DISSOLUTION OF PARTNERSHIPS Introduction Section 36 to 39 of the partnership Act underlines the various circumstances under which a partnership may be dissolved. These include; i. Dissolution by agreement- This is where all the partners duly agree to terminate the partnership. ii. Dissolution by illegality- This is where the happening of an event makes it unlawful for the business of a partnership to be carried on. iii. Dissolution on happening of some events- A partnership is dissolved in
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John Lewis Partnership Profile John Lewis Partnership (JLP) is a UK leading retail company which operates department stores and supermarkets. Products of this company include furniture‚ kitchenware‚ clothing items‚ groceries and organic foods. It also offers other services such as insurance services‚ textiles manufacturing‚ real estate services‚ online sale of products and travel services. Its brands include John Lewis and Waitrose (Datamonitor‚ 2010). Headquartered in London‚ the UK‚ it
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general partnership which created when two or more persons or corporations decide to associate for the purpose of carrying on business under one business name. Liability for debts and responsibilities of the Partnership can be apportioned evenly between all partners (a ’general’ partnership) or unevenly between a main partner and a number of limited or junior partners (a ’limited’ partnership). There is no requirement for a written or formal partnership agreement‚ but many partnerships are created
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from the partnership. Step 1:- The problem at hand deals with Partnership law as governed by the Partnership Act 1895 in the absence of a written agreement. Principles of Common law and Equitable principles also apply. Partnership Act governs the partnership of ‘Health Plus’. Sec. 30 of the Act‚ as it relates to misappropriation of partnership property. The application of Sec. 39 Partnership Act 1895 and the Fiduciary Duty breached. Supreme Courts position to dissolve the Partnership due to
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PUBLIC PRIVATE PARTNERSHIP (PPP) Assignment on NH-7 project reference no:NS2/BOT/AP-7 INTRODUCTION: This project is between NHAI and M/s.Patel KNR Heavy Infrastructures Pvt. Ltd. on BOT annuity basis. SITE OF
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ROUGH DRAFT Critical Analysis on Mutual fund as a mode of investment to reduce the Market risk SUBMITTED BY: Raghav Vashist: 10BBL061 UNDER THE GUIDANCE OF Dr. Pranav Saraswat SUBMITTED TO INSTITUTE OF LAW‚ NIRMA UNIVERSITY ACADEMIC YEAR 2012-2013 CHAPTER-1 INTRODUCTION A Mutual Fund is a trust that pools the savings of a number of investors who share a common financial goal. The money thus collected is then invested in capital market instruments such as shares‚ debentures
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TOPIC 1: AGENCY 1. DEFINITION OF AGENCY "Agency is the relationship that exists between two persons‚ when one‚ called the agent‚ is considered in law to represent the other‚ called the principal‚ in such a way as to be able to affect the principal ’s legal position in respect of strangers to the relationship by the making of contracts or the [sale or purchase] of property." So‚ an agent is someone who represents another‚ called the principal‚ in dealings with third persons. Agency is therefore
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REPORT ON MUTUAL FUND MARKET AND RESEARCH WORK ON KOTAK K30 SCHEME FOR R.H.KOTHARI INDUSTRY LTD. SUBMITTED TO UNIVERSITY OF PUNE IN PARTIAL FULFILLMENT OF 2 YEAR FULL TIMECOURSE MASTER IN BUSINESS ADMINISTRATION (M.B.A. UNIV.) SUBMITTED BY AKHIL TRIVEDI M.B.A. II (BATCH 2005-2007) VISHWAKARMA INSTITUTE OF MANAGEMENT (PUNE) 1 __________________________________Mutual fund market and kotak scheme analysis 1. EXECUTIVE SUMMARY 2. INTRODUCTION 3. WHAT IS MUTUAL FUND AND EXPLANATION
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A review by Dr. Ignatius Gwanmesia on how inter-professional partnership working impacts on service delivery (NHS) (2007) Introduction In a utopian scenario‚ inter-professionalism should reciprocate efficiency in service delivery for service users. However in practice‚ inherent constraints left unresolved can construe to hinder rather enhance the safeguarding of clients welfare. Service users are experts on their own needs‚ Smale et al (1993)‚ and
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we explore the difficulties in agreeing an evidence-base for interagency work‚ and describe some of the challenges this poses for practitioners and service planners. We use current literature to outline the barriers and facilitators to good multi-agency practice and explore the outcomes of integrated professional work with children and young people‚ the development of ‘comprehensive CAMHS’ positions‚ and CAMH work as an exemplar of a multiagency service. Ó 2009 The Author(s). Journal compilation
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