to a larger or lesser span, on mutual believe and forbearance. The span and deepness of the interdependence between primary and outsourcing agency, if things proceed well, is expected to evolve over time, as each party discovers about the capabilities and capabilities of the other. Even where the outsourcing supplier is a captive subsidiary of the parent business, absolutely in the early days, in tegrity is still a key topic in triumphant over heads of enterprise purposes buying these services from offshore. The economics of outsourcing IT and ITES The financial reasoning behind outsourcing is clear sufficient one time businesses start to gaze critically at the way enterprise services are organized. Dossani and Kenney (2004) pinpointed the seminal leverage of the reengineering action that cleared administration in the 1990s—in specific, its focus on decomposing, analyzing, and normalizing undertakings essential to entire a enterprise process. Reengineering, by worrying the comprehensive concern of the cost-effectiveness of enterprise methods, sensitized administration to the possibilities of outsourcing. The development of digitization and scanning expertise and over-investment in telecommunications infrastructure throughout the Internet bubble of the late-1990s intended that while capability amplified spectacularly, the charges of facts and numbers transmission dropp ed sharply. Dossani and Kenney (2004) furthermore proposed that the prevalent adoption of normalized programs stages evolved by businesses, for example IBM and Oracle for databases, Peoplesoft for human asset administration, Siebel for clientele relatives, and SAP for supply-chain administration (enterprise asset designing [ERP]), facilitated, for demonstration, the outsourcing of dataentry kinds of undertakings, premier over time to the outsourcing of blame for more and more complicated analysis. The emergence of several programs packages as global-standard stages has made it progressively very easy to circulate undertakings between sites and countries. Bartel, Lach, and Sicherman (2005) evolved a prescribed form to illustrate empirically that an boost in the stride of technological change in IT schemes and infrastructure rises outsourcing. This arises because technological change boosts companies to outsource services founded on leading- for demonstration technologies in alignment to decrease the ever more common gone under charges of taking up these new technologies. In specific, they find that the generality and portability of the abilities affiliated with IT innovations signify that companies face smaller outsourcing charges of IT-based services and so have a larger propensity to outsource these services. For the identical causes, the more IT intensive the technologies in use in a granted firm, the smaller are the outsourcing costs. The disintegrate of world supply markets in 2000, the ensuing recession, and precipitous down turn in profitability of companies from 2000 to 2003 produced in companies all through Europe, the United States, and Japan opposite strong charge pressure. At the identical time, the aftermath of the late 1990s amalgamations and acquisition rise, especially in the banking and economic services part, was compelling companies to undergo foremost restructuring in seek of vague synergies and a decreased cost base. Offshoring quickly beca me an appealing proposition for chopping costs. Why India? Indias financial principle emphasized state-led, import-substituting industrialization from self-reliance in 1947 until the financial urgent position in 1991 and the starting of important liberalization (Gupta 2005). Yet it is clear that, by Chinese measures, India has not evolved a broad-based and robust world-class constructing commerce, and today, Indias GDP development rate per capita is slower than Chinas. Indias mean annual GDP development rate between 1990 and 2003 was 5.8 per hundred, and per capita whole nationwide earnings on a buying power parity (PPP) cornerstone was US$2,880 in 2003. China, by compare, accomplished an annual GDP development rate of 9.5 per hundred over the identical time time span, and this is echoed in its higher per capita whole nationwide earnings of US$4,990 in 2003 (World Bank 2004). Indias general developed principle structure, until 1991, was conceived to regulate the development of the p ersonal part (Rajakumar 2005a). There were three pillars to this policy. The first, the Industrial Development and Regulation Act of 1951, and the second, the Monopoly and Restrictive Trade Practices Act of 1970, were conceived to convey the personal part into alignment with nationwide financial policies. The first principle regulated the personal part through a firmly controlled scheme of authorising, and the second set out to constraint the development of the engrossment of a

Organizing Relationships Traditional and Emerging Perspectives on Workplace Relationships Essay

