The social security disability claim evaluation process can be lengthy. Once a claim is approved, many applicants want to know when they will start receiving benefits. For more details visit: http://ankinlaw.com/
The document discusses the benefits of silos in IT organizations and argues that silos should be strengthened rather than torn down. It states that silos represent an effective way of managing specialized skills and that the problem lies not with silos themselves but with lack of communication between them. The ITIL framework can help build bridges between silos by institutionalizing inter-silo processes like change and problem management. Rather than trying to eliminate silos, managers should view them as teams and invest in tools like OLAs to define responsibilities and monitor performance.
This document summarizes an article from the DITY Newsletter about Component Failure Impact Analysis (CFIA). CFIA identifies components that could cause an outage, lack backups, and evaluates failure risk. It helps justify investments and assists with creating and maintaining the Configuration Management Database. The summary outlines a 3-step process for conducting CFIA: 1) select a service and list components, 2) create a matrix of components and services to identify failures and backups, 3) examine failures and backups to identify single points of failure and propose design changes or redundancy.
This document summarizes best practices for budgeting in IT based on the ITIL framework. It recommends starting with a clean analysis of current IT costs and requirements before using corporate budget templates. Understanding drivers of IT costs and getting input from capacity management helps determine needs. Costs are broken into categories and prices obtained from vendors. The resulting budget model allows for changes over the budget year to facilitate accounting comparisons.
This document summarizes an article from the DITY Newsletter about how the ITIL framework can be governed using COBIT to ensure proper IT governance. It states that ITIL alone is not sufficient and requires integration with other frameworks like COBIT. COBIT addresses what needs to be controlled, measured, and aligned in IT to meet business goals, while ITIL focuses on delivering and supporting IT services. The article argues that both COBIT and ITIL are needed frameworks and should be integrated together to provide the necessary guidance and governance over IT practices.
This document discusses business analysis (BA) training and certifications that would be beneficial for an IT service management (ITSM) organization adopting ITIL best practices. It outlines five key questions: 1) what is business analysis, 2) what BA training and certifications should an ITSM organization pursue, 3) what options are available to take the CBAP certification exam, 4) what ITSM roles and responsibilities can be assumed with BA training and certifications, and 5) why BA training and certification can improve chances for jobs or promotions. The Certified Business Analysis Professional (CBAP) designation from the International Institute of Business Analysis is recommended.
La plataforma virtual está compuesta por diversas herramientas de comunicación, productividad y administración. Incluye herramientas como foros, chats, correo electrónico, calendario, evaluaciones, zonas de trabajo en grupo y perfiles para los estudiantes. También cuenta con herramientas de administración como autorización y herramientas del curso como el tablón de anuncios. Las herramientas educativas permiten a los docentes crear y publicar materiales educativos virtuales de forma fácil a través de módulos e
The document discusses the Evaluation process in ITIL's Service Transition phase. Evaluation is performed multiple times throughout Service Transition, including during Service Design, Release and Deployment, and Acceptance. It ensures a service change delivers value and is acceptable before being implemented. The Evaluation process defines interactions, responsibilities, deliverables and evaluates the change against acceptance criteria. It can lead to three outcomes - accept, reject, or require a revised change. The objective is to enable informed decisions about a change's actual performance versus projections.
The document discusses understanding the Coles Lutman and Buffin (CLB) and Lutman, Coles and Buffin (LCB) methods for analyzing audiogram data to assess hearing loss. It outlines understanding the role, purpose, and differences between the CLB diagnostic approach and the LCB quantification approach. It also covers understanding the methods, analyzing the resultant data, amendments made by LCB to CLB, and training and analysis services available to apply CLB and LCB to audiogram cases.
The document discusses the benefits of silos in IT organizations and argues that silos should be strengthened rather than torn down. It states that silos represent an effective way of managing specialized skills and that the problem lies not with silos themselves but with lack of communication between them. The ITIL framework can help build bridges between silos by institutionalizing inter-silo processes like change and problem management. Rather than trying to eliminate silos, managers should view them as teams and invest in tools like OLAs to define responsibilities and monitor performance.
