The document discusses the historical discrimination faced by the LGBTQ community in America and proposes adopting a new legal standard called the Modus Vivendi Nexus Standard to provide higher protections against discrimination based on sexual orientation under the Equal Protection Clause. It outlines how disgust and views of immorality were used politically to enact anti-gay laws and restrict LGBTQ rights. It also examines key legal and social developments, such as the gay rights movement in the late 1960s and the continued failure of the Constitution to adequately protect this group. The author argues the new standard is necessary to rectify purposeful discrimination and that it would require laws that discriminate based on sexual orientation to have an important government objective and be narrowly tailored without violating rights.
Modus V Studio celebrated its 3rd anniversary in March 2009. The company has grown substantially in food services and residential design. Notable projects include Qube restaurant and the Hawthorne Hills house, which serves as the company's office. Looking ahead, Modus V Studio aims to implement green technologies in residential design to promote sustainability. The annual review provides an overview of completed projects from 2007-2009 and previews future goals in green building.
Vivendi Universal reported record losses of €23.3 billion for 2001-2002 due to acquisitions made by then-CEO Jean-Marie Messier that ultimately led the company near bankruptcy. Messier had a vision to transform the formerly utility-focused Vivendi into a global media giant but his numerous acquisitions accumulated huge debt and hid liquidity problems, forcing his resignation in July 2002 and dooming his vision.
The document discusses the historical discrimination faced by the LGBTQ community in America and proposes adopting a new legal standard called the Modus Vivendi Nexus Standard to provide higher protections against discrimination based on sexual orientation under the Equal Protection Clause. It outlines how disgust and views of immorality were used politically to enact anti-gay laws and restrict LGBTQ rights. It also examines key legal and social developments, such as the gay rights movement in the late 1960s and the continued failure of the Constitution to adequately protect this group. The author argues the new standard is necessary to rectify purposeful discrimination and that it would require laws that discriminate based on sexual orientation to have an important government objective and be narrowly tailored without violating rights.
Modus V Studio celebrated its 3rd anniversary in March 2009. The company has grown substantially in food services and residential design. Notable projects include Qube restaurant and the Hawthorne Hills house, which serves as the company's office. Looking ahead, Modus V Studio aims to implement green technologies in residential design to promote sustainability. The annual review provides an overview of completed projects from 2007-2009 and previews future goals in green building.
Vivendi Universal reported record losses of €23.3 billion for 2001-2002 due to acquisitions made by then-CEO Jean-Marie Messier that ultimately led the company near bankruptcy. Messier had a vision to transform the formerly utility-focused Vivendi into a global media giant but his numerous acquisitions accumulated huge debt and hid liquidity problems, forcing his resignation in July 2002 and dooming his vision.
The document discusses Vivendi Environnement's annual results for 2002 and outlook for 2003. It notes that in 2002, Vivendi Environnement overcame three potential stress scenarios related to its shareholder structure, sector challenges, and liquidity. It highlights increased cash flow generation and a strengthened financial position in 2002. The document also indicates Vivendi Environnement will track return on capital employed going forward to optimize growth and free cash flow, and that its business model and order backlog of €30 billion in municipal and industrial contracts provide a sound foundation.
Messier pursued an aggressive acquisition strategy at Vivendi Universal that saddled the company with debt. His American leadership style clashed with French business culture. While Messier was ambitious and charismatic, his expansion plans took big risks without proper oversight from the board. Mounting debt from overvalued acquisitions, lack of transparency, and conflicts with politicians and the press all contributed to Messier's downfall as CEO.
Vivendi is a large international media conglomerate headquartered in Paris, France. It has activities in music, television, film, publishing, telecommunications, the internet, and video games. In 2009, Vivendi had revenues of €27.13 billion, operating income of €3.836 billion, and profit of €830 million with 48,280 employees across 77 countries. Vivendi owns telecommunications subsidiaries including SFR, GVT, and Maroc Telecom which offer services such as mobile, broadband, pay TV, and more. Competitors in the telecom sector include BSNL, Airtel, Reliance, and Idea Cellular in India.
