Divorce Settlement 1. Demographics (People Involved) Wife Ex-Husband 2 Children Joni (age 11) James (age 9) 2. Key Findings Wife New Job: 50+Hours/week; Yearly Salary $ 40,000 Resides Close to Parents, and Sister (unmarried) Ex-Husband New Position: 15 Years Tenure; Yearly Salary $ 65,000; Substantial Vacation and Leave time; Flexible Hours. Resides an hour drive; Close to Parent. Children: James & Joni Active in Sports & Church Currently Residing with the
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Preparation For this negotiation, I had prepared my BATNA (Best Alternative or a plan B in case my plan A failed) as mentioned by Fisher, Ury, and Patton (1991, p. 100), since every negotiator has a BATNA including the opponent. As a station owner, I was very clear about my interests in selling the gas station, I had done my market research, and I also knew “why” Taxoil was interested in the station and that they were looking to expand. As stated by Sebinus in his article, I was trying to understand
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Final Report on Union & Management negotiations Q1. Some of our best strategic moves were: 1. Building trust early in round 1 negotiation: We had realized that it is extremely critical in multi-round negotiations that trust-building is of paramount importance. Hence, right from the beginning we concentrated on clarifying our stance and the reasoning behind it. Also, we communicated early in our negotiations that we were ready to consider alternative arrangement and package deals that would
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they want. This can be costly for companies—and it requires management intervention. The first study found that the starting salaries of male MBAs who had recently graduated from Carnegie Mellon were 7.6%, or almost $4,000, higher on average than those of female MBAs from the same program. That’s because most of the women had simply accepted the employer’s initial salary offer; in fact, only 7% had attempted to negotiate. But 57% of their male counterparts—or eight times as many men as women—had
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suffered from a net loss of $53 billion which is a 17% loss in the last fiscal year. As JVA HR Director, my team of consultants has reviewed the cost of all additional compensation programs that is offered by the company that exceeds the current base salaries for all employees. These current packages in question includes commission, bonus, profit sharing and travel rewards to determine which amenities that need to be restructured or eliminate in order to cut cost of spending. As the HR director, I
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function that improves or enhances our world in comparison to other professionals. It is my claim that professional baseball players are paid more than they are worth. Economics is the key to understanding why these athletes earn such tremendous salaries; still, it fails to explain why they actually do deserve it. Giving athlete’s high wages doesn’t only distort them, but also bring downfall to clubs and the country’s economy. The growth and the development of a sport may be reflected from the wages
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Do you find the widening difference between the salaries of corporate executives and regular workers to be just or unjust? This continuing widening is unjust because more money is going towards the CEOs who may or may not deserve it. Let's go more into the present and look at how many immigrant workers have came to the US since the 80s. Low skilled workers are so much easier to find and pay less than the "average American worker" (as shown by skew income data). I feel this way because "CEO pay
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TDS RATES & LIMITS CHART (A.Y. 2013-14) S.N. | Section Of Act | Nature of Payment in brief | Cut Off Amount | Rate % | | | | 01.04.12 | 01.07.12 | HUF/IND | Others | 1 | 192 | Salaries | Salary income must be more then exemption limit after deductions. | Average Rate | 2 | 193 | Interest on debentures | 2,500 | 5,000 | 10 | 10 | 3 | 194 | Deemed dividend | - | - | 10 | 10 | 4 | 194A | Interest other than Int. on securities (by Bank) | 10,000 | 10,000 | 10 | 10 | 4A | 194A |
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000 | | | Office equipment | 20 000 | | 5 500 | | 25 500 | | ½ | | Prepaid interest (01/01/2010) | 1 500 | | 3 750 | 1 500 | 3 750 | | ½,½ | | Rent revenue | | 15 400 | 1 700 | 7 900 | | 21600 | ½,1,1 | 900x12x2 | Salaries and wages expense | 23 950 | | 2016 | | 25 966 | | ½,1 | 201600*.01 | Sales | | 202 500 | 900 | | | 201 600 | ½ | | Trade Payables | | 40 400 | | | | 40 400 | | | Trade Receivables | 52 600 | | | 900+400 | 51
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CEO Compensation Thoughts on the current state of executive compensation practices in the US: Current state of Executive compensation within the US differs from different compensation practices within the forms it takes, laws and regulation it's subject to, its dramatic rise over the past 3 decades and wide go criticism leveled against it. Within the past 3 decades in America government compensation or pay has up dramatically on the far side what is often explained by changes in firm size, performance
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