This document summarizes an article from the DITY Newsletter about Component Failure Impact Analysis (CFIA). CFIA identifies components that could cause an outage, lack backups, and evaluates failure risk. It helps justify investments and assists with creating and maintaining the Configuration Management Database. The summary outlines a 3-step process for conducting CFIA: 1) select a service and list components, 2) create a matrix of components and services to identify failures and backups, 3) examine failures and backups to identify single points of failure and propose design changes or redundancy.
This document summarizes best practices for budgeting in IT based on the ITIL framework. It recommends starting with a clean analysis of current IT costs and requirements before using corporate budget templates. Understanding drivers of IT costs and getting input from capacity management helps determine needs. Costs are broken into categories and prices obtained from vendors. The resulting budget model allows for changes over the budget year to facilitate accounting comparisons.
This document summarizes an article from the DITY Newsletter about how the ITIL framework can be governed using COBIT to ensure proper IT governance. It states that ITIL alone is not sufficient and requires integration with other frameworks like COBIT. COBIT addresses what needs to be controlled, measured, and aligned in IT to meet business goals, while ITIL focuses on delivering and supporting IT services. The article argues that both COBIT and ITIL are needed frameworks and should be integrated together to provide the necessary guidance and governance over IT practices.
This document discusses business analysis (BA) training and certifications that would be beneficial for an IT service management (ITSM) organization adopting ITIL best practices. It outlines five key questions: 1) what is business analysis, 2) what BA training and certifications should an ITSM organization pursue, 3) what options are available to take the CBAP certification exam, 4) what ITSM roles and responsibilities can be assumed with BA training and certifications, and 5) why BA training and certification can improve chances for jobs or promotions. The Certified Business Analysis Professional (CBAP) designation from the International Institute of Business Analysis is recommended.
La plataforma virtual está compuesta por diversas herramientas de comunicación, productividad y administración. Incluye herramientas como foros, chats, correo electrónico, calendario, evaluaciones, zonas de trabajo en grupo y perfiles para los estudiantes. También cuenta con herramientas de administración como autorización y herramientas del curso como el tablón de anuncios. Las herramientas educativas permiten a los docentes crear y publicar materiales educativos virtuales de forma fácil a través de módulos e
The document discusses the Evaluation process in ITIL's Service Transition phase. Evaluation is performed multiple times throughout Service Transition, including during Service Design, Release and Deployment, and Acceptance. It ensures a service change delivers value and is acceptable before being implemented. The Evaluation process defines interactions, responsibilities, deliverables and evaluates the change against acceptance criteria. It can lead to three outcomes - accept, reject, or require a revised change. The objective is to enable informed decisions about a change's actual performance versus projections.
The document discusses understanding the Coles Lutman and Buffin (CLB) and Lutman, Coles and Buffin (LCB) methods for analyzing audiogram data to assess hearing loss. It outlines understanding the role, purpose, and differences between the CLB diagnostic approach and the LCB quantification approach. It also covers understanding the methods, analyzing the resultant data, amendments made by LCB to CLB, and training and analysis services available to apply CLB and LCB to audiogram cases.
This document is a reprint of an article from the DITY newsletter published by itSM Solutions LLC. The article provides a 7 step approach to performing Service Outage Analysis (SOA) based on ITIL best practices. SOA aims to reduce outage frequency and duration by examining past outages to identify their root causes and ways to limit future impacts. The 7 steps include categorizing outages, analyzing their root causes, examining factors that affected outage length, identifying common issues, and creating a request for change to address the most preventable issues.
The document summarizes upcoming changes to the ITIL framework in version 3. The new version aims to better align IT services with business needs and objectives. It will feature a core set of 5 books covering the IT service lifecycle and complementary documents targeted at specific industries and use cases. The new version is intended to make ITIL easier to implement and customize based on an organization's situation.
This document is a newsletter from itSM Solutions that discusses measuring IT service quality. It argues that traditional technical metrics like jitter and loss do not capture how well IT services meet user needs or perceptions of quality. Instead, it recommends measuring Impacted User Minutes (IUM), which captures degradation across four key service attributes: availability, capacity, security, and data integrity. IUM can be used to bridge communications between business and IT and help justify IT expenses. When assigned a cost, IUM also provides a way to calculate cost of downtime (CoD) for the organization.