The document summarizes a case study on the merger between Vivendi and Seagram. It provides details on:
1) Vivendi originally started as a water company that was transformed into a multimedia conglomerate by Jean-Marie Messier.
2) Seagram was a global beverage and entertainment company based in Montreal.
3) Jean-Marie Messier's aggressive acquisition strategy based on debt led to integration challenges and ultimately the failure of the merger due to huge debt levels and doubts around Vivendi's accounting.
Vivendi SA was originally founded as a utility company in 1853 but diversified into media and telecommunications through acquisitions in the 1990s and 2000s. It reported losses of €23.3 billion for 2001-02 due to debts from acquisitions, misleading financial reports, and aggressive accounting practices. Its leadership aggressively expanded through debt-funded acquisitions without addressing the growing debt load. The board failed to oversee the leadership or financial management. The CEO was replaced and paid a large severance package despite plunging the company towards bankruptcy.
TAS Inhouse Presentation round 2014. A case study on French Conglomerate Vivendi and its transformation over the years in the context of financials and Leadership.
Visit www.tas2014.wordpress.com for more updates on TAS process
The document discusses various definitions and perspectives on what constitutes literature. It examines definitions focused on written works with artistic value, bodies of writing from a culture/time period, and writings on a particular subject. The document also explores whether genres like advertisements, comics, or pulp fiction can be considered literature. Several authors weigh in on defining literature based on qualities like originality, craftsmanship, psychological truth, and understanding of moral values. Debates addressed include whether literature must be imaginative or fictional versus realistic, and the relationship between literature and understanding human nature.
This document summarizes a study of CEO succession events among the largest 100 U.S. corporations between 2005-2015. The study analyzed executives who were passed over for the CEO role ("succession losers") and their subsequent careers. It found that 74% of passed over executives left their companies, with 30% eventually becoming CEOs elsewhere. However, companies led by succession losers saw average stock price declines of 13% over 3 years, compared to gains for companies whose CEO selections remained unchanged. The findings suggest that boards generally identify the most qualified CEO candidates, though differences between internal and external hires complicate comparisons.
Una mica historia (de la Prehistòria a l'Edat mitjana)lpavon8
Aquesta presentació ha estat realitzada pels alumnes de 5è A de l'escola Sagrada Família de Viladecans com a producte de la webquest "Una mica d'història"
"Una mica d'història" (de la Prehistòria a l'Edat mitjana)rjardi
Aquesta presentació ha estat elaborada pels alumnes de 5è B de l'escola Sagrada Família de Viladecans, com a producte de la webquest "Una mica d'història"
The document discusses Vivendi Environnement's annual results for 2002 and outlook for 2003. It notes that in 2002, Vivendi Environnement overcame three potential stress scenarios related to its shareholder structure, sector challenges, and liquidity. It highlights increased cash flow generation and a strengthened financial position in 2002. The document also indicates Vivendi Environnement will track return on capital employed going forward to optimize growth and free cash flow, and that its business model and order backlog of €30 billion in municipal and industrial contracts provide a sound foundation.
Messier pursued an aggressive acquisition strategy at Vivendi Universal that saddled the company with debt. His American leadership style clashed with French business culture. While Messier was ambitious and charismatic, his expansion plans took big risks without proper oversight from the board. Mounting debt from overvalued acquisitions, lack of transparency, and conflicts with politicians and the press all contributed to Messier's downfall as CEO.
Vivendi is a large international media conglomerate headquartered in Paris, France. It has activities in music, television, film, publishing, telecommunications, the internet, and video games. In 2009, Vivendi had revenues of €27.13 billion, operating income of €3.836 billion, and profit of €830 million with 48,280 employees across 77 countries. Vivendi owns telecommunications subsidiaries including SFR, GVT, and Maroc Telecom which offer services such as mobile, broadband, pay TV, and more. Competitors in the telecom sector include BSNL, Airtel, Reliance, and Idea Cellular in India.
