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June 10, 1966 Master and servant — Wrongful dismissal — Damages — Joint managing director — Offer of employment as assistant managing director at same emolument — Whether reasonable to refuse — Relevance of circumstances of dismissal — Whether attempts to find other employment reasonable.
The privatisation of the electricity industry was badly flawed. It created a generating duopoly in the form of National Power and Powergen. These two companies have a…
The privatisation of the electricity industry was badly flawed. It created a generating duopoly in the form of National Power and Powergen. These two companies have a degree of control which is incompatible with the concept of the open market and which is detrimental to the interests of the consumer. Given the power of that duopoly, it is doubtful whether the Governmental regulatory authority, OFFER, can effect real change without a referral to the Monopolies and Mergers Commission.
The position of ex‐offenders as a group who areas equally in need of protection as those who arediscriminated against on grounds of race or sexis highlighted. The…
The position of ex‐offenders as a group who are as equally in need of protection as those who are discriminated against on grounds of race or sex is highlighted. The provisions of the unfair dismissal legislation as they bear on ex‐offenders and the extent to which this legislation and the Rehabilitation of Offenders Act 1974 are safeguarding the recruitment prospects and job security of those whose convictions have become “spent” is examined. It is concluded that the legislative provisions are ineffective and in need of amendment, possibly along the lines of the Sex Discrimination Act 1975 and the Race Relations Act 1976. Such an Act should be complemented by a Code of Practice explaining employers′ obligations and urging them to include ex‐offenders in equal opportunities policies.
To report findings from an updated survey of environmental policy and practice among UK organizations. To draw conclusions about the relationship between environmental…
To report findings from an updated survey of environmental policy and practice among UK organizations. To draw conclusions about the relationship between environmental concerns and organizational strategy making.
The paper reports findings from a 1999 survey of 911 UK organizations, updated by interviews conducted with participant organizations in 2004. The paper represents an extension of a ten‐year longitudinal study of environmental policy and practice in UK organizations.
The gap between policy formulation and implementation in the environmental area has continued to narrow, but environmental concerns appear not to have moved towards the centre of the strategy making process in many firms. Organizations are still primarily influenced by short‐term rather than long‐term imperatives, and although recognition of opportunity offered by the environment is increasing, organizations are still liable to adopt a reactive position, increasingly so as the size of the organization decreases.
It offers a contribution to the debate over the ongoing relationship between organizational strategy and environmental factors as a determinant of organizational strategy. It locates the debate in the wider discussion of determinants of organizational strategy.
It highlights the complex decision‐making processes facing managers in satisfying a variety of stakeholders who may be making competing demands of their organization.
The paper offers a longitudinal review of changes to environmental policy and practice among UK organizations, providing an opportunity to explore the nature of change over a ten‐year period.
The Equal Pay Act 1970 (which came into operation on 29 December 1975) provides for an “equality clause” to be written into all contracts of employment. S.1(2) (a) of the 1970 Act (which has been amended by the Sex Discrimination Act 1975) provides:
Governments in the US and the UK since the Second World War have taken a keen interest in competition policy. The Thatcher Government in the UK is no exception, and…
Governments in the US and the UK since the Second World War have taken a keen interest in competition policy. The Thatcher Government in the UK is no exception, and, indeed, a policy of deregulation of the nationalised industries has been instituted, whilst further legislation aimed at reducing the concentration of British industry is likely in the future. In such a political climate merger activity remains an important focus of concern. In this article the authors investigate the relative corporate profitability of growth by merger, including horizontal, vertical and diversifying acquisitions, as compared with that achieved by the internal acquisition of assets, and report on the results of their empirical analysis conducted from data on 52 UK public companies.
The extent of the ‘boom’ on the Stock Market — fuelled by confidence in the improvement in the rate of inflation figures and a strengthening pound — in the five weeks to August 11 came as a surprise to many. Despite the widespread gains in most sectors, the prospect of a sustained drive forward into new high‐ground from the FT 30‐Share Index was considered unlikely — and certainly the forward momentum was substantially checked by the announcement of the disappointing balance of payment figures for July.