This document summarizes how a large city government saved over $2.76 million in one year through ITIL best practices using an IT service management tool focusing on configuration management database (CMDB) capabilities. Specifically, the tool helped optimize vendor management, identifying $10,000 per month in rebates and cost reductions, and optimize bandwidth utilization, finding underutilized network circuits to eliminate and save $180,000 per month ongoing. The tool supported ITIL processes to improve capacity and availability management through visibility into infrastructure performance and utilization.
This document provides a summary of an article from the DITY newsletter published by itSM Solutions. The article discusses how IT organizations often get caught up in daily fires and fail to consider what business activities are truly important. It recommends that IT leaders examine what business they are really in and refocus resources only on important activities. The article uses an analogy of boiled frogs to illustrate how IT can fail to notice gradual changes in their environment. It advocates that IT adopt a new paradigm of being a service provider focused on core business activities that drive competitive advantage. A two-dimensional grid is presented to help categorize activities by importance to determine where to focus resources.
This document summarizes an article from the DITY newsletter about accelerating ITIL implementations using critical chain project management. It discusses that critical chain provides improvements over critical path by not using task-level buffers and instead applying one buffer to the overall project. It also advocates for honest task estimates, focusing resources exclusively on projects, and close collaboration between project managers and resources. The article promotes aligning projects closely with business needs and priorities.
The document discusses 4 steps for better process design:
1. Accept that no one truly understands existing processes and how work gets done. Observe processes directly to understand reality.
2. Walk through processes to document how work actually gets done, not how managers think it works. Note exceptions to expected workflows.
3. Spend time observing common workflows to capture details of who, what, when, where without interrupting workers.
4. Create a flow chart to model the real workflow based on observations. Review with workers and refine the model.
This document summarizes an article about building effective teams from the itSM Solutions DITY newsletter. The summary is:
The article discusses the characteristics of effective teams, including having a clear purpose, diverse skills among members, ability to function without any single member, and a leader to provide guidance. It also outlines the typical stages teams go through in their development: forming, storming, norming, performing, and adjourning. Reaching the performing stage is ideal, where a team is highly interdependent and focused entirely on its goals.
The document discusses the use of diagnostic scripts to improve incident management in IT service desks. It defines diagnostic scripts as expert systems using structured questions to help non-experts make expert decisions to classify, diagnose, and route incidents. The benefits of scripts include quicker resolution, improved customer satisfaction, and increased efficiency. The article provides guidance on creating scripts, selecting initial scripts to focus on, marketing scripts to encourage adoption, and leveraging scripts for self-service and problem management.
This document discusses different categories and delivery methods for ITIL/ITSM training programs. There are four main categories: orientation, certification, simulation, and workshops. Orientation programs provide an introduction, certification programs help prepare students for exams, simulation uses interactive games, and workshops focus on process design. Training is available in public or private classroom settings, or online through streaming video, scenario-based learning, or voice-over programs. The least expensive option is online training, which allows for self-paced, on-demand learning without student minimums. A follow up document will cover topics related to accreditation.
The top 5 reasons ITIL implementations often do not follow the prescribed methodology outlined in the books are: 1) Organizational change is difficult to achieve, 2) Understanding the current ("as-is") processes is important before defining new ones, 3) Relying solely on technology without focusing on people and processes rarely works, 4) Day-to-day operations often take priority over process improvement efforts, and 5) Different parts of the IT organization may have conflicting priorities. Overcoming these challenges requires training, simulations, stakeholder workshops, and focusing on continuous small improvements.
This document summarizes an article from the DITY newsletter about how a university improved network availability through focused application of ITIL availability management techniques. The university was experiencing weekly outages on circuits provided by their telecom provider. By monitoring interface utilization and documenting outages, the university was able to claim credits from the provider as outlined in their contract. This drove the provider to finally resolve the underlying issues causing the chronic outages. The article concludes that even without a full ITIL program, organizations can achieve practical benefits by taking a pragmatic, results-oriented approach based on ITIL concepts.
The document discusses the link between employee engagement and innovation. It notes that while engaged employees are known to boost performance, and innovation is important for growth, the direct connection between engagement and innovation has not been well-studied. The document then outlines research showing that engagement can positively impact innovation at the input, process, and output levels. It also discusses how the four key drivers of engagement - strategic narrative, engaging managers, employee voice, and organizational integrity - similarly drive an innovative culture and outputs when properly aligned. Tools and case studies are presented to help organizations improve in these areas to better link engagement and innovation.