Business ethics               One of the issues that have raised concerns in business nowadays is the relationship between senior employees, and the junior employees of the opposite sex. For years, senior employees such as managers and directors have been accused of sexually or emotionally abusing the junior employees working under them. Some are even accused of threatening to dismiss the employees who decline their request for sexual favors from them. Though this may be seen as sexual harassment, the case might be something different from that. Simply because the relationship is between senior and a junior employee, it may not be right to rush to a conclusion that the boss is sexually or emotionally exploiting their subject. It may be a relationship that has developed naturally due to the level of intimacy of the two employees of the opposite gender.            The controversial nature of this issue is clearly portrayed in the mail online article of November 13th, 2013. The article explains that the report of a study carried out by business week has shown that most of these relationships between employees have nothing to do with harassment. During the survey, it was found out that most of the people working in the offices would be up to a sexual relationship with someone from their office if they got the chance. Of the 2500 respondents interviewed during the survey, 85 percent said it was right for employees within the company to be allowed to have sexual relationships. Some even confessed of sexually admiring their coworkers. After all this, why does the Human Resource department discourage intimate relationships between their employees of opposite gender? The answer is that they conclude that one of the parties in the relationship is sexually harassed, especially if one of the parties is the boss of the other.                Some people may accuse me of supporting the behavior of the bosses to engage in sexual relationships with their colleagues. But if we consider some working conditions in some organizations, we see that the relations originate absolutely from intimacy and not harassment. Consider the case of a male manager, who works with a lady as the personal secretary. It is very possible for the two to engage in an affair due to the intimacy created by the working conditions. The two attend meetings together, go for lunch together, spend time together in the office, sometimes they go together to attend meetings far from their place of work, and many other closely spent times. From all these close relation, is it not against the laws of nature for something more than boss-secretary relationship to happen? Ironically, when a relationship develops between the manager and his secretary, the manager will be accused of sexually harassing the secretary! In my opinion, the boss wo uld be emotionally harassing the secretary if he chose to ignore the feelings that develop after been together almost all the time.               It may also be arguable that boss-subject relationships may adversely affect the performance of the employees. Employees may be reluctant in their work simply because the boss, who is supposed to supervise their work, can not condemn them because of the existing bond. This may be the idea behind the fight by the human resource department against sexual relationships at the workplace. However, this may not always be the case. This relationship may boost the performance of an employee who will always be trying to be the best to impress the boss. The article workplace relationships on Wikipedia explain of a theory, Workplace Relationship Quality and information Experiences, which originated from a study conducted by Patricia Sias. The theory states the most productive employees are the ones with high access to information about their workplace. It is obvious that the employees with a relationship more than the ordinary workplace relationship have a higher access to business information. I may, therefore, be right to say that the boss-subject relationships can play an important part in boosting the productivity of the employees. The article further describes relationships at the workplace as â€Å"workplace romance†. It explains that though these relationships may not make the workplace so comfortable for other employees; it plays a very important part in the working of the parties involved in the affair. It increases performance due to high motivation and overall job satisfaction.               Even though some senior employees in some business organization sexually exploit their junior colleagues, let us not mistake every relationship for sexual exploitation or harassment. It is good to appreciate that these bosses and their subjects are just ordinary people and what makes their difference is only the working position and titles. When there is a relationship between two junior employees of opposite gender, this is taken to be an ordinary love relationship. Why then do we have to treat the seniors differently? Aren’t they the same as the juniors? What marks the difference is only job level. It is, therefore, necessary to analyze the situation before concluding that a boss is sexually harassing a junior workmate. References Sias, P. M. (2009). Organizing relationships traditional and emerging perspectives on workplace relationships. Los Angeles: SAGE. (https://www.goodreads.com/user/new?remember=true) Sias, P. M. (2008). Organizing Relationships Traditional and Emerging Perspectives on Workplace Relationships.. Thousand Oaks: SAGE Publications. (http://www.amazon.com/Organizing-Relationships-Traditional-Perspectives-Workplace/dp/1412957974) Source document

Case Laws for Commercial Laws

