"Power Tends To Corrupt, and Absolute Power Corrupts Absolutely" -John Acton India is the largest functional democracy in the world, and the Constitution of India is unique in each and every way. The Constitution of India is a mammoth piece of document; in fact the Indian Constitution is the longest in the world. As of now is has 441 Articles and 12 Schedules. It is probably the longest of the organic laws now extant in the world. The Constitution of India confers upon India the status of Sovereign
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OB Chapter 4 Notes What are Values? * Values are a broad tendency to prefer certain states of affairs over others. * The preference aspect of this definition means that values have to do with what we consider good and bad. * Values are motivational, since they signal the attractive aspects of our environment that we seek and the unattractive aspects that we try to avoid or change. * They signal how we believe we should and should not behave. * Broad tendency means that values
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1. Age 2. Aptitude 3. Motivation and Attitude 4. Personality 5. Cognitive Style 6. Hemisphere specialisation 7. Learning Strategies 1. Learning and Teaching Contexts 2.Teaching a second language: Effects 2.1. Input and interaction: How these elements affect learning A.1. AGE AND L2 LEARNING • Effects of age on RATE of second language learning ΚAdults are superior to children in rate of acquisition ΚOlder children learn more rapidly than younger children ΚWith regards to morphology and syntax, the
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|UBAAM19 | |Business communication and soft skills | |BBA – 3 year RKM Vivekananda college (evening) | |
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STRUCTURE, ADMINISTRATION OF VAT IN BANGLADESH WITH SPECIAL REFERENCE TO EVASION CONTROL AND MEASUREMENT OF VAT POTENTIAL DR. RAFIQUL ISLAM First Secretary VAT : Policy National Board of Revenue Government of Bangladesh. (The author acknowledges special thanks to Mr. Saiful Islam Khan, Member (VAT), NBR for his constant guidance in preparing this article. Dr. Mahesh C. Purohit, Professor of National Institute of Public Finance and Policy, New Delhi, India was kind enough to comment on the initial
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principles of conduct governing an individual or a group. It is the study of morality. Morality are the standards that an individual or group has about what is right and wrong, or good and evil. Moral norms can usually be expressed as general rules or statements, such as “Always tell the truth”. Moral values can usually be expressed as statements describing objects or features of objects that have worth, such as “Honesty is good” and “Injustice is bad”. Five characteristics can help pin down
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ii Cisco TelePresence Fundamentals Cisco TelePresence Fundamentals Tim Szigeti, Kevin McMenamy, Roland Saville, Alan Glowacki Copyright©2009 Cisco Systems, Inc. Published by: Cisco Press 800 East 96th Street Indianapolis, IN 46240 USA All rights reserved. No part of this book may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording, or by any information storage and retrieval system, without written permission from the publisher
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CH. 6: STRATEGY KEY STRATEGY ELEMENTS 1) Time (deadlines) 80/20 rule (Pareto’s law) often applies in negotiations. 80% of the deal getting done in the last 20% of the time spent in bargaining. If you have a firm deadline, use one of 3 strategies… 1) Without revealing your deadline, work to reach a settlement well in advance 2) Declare an earlier “deadline” before your real deadline 3) Question negotiators on the other side about their deadline – and if you find out their
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today are used as entertainment, the Chinese used it to scare-off enemies in the time of war. Chinese firearms, fireworks and gunpowder were also popular items of trade along the Silk Road to Europe. As we can imagine this invention had a profound effect on human history and although gunpowder was invented by the Chinese, it gave rise to the powerful western world while it inevitably left China and the Eastern World behind. B. Description of the Chinese Culture (Brandy Miller) 1. Chinese Society:
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ARTICLE IN PRESS Journal of Accounting and Economics 39 (2005) 509–533 www.elsevier.com/locate/jae To blame or not to blame: Analysts’ reactions to external explanations for poor financial performance$ Jan Barton, Molly Mercerà Goizueta Business School, Emory University, Atlanta, GA 30322, USA Received 3 March 2003; received in revised form 17 March 2005; accepted 4 April 2005 Abstract Managers often provide self-serving disclosures that blame poor financial performance on temporary external
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