The document outlines 6 steps to successful outsourcing: 1) managing the vendor relationship, 2) implementing effective change management, 3) monitoring outsourced service performance, 4) managing finances, 5) adhering to contract terms, and 6) demonstrating service value. Senior IT leadership must be involved in the outsourcing relationship and ensure metrics are in place to evaluate performance, finances, and value delivery. With proper planning and management, outsourcing need not be painful.
Presentacion all star fgx en español forever green express - fg-xpress - pe...Raoni Claro
El documento presenta una introducción a FGXpress, una compañía de marketing de redes que vende productos de salud y belleza. Explica los beneficios de unirse como socio independiente, incluida la libertad de horario, desarrollo personal y la oportunidad de ganar ingresos adicionales a través de la construcción de un equipo. También describe los diferentes niveles de membresía y los incentivos y reconocimientos disponibles a medida que los socios avanzan en la escala de rangos de la compañía.
This document discusses how to implement standard changes according to ITIL best practices. It recommends creating a formal process to authorize standard changes, identifying common changes that could become standard, documenting standard operating procedures, authorizing standard changes at low organizational levels, training staff, and managing standard changes ongoing. Implementing standard changes empowers staff, reduces bureaucracy, improves performance, and costs little to implement.
This document summarizes the key processes within ITIL's Information and Communications Technology Infrastructure Management (ICT-IM). ICT-IM addresses infrastructure management and detailed operations, which are often seen as missing from ITIL. The four main ICT-IM processes described are: Design and Planning, which involves technology planning; Deployment, governing infrastructure changes; Operations, for daily infrastructure maintenance; and Technical Support, for knowledge acquisition. The document argues that without following ICT-IM's framework, organizations cannot achieve mature IT service management.
Decision awarding a City of Chicago investigator shoulder surgeryAnkin Law Office LLC
Kelvin Lett worked for Respondent’s Independent Police Review Authority (IPRA) as an Investigator II. On December 2016, Mr. Lett was taken off of investigative duties and was assigned administrative duties, which Petitioner described as janitorial. Petitioner suffered a shoulder injury while lifting boxes.
Accidents involving large trucks injure or kill thousands of motorists each year. In 2012, the United States Department of Transportation recorded 333,000 accidents involving commercial trucks. These accidents injured 104,000 people, and cost the lives of 3,921 truck drivers, motorists, passengers, and pedestrians. For more details Visit: http://ankinlaw.com
This document is a reprint of an article from the DITY newsletter published by itSM Solutions LLC. The article provides a 7 step approach to performing Service Outage Analysis (SOA) based on ITIL best practices. SOA aims to reduce outage frequency and duration by examining past outages to identify their root causes and ways to limit future impacts. The 7 steps include categorizing outages, analyzing their root causes, examining factors that affected outage length, identifying common issues, and creating a request for change to address the most preventable issues.
The document summarizes upcoming changes to the ITIL framework in version 3. The new version aims to better align IT services with business needs and objectives. It will feature a core set of 5 books covering the IT service lifecycle and complementary documents targeted at specific industries and use cases. The new version is intended to make ITIL easier to implement and customize based on an organization's situation.
This document is a newsletter from itSM Solutions that discusses measuring IT service quality. It argues that traditional technical metrics like jitter and loss do not capture how well IT services meet user needs or perceptions of quality. Instead, it recommends measuring Impacted User Minutes (IUM), which captures degradation across four key service attributes: availability, capacity, security, and data integrity. IUM can be used to bridge communications between business and IT and help justify IT expenses. When assigned a cost, IUM also provides a way to calculate cost of downtime (CoD) for the organization.
This document summarizes how a large city government saved over $2.76 million in one year through ITIL best practices using an IT service management tool focusing on configuration management database (CMDB) capabilities. Specifically, the tool helped optimize vendor management, identifying $10,000 per month in rebates and cost reductions, and optimize bandwidth utilization, finding underutilized network circuits to eliminate and save $180,000 per month ongoing. The tool supported ITIL processes to improve capacity and availability management through visibility into infrastructure performance and utilization.