LGEAL PERSONALITY Foss v Harbottle (1843) 67 ER 189 is a leading English precedent in corporate law. In any action in which a wrong is alleged to have been done to a company, the proper claimant is the company itself. This is known as â€Å"the rule in Foss v Harbottle†, and the several important exceptions that have been developed are often described as â€Å"exceptions to the rule in Foss v Harbottle†. Amongst these is the ‘derivative action', which allows a minority shareholder to bring a claim on behalf of the company. This applies in situations of ‘wrongdoer control' and is, in reality, the only true exception to the rule. The rule in Foss v Harbottle is best seen as the starting point for minority shareholder remedies Judgement The court dismissed the claim and held that when a company is wronged by its directors it is only the company that has standing to sue. In effect the court established two rules. Firstly, the â€Å"proper plaintiff rule† is that a wrong done to the company may be vindicated by the company alone. Secondly, the â€Å"majority rule principle† states that if the alleged wrong can be confirmed or ratified by a of members in a general meeting, then the court will not interfere, Edwards v Halliwell [1950] 2 All ER 1064 is a UK labour law and UK company law case about the internal organisation of a trade union, or a company, and litigation by members to make an executive follow the organisation's internal rules Some members of the National Union of Vehicle Builders sued the executive committee for increasing fees. Rule 19 of the union constitution required a ballot and a two third approval level by members. Instead a delegate meeting had purported to allow the increase without a ballot. Jenkins LJ granted the members' application. He held that under the rule in Foss v Harbottle the union itself is prima facie the proper plaintiff and if a simple majority can make an action binding, then no case can be brought. But there are exceptions to the rule. First, if the action is ultra vires a member may sue. Second, if the wrongdoers are in control of the union's right to sue there is a â€Å"fraud on the minority†, and an individual member may take up a case. Third, as pointed out by Romer J in Cotter v National Union of Seamen[1] a company should not be able to bypass a special procedure or majority in its own articles. This was relevant here. And fourth, as here, if there is an invasion of a personal right. Here it was a personal right that the members paid a set amount in fees and retain Salomon v A Salomon ; Co Ltd [1897] AC 22 is a landmark UK company law case. The effect of the Lords' unanimous ruling was to uphold firmly the doctrine of corporate personality, as set out in the Companies Act 1862, so that creditors of an insolvent company could not sue the company's shareholders to pay up outstanding debts. membership as they stood before the purported alterations. Facts Mr Aron Salomon made leather boots and shoes in a large Whitechapel High Street establishment. He ran his business for 30 years and â€Å"he might fairly have counted upon retiring with at least ? 10,000 in his pocket. † His sons wanted to become business partners, so he turned the business into a limited company. His wife and five eldest children became subscribers and two eldest sons also directors. Mr Salomon took 20,001 of the company's 20,007 shares. The price fixed by the contract for the sale of the business to the company was ? 9,000. According to the court, this was â€Å"extravagent† and not â€Å"anything that can be called a business like or reasonable estimate of value. † Transfer of the business took place on June 1, 1892. The purchase money the company paid to Mr Salomon for the business was ? 20,000. The company also gave Mr Salomon ? 10,000 in debentures (i. e. , Salomon gave the company a ? 10,000 loan, secured by a charge over the assets of the company). The balance paid went to extinguish the business's debts (? ,000 of which was cash to Salomon). Soon after Mr Salomon incorporated his business a series of strikes in the shoe industry led the government, Salomon's main customer, to split its contracts among more firms (the government wanted to diversify its supply base to avoid the risk of its few suppliers being crippled by strikes). His warehouse was full of unsold stock. He and his wife lent the company money. He cancelled his debentures. But the company needed more money, and they sought ? 5,000 from a Mr Edmund Broderip. He assigned Broderip his debenture, the loan with 10% interest and secured by a floating charge. But Salomon's business still failed, and he could not keep up with the interest payments. In October 1893, Mr Broderip sued to enforce his security. The company was put into liquidation. Broderip was repaid his ? 5,000, and then the debenture was reassigned to Salomon, who retained the floating charge over the company. The company's liquidator met Broderip's claim with a counter claim, joining Salomon as a defendant, that the debentures were invalid for being issued as fraud. The liquidator claimed all the money back that was transferred when the company was started: rescission of the agreement for the business transfer itself, cancellation of the debentures and repayment of the balance of the purchase money. Lee v Lee’s Air Farming Ltd [1961] AC 12 is a UK company law case, concerning the veil of incorporation and separate legal personality. The Privy Council reasserted that a company is a separate legal entity, so that a director could still be under a contract of employment with the company he solely owned. Facts Mrs Lee’s husband formed the company through Christchurch accountants, which worked in Canterbury, New Zealand. It spread fertilisers on farmland from the air, known as top dressing. Mr Lee held 2999 of 3000 shares, was the sole director and employed as the chief pilot. He was killed in a plane crash. Mrs Lee wished to claim under the Workers’ Compensation Act 1922, and he needed to be a ‘worker’, or ‘any person who has entered into or works under a contract of service†¦ with an employer†¦ whether remunerated by wages, salary or otherwise. The company was insured (as required) for worker compensation. The Court of Appeal of New Zealand said Lee could not be a worker when he was in effect also the employer. North J said[1] â€Å"the two offices are clearly incompatible. There would exist