1.Offer 1. Offer means a proposal by a person in which he makes his willingness to enter into a legally binding contract for some conside¬ration. 2. An offer is made with the object of getting consent of the offeree. 3. An offer can be accepted by the offeree. 4. An offer when accepted becomes an agreement. Invitation to Offer 1. An Invitation to offer means an intention of a person to invite others with a view to enter into an agreement. 2. An invitation to offer on the other hand is made
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History of Contract in India The Third Law commission of British India formed in 1861 under the stewardship of Chairman Sir John Romilly‚ with initial members as Sir Edward Ryan‚ R. Lowe‚ J.M. Macleod‚ Sir W. Erle (succeeded by Sir. W.M. James) and Justice Wills (succeeded by J. Henderson)‚ had presented the report on contract law for India as Draft Contract Law (1866). The Draft Law was enacted as The Act 9 of 1872 on 25th April 1872 and the Indian Contract Act‚ 1872 came into force with effect
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requirements for a valid contract. A contract is an exchange of promises between two or more parties to do or refrain from doing an act which is enforceable in a court of law. www.wikipedi.org A contract is a binding agreement between two or more people stating to do something or refrain from doing something. Not all agreements are classified as contracts. A contract is known as an acceptance or offer enforced by law between two or more people. When creating a contract all people or parties
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ASPECTS OF CONTRACT AND NEGLIGENCE OF BUSINESS Task: 1.1: Explain the importance of the essential elements required for the information of a valid contract? Offer A valid offer identifies the bargained-for exchange between the parties and creates a power of acceptance in the party to whom the offer is made. The communication by one party known as the offeror to the another party called the offeree b) Acceptance To constitute a contract‚ there must be an acceptance of the offer
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Performance and Reward Management SID: 0872496 Word Count: 2999 Table of content 1.0 Executive Summary pg 3 2.0 Introduction pg 4 3.0 Definitions pg 5 4.0 Organization Culture pg 6 5.0Organization Structure pg 8 6.0 Advantages /Disadvantages pg 9 7.0 Horizontal Integration pg 14 8.0 Management Approaches pg 14 9.0 Enron /WorldCom pg 16 10.0 Agency Theory pg 17-18 11.0 Remuneration Strategy pg 19 12.0 Sarbanes- Oxley Act pg 22-28 1.0 Executive Summary In the changing environment
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Week 1 – Welcome / Introduction to Law I. 1. 2. 3. 4. Introduction to Law Not Not Not Not Divine Law‚ law of religion and faith Natural Law‚ justice‚ fairness and righteousness Moral Law‚ norms of good and right conduct Physical Law‚ order or regularity in nature Sources of Law i) i) Constitution – Fundamental Law of the land ii) ii) Legislations – Passed by Senate and House of Representatives iii) iii) Administrative issuances – Quasi Legislative Functions iv) iv) Jurisprudence – Decisions of the
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DISCHARGEMENT OF CONTRACT The law of contracts forms a substantial part of our various relationships that can have some sort of influence over us on an almost daily basis – even when there is no physical contract in front of us we may still be privy to some sort of contractual obligation. Alternatively‚ if you’re a fan of social theorists such as Jean-Jacques Rousseau‚ you may argue that we’re also bound by ‘the social contract’‚ but we digress. Getting back to our original point
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DURESS 1. Generally If one party pressures the contractual consent of another by duress the contract is voidable by that other party (See Also s 52A TPA and s 39 FTA). The common law has long recognised that duress‚ in the form of coercion of the plaintiff’s will through illegitimate pressure or threats to the plaintiff’s interests‚ render a contract voidable (Barton v Armstrong). Traditionally‚ the common law concept of duress was limited to actual or threatened violence to the person of
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Designing a Reward System June 16‚ 2013 HSM/220 Amanda Enz-Olavarria Designing a reward system for a human service organization is difficult. In fact designing a reward system where employers and management are both happy is difficult. Employees want something that gives them benefits beyond health insurance and paid time off (PTO). Employees want resect from management‚ good compensation‚ a chance to turn out quality work‚ chances for promotion‚ opportunities to do interesting work‚ the feeling
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the person wielding it must be deemed to have earned it legitimately. An example of legitimate power is that held by a company’s CEO. Reward Power Reward power arises from the ability of a person to influence the allocation of incentives in an organization. Reward power is based on the right of some to offer tangible‚ social‚ emotional‚ or spiritual rewards to others for doing what is wanted or expected of them or to deny others something tangible‚ social‚ emotional‚ political‚ or spiritual for
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