This document provides a summary of an article from the DITY newsletter published by itSM Solutions. The article discusses how IT organizations often get caught up in daily fires and fail to consider what business activities are truly important. It recommends that IT leaders examine what business they are really in and refocus resources only on important activities. The article uses an analogy of boiled frogs to illustrate how IT can fail to notice gradual changes in their environment. It advocates that IT adopt a new paradigm of being a service provider focused on core business activities that drive competitive advantage. A two-dimensional grid is presented to help categorize activities by importance to determine where to focus resources.
This document summarizes an article from the DITY newsletter about accelerating ITIL implementations using critical chain project management. It discusses that critical chain provides improvements over critical path by not using task-level buffers and instead applying one buffer to the overall project. It also advocates for honest task estimates, focusing resources exclusively on projects, and close collaboration between project managers and resources. The article promotes aligning projects closely with business needs and priorities.
The document discusses 4 steps for better process design:
1. Accept that no one truly understands existing processes and how work gets done. Observe processes directly to understand reality.
2. Walk through processes to document how work actually gets done, not how managers think it works. Note exceptions to expected workflows.
3. Spend time observing common workflows to capture details of who, what, when, where without interrupting workers.
4. Create a flow chart to model the real workflow based on observations. Review with workers and refine the model.
This document summarizes an article about building effective teams from the itSM Solutions DITY newsletter. The summary is:
The article discusses the characteristics of effective teams, including having a clear purpose, diverse skills among members, ability to function without any single member, and a leader to provide guidance. It also outlines the typical stages teams go through in their development: forming, storming, norming, performing, and adjourning. Reaching the performing stage is ideal, where a team is highly interdependent and focused entirely on its goals.
The document discusses the use of diagnostic scripts to improve incident management in IT service desks. It defines diagnostic scripts as expert systems using structured questions to help non-experts make expert decisions to classify, diagnose, and route incidents. The benefits of scripts include quicker resolution, improved customer satisfaction, and increased efficiency. The article provides guidance on creating scripts, selecting initial scripts to focus on, marketing scripts to encourage adoption, and leveraging scripts for self-service and problem management.
This document discusses different categories and delivery methods for ITIL/ITSM training programs. There are four main categories: orientation, certification, simulation, and workshops. Orientation programs provide an introduction, certification programs help prepare students for exams, simulation uses interactive games, and workshops focus on process design. Training is available in public or private classroom settings, or online through streaming video, scenario-based learning, or voice-over programs. The least expensive option is online training, which allows for self-paced, on-demand learning without student minimums. A follow up document will cover topics related to accreditation.
The top 5 reasons ITIL implementations often do not follow the prescribed methodology outlined in the books are: 1) Organizational change is difficult to achieve, 2) Understanding the current ("as-is") processes is important before defining new ones, 3) Relying solely on technology without focusing on people and processes rarely works, 4) Day-to-day operations often take priority over process improvement efforts, and 5) Different parts of the IT organization may have conflicting priorities. Overcoming these challenges requires training, simulations, stakeholder workshops, and focusing on continuous small improvements.
This document summarizes an article from the DITY newsletter about how a university improved network availability through focused application of ITIL availability management techniques. The university was experiencing weekly outages on circuits provided by their telecom provider. By monitoring interface utilization and documenting outages, the university was able to claim credits from the provider as outlined in their contract. This drove the provider to finally resolve the underlying issues causing the chronic outages. The article concludes that even without a full ITIL program, organizations can achieve practical benefits by taking a pragmatic, results-oriented approach based on ITIL concepts.
The document discusses the link between employee engagement and innovation. It notes that while engaged employees are known to boost performance, and innovation is important for growth, the direct connection between engagement and innovation has not been well-studied. The document then outlines research showing that engagement can positively impact innovation at the input, process, and output levels. It also discusses how the four key drivers of engagement - strategic narrative, engaging managers, employee voice, and organizational integrity - similarly drive an innovative culture and outputs when properly aligned. Tools and case studies are presented to help organizations improve in these areas to better link engagement and innovation.
The document outlines 6 steps to successful outsourcing: 1) managing the vendor relationship, 2) implementing effective change management, 3) monitoring outsourced service performance, 4) managing finances, 5) adhering to contract terms, and 6) demonstrating service value. Senior IT leadership must be involved in the outsourcing relationship and ensure metrics are in place to evaluate performance, finances, and value delivery. With proper planning and management, outsourcing need not be painful.