no power of control and therefore the relationship of master-servant was not created. ADVICE The Privy Council advised that Mrs Lee was entitled to co mpensation, since it was perfectly possible for Mr Lee to have a contract with the company he owned. The company was a separate legal person. Lord Morris of Borth-y-Gest said It was never suggested (nor in their Lordships’ view could it reasonably have been suggested) that the company was a sham or a mere simulacrum. It is well established that the mere fact that someone is a director of a company is no impediment to his entering into a contract to serve the company. If, then, it be accepted that the respondent company was a legal entity their Lordships see no reason to challenge the validity of any contractual obligations which were created between the company and the deceased†¦ It is said that the deceased could not both be under the duty of giving orders and also be under the duty of obeying them. But this approach does not give effect to the circumstance that it would be the company and not the deceased that would be giving the orders. Control would remain with the company whoever might be the agent of the company to exercise†¦ There appears to be no great difficulty in holding that a man acting in one capacity can make a contract with himself in another capacity. The company and the deceased were separate legal entities. Perpetual Real Estate Services, Inc. v. Michaelson Properties Facts Aaron Michaelson formed Michaelson Properties, Inc in 1981. Aaron was the sole shareholder and the corporation's president. It was a business for real estate joint ventures. It entered a joint venture with Perpetual Real Estates (forming a partnership called â€Å"Arlington Apartment Associates†) to build condominiums. As they were building, further finance was needed. Michaelson Properties Inc could not put up its share, so Perpetual loaned it $1. 05m, and got a personal guarantee from Aaron. The apartments did not turn out to be built that well. Purchasers sued the partnership successfully for $950,000. Perpetual Real Estates paid it off on the partnership's behalf. Then they sought Michaelson Properties Inc to contribute its share. It did not have the money, and went bust. So they sued Aaron to pay. He argued that Michaelson Properties, Inc was a separate legal person to him, and it was inappropriate to pierce the corporate veil. At first instance the jury held Aaron should pay. Aaron appealed. Judgment Wilkinson J noted that Virginia law had assiduously upheld the â€Å"vital economic policy† of respecting a corporation as a separate legal entity, since it underpinned the operation of vast enterprises. He emphasised that the veil would only be lifted where a defendant exercises â€Å"undue domination and control† and uses the corporation as â€Å"a device or sham†¦ to disguise wrongs, obscure fraud, or conceal crime. â€Å"[1] He said the description of the law which the jury had heard was in a â€Å"rather soggy state† and emphasised that it was not enough that â€Å"an injustice or fundamental unfairness† would be perpetrated. â€Å"The fact,† he continued, â€Å"that limited liability might yield results that seem â€Å"unfair† to jurors unfamiliar with the function of the corporate form cannot provide a basis for piercing the veil. Because there was no evidence that Aaron was attempting to defraud anybody, the veil could not be lifted. There was no â€Å"unfair siphoning of funds† when Aaron paid himself a dividend, because distribution was entirely foreseeable when the money was given, and the distribution happened well before any suit was filed. The fact that Aaron had given personal guarantees strengthened the corporate veil presumption, because the transactions recognized it existed. Veil lifting by the courts (1) Where company is a Sham or Facade Adams v Cape Industries English law has suggested a court can only lift the corporate veil when (1) construing a statute, contract or other document; (2) if a company is a â€Å"mere facade† concealing the true facts, or (3) when a subsidiary company was acting as an authorised agent of its parent, and apparently not so just because â€Å"justice requires† or to treat a group of companies as a single economic unit, in the case of tort victims, the House of Lords suggested a remedy would in fact be available. In Lubbe v Cape plc[1] Lord Bingham held that the question of proving a duty of care being owed between a parent company and the tort victims of a subsidiary would be answered merely according to standard principles of negligence law: generally whether harm was reasonably foreseeable. the decision in Yukong Line Ltd of Korea v Rendsburg Investment Corpn of Liberia (No 2) [1998] 2 BCLC 485 was timely in pointing out that creditors have no standing, individually or collectively to bring an action in respect of any such duty. Toulson J, held that a director of an insolvent company who, in breach of duty to the company, transferred assets beyond the reach of its creditors owed no corresponding fiduciary duty to an individual creditor of the company. The appropriate means of redress was for the liquidator to bring an action for misfeasance (the Insolvency Act 1986, section 212). ?Notwithstanding the logistical issue of locus standi raised by Toulson J. the question of directors’ duties to creditors again emerged in two recent decisions of the Companies Court 2) Where the company is used for a fraudulent purpose Sri Jaya Berhad v RHB Berhad The courts in Singapore thus far have been reluctant to pierce the corporate veil when called upon to do so and indicated that they would only exercise their power when called upon to do so sparingly . Re Darby, ex parte Brougham [1911] 1 KB 95 is a UK company law case concerning piercing the corporate veil. It is a clear example of the courts ignoring the veil of incorporation where a company is used to conceal a fraudulent operation. Facts Darby and Gyde were undischarged bankrupts with convictions for fraud. They registered a company called City of London Investment Corporation Ltd (LIC) in Guernsey. It had seven shareholders and issued ? 