discussion on the Intellectual Property Law Md. Murtaja Islam Johanjeb Tareq Lecturer‚ Department of Law‚ Southern University Bangladesh. Intellectual property has acquired an internationally recognized character. Now it is regarded to be one important sector of international law‚ having its source in various international conventions. At present‚ each and every country is trying to shape or reshape their legislature‚ relating to intellectual property; in the light
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“...He had a saying‚ ‘good artists copy‚ great artists steal’...”‚ Steve Jobs quoting Pablo Picasso. According to FBI.gov intellectual property theft is defined as robbing people or companies of their ideas‚ inventions‚ and creative expressions. Intellectual property theft is one of the things that aided in the explosive growth of the computer and technology industry‚ but is much less common in the industry today. Was this theft justified due to companies not taking the necessary actions to prevent
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An organization must align its activities with the company’s objectives. This entails employees coordinating functions through strong clear communication channels. The way in which work is divided dictates the organizational culture of the company. This paper will define three types of organizational structures; functional‚ pure project and matrix‚ and contrast advantages and disadvantages that exist between them. It is essential that upper level management decides which organization structure
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Cross-Border Intellectual Property Litigation 1. What is the territoriality principle and how does it impact cross border intellectual property litigation? Throughout history‚ we have witnessed the territorial conception of national and international intellectual property law face an array of global challenges. According to the principle of territoriality‚ the possibility of protecting an IP right is limited to the territory of the country where the right is granted. In other words‚ it is fundamentally
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acknowledges breeders of new plant varieties through uniform and clearly defined principles for exclusive property rights‚ based on criteria that the variety is distinctive‚ uniform‚ stable and novel.33 33 Commission on Intellectual Property Rights‚ 2002. 34 The Light Years project and in a recent World Bank report (Barconcelli et al.‚ 2004). Geographical Indications are a second measure used to protect diversity in access and benefit-sharing in developing countries. With GIs‚ this is achieved by making
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British Journal of Management‚ Vol. 10‚ 335-350 (1999) Why do Managers Do What They Do? Reconciling Evidence and Theory in Accounts of Managerial Work Colin Hales Westminster Business School‚ University of Westminster‚ London NWl 5LS‚ UK This article seeks to show that there has been surprisingly little interest in developing a causal explanation of the consistently documented common characteristics of managerial work and attempts to sketch out such an explanation. It is argued that researchers
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WHAT GENERAL MANAGERS REALLY DO Assessment 1:Essay by Louisa Cindy General managers are top of employee‚ who hold major problems and play a big role behind the organization or business. Being a manager takes a great deal of hard work‚ leadership‚ and dedication. They have responsibilities to take control‚ motivate‚ and monitoring each part of the organization. The pressure of being a manager is not as easy as what people think‚ they tend to be efficient and effective in the same time. In an
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protection of intellectual property rights (IPR’s) can facilitate technology diffusion in middle to lower income countries. This spread of knowledge and technology and technology occurs through increased trade in goods and services‚ FDI‚ joint ventures‚ licensing and cross border movement of personnel. Additionally it can promote knowledge diffusion as the information available in patent claim is publically available‚ and therefore easily accessible by other potential investor who can use that information
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American Economic Association An Introduction to the Law and Economics of Intellectual Property Author(s): Stanley M. Besen and Leo J. Raskind Reviewed work(s): Source: The Journal of Economic Perspectives‚ Vol. 5‚ No. 1 (Winter‚ 1991)‚ pp. 3-27 Published by: American Economic Association Stable URL: http://www.jstor.org/stable/1942699 . Accessed: 24/11/2011 08:39 Your use of the JSTOR archive indicates your acceptance of the Terms & Conditions of Use‚ available at . http://www.jstor.org/page/info/about/policies/terms
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article: WHAT EFFECTIVE MANAGERS REALLY DO (KOTTER‚ 1982) 11 12 1 2 10 9 3 8 4 7 6 5 MBA Public Governance 4 Management & Organization Dynamics Hugo Hendriks April 2004 Nijenrode University Management & Organization Dynamics April 9‚ 2004 What effective managers really do (Kotter‚ 1982)1 This paper is part of my exam of Management & Organization Dynamics at Nijenrode University. This paper starts with a summary of Kotters 1982 article What effective managers really do ‚ by an experimental
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