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    Question 1: How has the range of duty negligence been developed since Donoghue v Stevenson? Use case law in your answer. It is often difficult to set down a single test to determine when a duty of care is owed to the claimant. Nevertheless‚ this does not mean that it is never clear when a duty of care is owed. For example‚ an employer owes his employees a duty of care not to cause them foreseeable‚ physical and psychiatric injury. A similar duty is owed to the road users by a driver and to patients

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    Question 6 : There are company Y practise the transparency while company X refuse to be transparent. Company Y has the transparency characteristics as it enforces equality from the controlling system‚ market selling process and also the processing product. Company Y usually practise transparency to the outsider such as consumers‚ regulators‚ banker ( investor ) and also supplier while the top manager used to practise initial transparency of company by telling and giving the detail

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    GE and Jack Welch

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    HBR - GE ’s Two-Decade Transformation: Jack Welch ’s Leadership Dawn Davis California Baptist University Professor Putulowski 18 October 2014 Summary of Backgrounds and Facts Jack Welch introduced transformational leadership at General Electric (GE) with the aim of stretching the organization towards achieving global objectives. Welch took the helm of the organization in 1981‚ at a time when the US economy was overwhelmed by recession. In addition‚ his predecessor‚ Jones‚ had introduced a highly

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    3OVERVIEW OF HUMAN RESOURCE /MANPOWER PLANNING Manpower planning is the first step towards manpower management. It refers to the process of using available assets for the implementation of the business plans. It also involves the process of coordinating and controlling various activities in the organization. An effective manpower planning requires a careful assessment of the future needs of the organization. It involves the development of strategies to match the requirement of employees and availability

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    Total Quality Management

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    1980s‚ a new concept entered managerial discourse: Total Quality Management (TQM). TQM was heralded by governments‚ major corporations and the business media as the most effective and elegant way out of the economic crisis and into the global market. TQM claimed not to be a set of techniques but a philosophy of management (Sashkin and Kiser‚ 1993). Some commentators have argued that TQM is little more than an attempt to enhance management ’s control over labour (Delbridge et al.‚ 1992; Sewell and

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    enable companies meet the quality at each stage in processes. With the diverse development of business‚ Cooke and Lewis were not able to satisfy the demands of those organisations. Two attempts were made for the companytop-down approach and multi-disciplinary approach. The employee involving approach showed the internal customer satisfaction and a high level of enthusiasm while the top-down approach failed. 1.two approaches The top-down approach is the decision made by owner or top managers

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    Ge- Evo Project

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    of the most visible growth initiatives in its locomotive business—projects that had been designated “Imagination Breakthroughs.” IBs‚ as they were called within GE‚ were new projects with the potential to generate $100 million in new business within two to three years‚ and were a key part of Immelt’s organic growth strategy. At the IB Review‚ Immelt expected to hear how Transportation was progressing with each of its locomotive IBs and what plans they had for their future. Within GE Transportation

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    Ge Ms

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    accountable to those who have a legitimate stake in an organization. It has become an increasingly important issue for organizations for three main reasons. The separation of ownership and management control of organizations (which is now the norm except with very small businesses) means that most organizations operate within a hierarchy‚ or chain‚ of governance. This chain represents those groups that influence an organization through their involvement in either ownership or management of an organization

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    total quality management

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    Total Quality Management (TQM) is a comprehensive and structured approach to organizational management that seeks to improve the quality of products and services through ongoing refinements in response to continuous feedback. TQM requirements may be defined separately for a particular organization or may be in adherence to established standards‚ such as the International Organization for Standardization’s ISO 9000 series. TQM can be applied to any type of organization; it originated in the manufacturing

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    Quality Management System

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    Quality Management Systems Introduction An organisation will benefit from establishing an effective quality management system (QMS). The cornerstone of a quality organisation is the concept of the customer and supplier working together for their mutual benefit. For this to become effective‚ the customer-supplier interfaces must extend into‚ and outside of‚ the organisation‚ beyond the immediate customers and suppliers. A QMS can be defined as: “A set of co-ordinated activities to direct and control

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