Presentacion all star fgx en español forever green express - fg-xpress - pe...Raoni Claro
El documento presenta una introducción a FGXpress, una compañía de marketing de redes que vende productos de salud y belleza. Explica los beneficios de unirse como socio independiente, incluida la libertad de horario, desarrollo personal y la oportunidad de ganar ingresos adicionales a través de la construcción de un equipo. También describe los diferentes niveles de membresía y los incentivos y reconocimientos disponibles a medida que los socios avanzan en la escala de rangos de la compañía.
This document discusses how to implement standard changes according to ITIL best practices. It recommends creating a formal process to authorize standard changes, identifying common changes that could become standard, documenting standard operating procedures, authorizing standard changes at low organizational levels, training staff, and managing standard changes ongoing. Implementing standard changes empowers staff, reduces bureaucracy, improves performance, and costs little to implement.
This document summarizes the key processes within ITIL's Information and Communications Technology Infrastructure Management (ICT-IM). ICT-IM addresses infrastructure management and detailed operations, which are often seen as missing from ITIL. The four main ICT-IM processes described are: Design and Planning, which involves technology planning; Deployment, governing infrastructure changes; Operations, for daily infrastructure maintenance; and Technical Support, for knowledge acquisition. The document argues that without following ICT-IM's framework, organizations cannot achieve mature IT service management.
Decision awarding a City of Chicago investigator shoulder surgeryAnkin Law Office LLC
Kelvin Lett worked for Respondent’s Independent Police Review Authority (IPRA) as an Investigator II. On December 2016, Mr. Lett was taken off of investigative duties and was assigned administrative duties, which Petitioner described as janitorial. Petitioner suffered a shoulder injury while lifting boxes.
Accidents involving large trucks injure or kill thousands of motorists each year. In 2012, the United States Department of Transportation recorded 333,000 accidents involving commercial trucks. These accidents injured 104,000 people, and cost the lives of 3,921 truck drivers, motorists, passengers, and pedestrians. For more details Visit: http://ankinlaw.com
The safe operation of a motor vehicle requires constant attention to the road and driving conditions. For this reason, the State of Illinois has passed several laws that prohibit the use of cell phones, tablets, and other devices while motorists are driving down the roads. For more details Visit: http://ankinlaw.com
How an employee is classified in Illinois factors in significantly when it comes to a workers compensation case. Many workers who sign on as independent contractors are unsure of their rights. Many employees are classified as such, completing standard employment paperwork, with taxes deducted from each paycheck. For more details Visit: http://ankinlaw.com
When filing a workers’ compensation claim in Illinois, the injured worker is required to prove that he or she is eligible for benefits. Although this can be extremely burdensome for individuals who are already suffering from injury, especially in more complicated cases. For more details visit: http://ankinlaw.com
Danger on the Road: Stemming the Rising Tide of Uninsured MotoristsAnkin Law Office LLC
Uninsured motorists pose one of the greatest risks to drivers and pedestrians throughout the country. According to studies by the Insurance Resource Council, 12.6% of drivers in the United States are driving without insurance coverage. While this is down from the peak of 15% in 1992, it still means that 1 in 8 drivers are not only violating the law, they are putting the burden for coverage where it doesn’t belong…on other drivers and their families. For more details visit: http://ankinlaw.com
Doctors and other healthcare professionals are often your most trusted confidants and supporters. However when misdiagnosis........For more details visit: http://ankinlaw.com/
Exposure to extreme weather conditions can cause serious illness, significant injuries,and even death..............For more details visit: http://ankinlaw.com/
Patients undergoing medical treatments expect that their physicians will utilize tools that will assist in the treatment without causing undue harm or damage to their bodies. For more details visit :http://ankinlaw.com/
Many motorcycle accidents and injuries occur when other drivers fail to see motorcycles or leave a safe following distance. A 2013 Florida Department of Transportation study concluded that other drivers were at fault in 60 percent of two-vehicle motorcycle accidents. For More: http://www.ankinlaw.com/blog/motorcycle-season-starts-in-illinois/
While every individual who is injured Illinois deserves to receive compensation for their damages, those with catastrophic injuries experience such devastating consequences that they are considered to be in a class of their own. Although many injuries could be considered catastrophic, there are five that are commonly seen by every Chicago auto accident lawyer.