11 of its nominal capital of ? 100,000. Darby and Gyde were the only directors and entitled to all profits. The company purported to register and float a company in England called Welsh Slate Quarries Ltd, for ? 30,000. It bought a quarrying licence and plant for ? 3500 and sold this to WSQ for ? 18,000. The prospectus invited the public to take debentures in WSQ. It stated the name of LIC, but not Darby and Gyde, or the fact that they would receive the profit on sale. WSQ failed and went into liquidation. The liquidator claimed Darby’s secret profit, which he made as a promoter. Darby objected that the LIC and not him was the promoter. Judgment Phillimore J rejected the argument. LIC ‘was merely an alias for themselves just as much as if they had announced in the Gazette that they were in future going to call themselves ‘Rothschild ; Co’. They were ‘minded to perpetrate a very great fraud’ __________________________ Creation of Agency (1) Actual Authority The doctrine of estoppel comes into play here to prevent a principal from asserting to a third party that the agent has authority when in fact he does not, and then subsequently the principal seeks to renege on an agreement on the basis that the agent never had actual authority. In law, apparent authority refers to the authority of an agent as it appears to others,[3] and it can operate both to enlarge actual authority and to create authority here no actual authority exists. [4] The law relating to companies and to ostensible authority are in reality only a sub-set of the rules relating to apparent authority and the law of agency generally, but because of the prevalence of the issue in relation to corporate law (companies, being artificial persons, are only ever able to act at all through their human agents), it has developed its own specific body of cas e law. However, some jurisdictions use the terms interchangeably. In Freeman and Lockyer v Buckhurst Park Properties (Mangal) Ltd [1964] 2 QB 480 the director in question managed the company's property and acted on its behalf and in that role employed the plaintiff architects to draw up plans for the development of land held by the company. The development ultimately collapsed and the plaintiffs sued the company for their fees. The company denied that the director had any authority to employ the architects. The court found that, while he had never been appointed as managing director (and therefore had no actual authority, express or implied) his actions were within his ostensible authority and the board had been aware of his conduct and had acquiesced in it. Diplock LJ identified four factors which must be present before a company can be bound by the acts of an agent who has no authority to do so; it must be shown that: 1. a representation that the agent had authority to enter on behalf of the company into a contract of the kind sought to be enforced was made to the contractor; 2. uch a representation was made by a person or persons who has ‘actual' authority to manage the business of the company, either generally or in respect of those matters to which the contract relates; 3. the contractor was induced by such representation to enter into the contract, i. e. that he in fact relied upon it; and 4. under its memorandum or articles of association the company was not deprived of the capacity either to enter into a contract of the kind sought to be enforced or to delegate authority to enter into a contract of that kind to an agent. The agent must have been held out by someone with actual authority to carry out the transaction and an agent cannot hold himself out as having authority for this purpose. [5] The acts of the company as principal must constitute a representation (express or by conduct) that the agent had a particular authority and must be reasonably understood so by the third party. In determining whether the principal had represented his agent as having such authority, the court has to consider the totality of the company's conduct. 6] The most common form of holding out is permitting the agent to act in the conduct of the company's business, and in many cases this is inferred simply from allowing the agent to use a particular title, such as ‘finance director'. The apparent authority must not be undermined by any limitations on the company's capacity or powers found in the memorandum or articles of association, although in many countries, the effect of this is reduced by company law reforms abo lishing or restricting the application of the ultra vires doctrine to companies. 