The document summarizes a case study on the merger between Vivendi and Seagram. It provides details on:
1) Vivendi originally started as a water company that was transformed into a multimedia conglomerate by Jean-Marie Messier.
2) Seagram was a global beverage and entertainment company based in Montreal.
3) Jean-Marie Messier's aggressive acquisition strategy based on debt led to integration challenges and ultimately the failure of the merger due to huge debt levels and doubts around Vivendi's accounting.
Vivendi SA was originally founded as a utility company in 1853 but diversified into media and telecommunications through acquisitions in the 1990s and 2000s. It reported losses of €23.3 billion for 2001-02 due to debts from acquisitions, misleading financial reports, and aggressive accounting practices. Its leadership aggressively expanded through debt-funded acquisitions without addressing the growing debt load. The board failed to oversee the leadership or financial management. The CEO was replaced and paid a large severance package despite plunging the company towards bankruptcy.
TAS Inhouse Presentation round 2014. A case study on French Conglomerate Vivendi and its transformation over the years in the context of financials and Leadership.
Visit www.tas2014.wordpress.com for more updates on TAS process
The document discusses various definitions and perspectives on what constitutes literature. It examines definitions focused on written works with artistic value, bodies of writing from a culture/time period, and writings on a particular subject. The document also explores whether genres like advertisements, comics, or pulp fiction can be considered literature. Several authors weigh in on defining literature based on qualities like originality, craftsmanship, psychological truth, and understanding of moral values. Debates addressed include whether literature must be imaginative or fictional versus realistic, and the relationship between literature and understanding human nature.
This document summarizes a study of CEO succession events among the largest 100 U.S. corporations between 2005-2015. The study analyzed executives who were passed over for the CEO role ("succession losers") and their subsequent careers. It found that 74% of passed over executives left their companies, with 30% eventually becoming CEOs elsewhere. However, companies led by succession losers saw average stock price declines of 13% over 3 years, compared to gains for companies whose CEO selections remained unchanged. The findings suggest that boards generally identify the most qualified CEO candidates, though differences between internal and external hires complicate comparisons.
Una mica historia (de la Prehistòria a l'Edat mitjana)lpavon8
Aquesta presentació ha estat realitzada pels alumnes de 5è A de l'escola Sagrada Família de Viladecans com a producte de la webquest "Una mica d'història"
"Una mica d'història" (de la Prehistòria a l'Edat mitjana)rjardi
Aquesta presentació ha estat elaborada pels alumnes de 5è B de l'escola Sagrada Família de Viladecans, com a producte de la webquest "Una mica d'història"
1. MODUS VIVENDI
A partir de l'anàlisi de les següents imatges,A partir de l'anàlisi de les següents imatges,
hem deduït com vivia la civilització minoica:hem deduït com vivia la civilització minoica:
que menjaven, de què treballaven,c om esque menjaven, de què treballaven,c om es
vestien, celebracions..vestien, celebracions..
2. PRÍCEP DELS LLIRIS
Es pot veure que hi havia
vegetació i com diu el títol, hi
havien lliris que simbolitzaven
l'amor
3. FREC DELS DOFINS
Amb aquesta pintura podem veure que al voltant de
l' illa hi habitaven molts dofins junt amb altres
espècies marines.
5. FRESC DEL TORO
Un dels animals que predominava més i que
simbolitzava la força del home.
6. FRESC DEL PARISINA
En aquest fresc el que més destaca és que veure
dona té un ull molt gran frontal, i te el llavis pintats i
que darrere té un nus amb símbol de la divinitat.
7. FRESC DE LA DAMA DE BLAU
Es pot veure que feien collars i braçalets i com
sembla que estiguin ballant, podem deduir que feien
celebracions