http://www.ankinlaw.com/
Synopsis On Annual General Meeting/Extra Ordinary General Meeting With Ordinary And Special Businesses And Ordinary And Special Resolutions with Companies (Postal Ballot) Regulations, 2018
Matthew Professional CV experienced Government LiaisonMattGardner52
As an experienced Government Liaison, I have demonstrated expertise in Corporate Governance. My skill set includes senior-level management in Contract Management, Legal Support, and Diplomatic Relations. I have also gained proficiency as a Corporate Liaison, utilizing my strong background in accounting, finance, and legal, with a Bachelor's degree (B.A.) from California State University. My Administrative Skills further strengthen my ability to contribute to the growth and success of any organization.
Business law for the students of undergraduate level. The presentation contains the summary of all the chapters under the syllabus of State University, Contract Act, Sale of Goods Act, Negotiable Instrument Act, Partnership Act, Limited Liability Act, Consumer Protection Act.
Defending Weapons Offence Charges: Role of Mississauga Criminal Defence LawyersHarpreetSaini48
Discover how Mississauga criminal defence lawyers defend clients facing weapon offence charges with expert legal guidance and courtroom representation.
To know more visit: https://www.saini-law.com/
Receivership and liquidation Accounts
Being a Paper Presented at Business Recovery and Insolvency Practitioners Association of Nigeria (BRIPAN) on Friday, August 18, 2023.
This document briefly explains the June compliance calendar 2024 with income tax returns, PF, ESI, and important due dates, forms to be filled out, periods, and who should file them?.
Lifting the Corporate Veil. Power Point Presentationseri bangash
"Lifting the Corporate Veil" is a legal concept that refers to the judicial act of disregarding the separate legal personality of a corporation or limited liability company (LLC). Normally, a corporation is considered a legal entity separate from its shareholders or members, meaning that the personal assets of shareholders or members are protected from the liabilities of the corporation. However, there are certain situations where courts may decide to "pierce" or "lift" the corporate veil, holding shareholders or members personally liable for the debts or actions of the corporation.
Here are some common scenarios in which courts might lift the corporate veil:
Fraud or Illegality: If shareholders or members use the corporate structure to perpetrate fraud, evade legal obligations, or engage in illegal activities, courts may disregard the corporate entity and hold those individuals personally liable.
Undercapitalization: If a corporation is formed with insufficient capital to conduct its intended business and meet its foreseeable liabilities, and this lack of capitalization results in harm to creditors or other parties, courts may lift the corporate veil to hold shareholders or members liable.
Failure to Observe Corporate Formalities: Corporations and LLCs are required to observe certain formalities, such as holding regular meetings, maintaining separate financial records, and avoiding commingling of personal and corporate assets. If these formalities are not observed and the corporate structure is used as a mere façade, courts may disregard the corporate entity.
Alter Ego: If there is such a unity of interest and ownership between the corporation and its shareholders or members that the separate personalities of the corporation and the individuals no longer exist, courts may treat the corporation as the alter ego of its owners and hold them personally liable.
Group Enterprises: In some cases, where multiple corporations are closely related or form part of a single economic unit, courts may pierce the corporate veil to achieve equity, particularly if one corporation's actions harm creditors or other stakeholders and the corporate structure is being used to shield culpable parties from liability.
सुप्रीम कोर्ट ने यह भी माना था कि मजिस्ट्रेट का यह कर्तव्य है कि वह सुनिश्चित करे कि अधिकारी पीएमएलए के तहत निर्धारित प्रक्रिया के साथ-साथ संवैधानिक सुरक्षा उपायों का भी उचित रूप से पालन करें।
Sangyun Lee, 'Why Korea's Merger Control Occasionally Fails: A Public Choice ...Sangyun Lee
Presentation slides for a session held on June 4, 2024, at Kyoto University. This presentation is based on the presenter’s recent paper, coauthored with Hwang Lee, Professor, Korea University, with the same title, published in the Journal of Business Administration & Law, Volume 34, No. 2 (April 2024). The paper, written in Korean, is available at <https://shorturl.at/GCWcI>.