7] However, statutory reforms do not affect the general principle that a third party cannot rely upon ostensible authority where it is aware of some limitation which prevents the authority arising, or is put on enquiry as to the extent of an individual's authority. [8] In some circumstances, the very nature of a transaction would be held to put a person on enquiry. Facts Lord Suirdale (Richard Michael John Hely-Hutchinson) sued Brayhead Ltd for losses incurred after a failed takeover deal. The CEO, chairman and de facto managing director of Brayhead Ltd, Mr Richards, had guaranteed repayment of money, and had indemnified losses of Lord Suirdale in return for injection of money into Lord Suirdale's company Perdio Electronics Ltd. Perdio Ltd was then taken over by Brayhead Ltd and Lord Suirdale gained a place on Brayhead Ltd's board, but Perdio Ltd's business did not recover. It went into liquidation, Lord Suirdale resigned from Brayhead Ltd’s board and sued for the losses he had incurred. Brayhead Ltd refused to pay on the basis that Mr Richards had no authority to make the guarantee and indemnity contract in the first place. Roskill J held Mr Richards had apparent authority to bind Brayhead Ltd, and the company appealed. That has been done in the judgments of this court in Freeman ; Lockyer v Buckhurst Park Properties (Mangal) Ltd. [1] It is there shown that actual authority may be express or implied. It is express when it is given by express words, such as when a board of directors pass a resolution which authorises two of their number to sign cheques. It is implied when it is inferred from the conduct of the parties and the circumstances of the case, such as when the board of directors appoint one of their number to be managing director. They thereby impliedly authorise him to do all such things as fall within the usual scope of that office. Actual authority, express or implied, is binding as between the company and the agent, and also as between the company and others, whether they are within the company or outside it. Ostensible or apparent authority is the authority of an agent as it appears to others. It often coincides with actual authority. Thus, when the board appoint one of their number to be managing director, they invest him not only with implied authority, but also with ostensible authority to do all such things as fall within the usual scope of that office. Other people who see him acting as managing director are entitled to assume that he has the usual authority of a managing director. But sometimes ostensible authority exceeds actual authority. For instance, when the board appoint the managing director, they may expressly limit his authority by saying he is not to order goods worth more than ? 00 without the sanction of the board. In that case his actual authority is subject to the ? 500 limitation, but his ostensible authority includes all the usual authority of a managing director. The company is bound by his ostensible authority in his dealings with those who do not know of the limitation. He may himself do the â€Å"holding-out. † Thus, if he orders goods worth ? 1,000 and signs himself â€Å"Managin g Director for and on behalf of the company,† the company is bound to the other party who does not know of the ? 00 limitation (2) Apparent Authority An ‘apparent’ or ‘ostensible’ authority, on the other hand, is a legal relationship between the principal and the contractor created by a representation, made by the principal to the contractor, intended to be and in fact acted upon by the contractor, that the agent has authority to enter on behalf of the principal into a contract of a kind within the scope of the ‘apparent’ authority, so as to render the principal liable to perform any obligations imposed upon him by such contract. To the relationship so created the agent is a stranger. He need not be (although he generally is) aware of the existence of the representation but he must not purport to make the agreement as principal himself. The representation, when acted upon by the contractor by entering into a contract with the agent, operates as an estoppel, preventing the principal from asserting that he is not bound by the contract. It is irrelevant whether the agent had actual authority to enter into the contract. In ordinary business dealings the contractor at the time of entering into the contract can in the nature of things hardly ever rely on the ‘actual’ authority of the agent. His information as to the authority must be derived either from the principal or from the agent or from both, for they alone know what the agent’s actual authority is. All that the contractor can know is what they tell him, which may or may not be true. In the ultimate analysis he relies either upon the representation of the principal, that is, apparent authority, or upon the representation of the agent, that is, warranty of authority. The representation which creates ‘apparent’ authority may take a variety of forms of which the commonest is representation by conduct, that is, by permitting the agent to act in some way in the conduct of the principal’s business with other persons. By so doing the principal represents to anyone who becomes aware that the agent is so acting that the agent has authority to enter on behalf of the principal into contracts with other persons of the kind which an agent so acting in the conduct of his principal’s business has usually ‘actual’ authority to enter into. | First International v Hungarian International Bank| An agent who had no apparent authority to conclude a transaction might nevertheless have apparent authority to make representations of fact concerning it, such as the fact that his principal had given the necessary approval for it. The Court of Appeal dismissed an appeal by the defendant, Hungarian International Bank Ltd, and upheld a decision of Judge Michael Kershaw QC, sitting as a deputy High Court judge in the Commercial Court on 23 October 1991, giving judgment for the plaintiff, First Energy (UK) Ltd. The case concerned an alleged contract under which the defendant was to provide the plaintiff with business finance. One of the issues was whether the defendant's agent had ostensible authority to communicate the offer upon which the contract was based. The judge held that he did, and that the plaintiff accepted that offer, so creating the contract. Mary Arden QC and Michael Todd (Chaffe Street, Manchester) for the defendant; Giles Wingate-Saul QC and Andrew Sander (Davies Arnold Cooper) for the plaintiff. LORD JUSTICE STEYN said a theme that ran through the law of contract was hat the reasonable expectations of honest men must be protected. It was not a rule or principle of law. But if the prima facie solution to a problem ran counter to reasonable expectations of honest men, this criterion sometimes required a rigorous re-examination of the problem to ascertain whether the law did compel demonstrable unfairness. In the present case, if their Lordships were to accept the implication s which the defendant had placed on observations of the House of Lords in Armagas Ltd v Mundogas SA (1986) 1 AC 717, it would frustrate the reasonable expectations of the parties. The plaintiff's case was that the defendant's agent, while not authorised to enter into the transaction, did have ostensible authority to communicate his head office's approval of the financing facility. He had sent the plaintiff a letter to this effect, which the judge held amounted to an offer capable of acceptance by the plaintiff. The law recognised that in modern commerce an agent who had no apparent authority to conclude a particular transaction might sometimes be clothed with apparent authority to make representations of fact. A decision that the agent did not have such authority would defeat the reasonable expectation of the parties. It would also fly in the face of the way in which in practice negotiations were conducted between trading banks and trading customers who sought commercial loans. RATIFICATION The agent whose act is sought to be ratified must have purported to act for the principal: Keighley, Maxstead ; Co v Durant [1901, UK], endorsed by Crowder v McAlister [1909, Qld] per Cooper CJ – â€Å"There can be no ratification of a contract by a person sought to be made liable as a principal, unless the person who made the contract professed to be acting on behalf of the other at the time. Keighley, Maxstead ; Co v Durant [1901, UK]: An agent had authority to purchase grain up to a particular price. Ended up contracting to pay too much, KMCo first decide to ratify, then change their minds. Problem was that the contract was in the name of the agent and of D. D sues, but loses. a. At the time the act was done the agent must have had a competent principal: Corporations Law – s 131(1). b. At the time of ratification the principal must be legally capable of doing the act himself. c. The principal must have full knowledge of all material facts relating to the act to be ratified. Ratification must take place within a reasonable time of the agent’s act unless the contract stipulates another more specific timeframe. The principal has no right to see if market conditions improve, or similar, before ratifying: Prince v Clark (1823). Ratification: entering into an unauthorised contract The principles of ratification Where an agent enters into an unauthorised contract, the principle may be happy to adopt it. This can be done by the process of ratification. For ratification to be available, however, the agent must purport to act on behalf of a principle, the principle must be in existence at the time of the contract, and the principle must have capacity. The agent must purport to act on behalf of a principle Because the agent must purport to be acting on behalf of another, ratification is not available where the principle is undisclosed. The third party must know that there is, or is supposed to be, a principle in the background. If the third party thinks that the agent is acting on his or her own account, no later ratification will be possible. The principle must be in existence at the time of the contract The second requirement for ratification, that is, that the principle is in existence at the time of ratification, arises mainly in relation to contracts made on behalf of new companies which are being formed. In Kelner v Baxter, it was held that if the company was not existence (in that it had not been incorporated) at the time of the contract, it could not later ratify the agreement. The purported ‘agents’, the promoters of the company, were therefore personally liable. Such personal liability is now imposed by statute, by virtue of s 36C of the Companies Act 1985. The principle must have capacity The final requirement is that the principle must have capacity. There are in theory two aspects to this rule. The first rule is that the principle must have capacity to make the transaction at the time of the contract. This has most obvious relevance to minors, who want to ratify after reaching majority. It could also apply to contracts made outside the powers of a company. The second aspect is that the principle must have capacity at the time of ratification. This was applied in Grover and Grover Ltd v Matthews. A contract of fire insurance was purported to be ratified after a fire had destroyed the property which was the subject of the insurance. It was held that this was ineffective because at the time of the purported ratification the principle could not have made the contract himself (because the property no longer existed). ‘Capacity’ is thus being given a rather broader meaning than usual, to cover the issue as to whether the principle would have in practice been able to make the contract in question. Ratification is retrospective in its effect, and the original contract must be treated as if it had been authorised from the start. This was confirmed by the Court of Appeal in Presentaciones Musicales SA v Secunda. The implications of this rule are clear from the decision in Bolton Partners v Lambert. Bolton Partners owned a factory, which Lambert offered to buy. This offer was accepted by the managing director, though in fact he had no authority to do this. On 13 January, there was a disagreement, and Lambert withdrew his offer. On 17 January, Bolton Partners started proceedings for breach of contract. On 28 January, the Board of Directors of Bolton Partners ratified the actions of the managing director. Lambert argued that this ratification came too late, but the Court of Appeal held that it had retrospectively validated the original contract, and that Lambert’s attempt to withdraw was therefore ineffective. INDOOR MANAGEMENT RULE and LIABLITY OF CRIMINAL and TORTOUS ACTS Royal British Bank v Turquand (1856) 6 E;B 327 is a UK company law case that held people transacting with companies are entitled to assume that internal company rules are complied with, even if they are not. This â€Å"indoor management rule† or the â€Å"Rule in Turquand's Case† is applicable in most of the common law world. It originally mitigated the harshness of the constructive notice doctrine, and in the UK it is now supplemented by the Companies Act 2006 sections 39-41. The rule in Turquand's case was not accepted as being firmly entrenched in law until it was endorsed by the House of Lords. In Mahony v East Holyford Mining Co[1] Lord Hatherly phrased the law thus: When there are persons conducting the affairs of the company in a manner which appears to be perfectly consonant with the articles of association, those so dealing with them externally are not to be affected by irregularities which may take place in the internal management of the company. So, in Mahoney, where the company's articles provided that cheques should be signed by any two of the three named directors and by the secretary, the fact that the directors who had signed the cheques had never been properly appointed was held to be a matter of internal management, and the third parties who received those cheques were entitled to presume that the directors had been properly appointed, and cash the cheques. The position in English law is now superseded by section 40 of the Companies Act 2006,[2] but the Rule in Turquand's Case is still applied throughout many common law jurisdictions in the Commonwealth. According to the Turquand rule, each outsider contracting with a company in good faith is entitled to assume that the internal requirements and procedures have been complied with. The company will consequently be bound by the contract even if the internal requirements and procedures have not been complied with. The exceptions here are: if the outsider was aware of the fact that the internal requirements and procedures have not been complied with (acted in bad faith); or if the circumstances under which the contract was concluded on behalf of the company were suspicious. However, it is sometimes possible for an outsider to ascertain whether an internal requirement or procedure has been complied with. If it is possible to ascertain this fact from the company's public documents, the doctrine of disclosure and the doctrine of constructive notice will apply and not the Turquand rule. The Turquand rule was formulated to keep an outsider's duty to inquire into the affairs of a company within reasonable bounds, but if the compliance or noncompliance with an internal requirement can be ascertained from the company's public documents, the doctrine of disclosure and the doctrine of constructive notice will apply. If it is an internal requirement that a certain act should be approved by special resolution, the Turquand rule will therefore not apply in relation to that specific act, since a special resolution is registered with Companies House (in the United Kingdom), and is deemed to be public information. Liability In English law, a corporation can only act through its employees and agents so it is necessary to decide in which circumstances the law of agency or vicarious liability will apply to hold the corporation liable in tort for the frauds of its directors or senior officers. If liability for the particular tort requires a state of mind, then to be liable, the director or senior officer must have that state of mind and it must be attributed to the company. In Meridian Global Funds Management Asia Limited v. Securities Commission [1995] 2 AC 500, two employees of the company, acting within the scope of their authority but unknown to the directors, used company funds to acquire some shares. The question was whether the company knew, or ought to have known that it had acquired those shares. The Privy Council held that it did. Whether by virtue of their actual or ostensible authority as agents acting within their authority (see Lloyd v Grace, Smith ; Co. [1912] AC 716) or as employees acting in the course of their employment (see Armagas Limited v Mundogas S. A. [1986] 1 AC 717), their acts and omissions and their knowledge could be attributed to the company, and this could give rise to liability as joint tortfeasors where the directors have assumed responsibility on their own behalf and not just on behalf of the company. So if a director or officer is expressly authorised to make representations of a particular class on behalf of the company, and fraudulently makes a representation of that class to a Third Party causing loss, the company will be liable even though the particular representation was an improper way of doing what he was authorised to do. The extent of authority is a question of fact and is significantly more than the fact of an employment which gave the employee the opportunity to carry out the fraud.