Philosophy - Absolute Understanding Essays - Philosophy, Religion

Philosophy - Absolute Understanding An elephant was brought to a group of blind men who had never encountered such an animal before. One felt a leg and reported that an elephant is a great living pillar. Another felt the trunk and reported that an elephant is a great snake. Another felt a tusk and reported that an elephant is like a sharp ploughshare. And so on. And then they all quarreled together, each claiming that his own account was the truth and therefore all the others false (traditional parable). None of the accounts that the blind men made about the nature of the elephant are absolute truths, nor are the accounts false. An absolute truth, or one that is true for all, can not be achieved because of the constant motion of circumstances of who said it, to whom, when, where, why, and how it was said. Instead of absolute truths, the concepts or beliefs that the blind men claim are viewpoints that each one clarifies the nature of the elephant. Everybody has learned to see things from his or her own sense of reason and logic. The many things that people experience throughout their lifetimes, help to determine the judgments toward the different issues and objects that they encounter. Because individuals has his or her own sense of reason and logic, the perceptions that people encounter are ultimately true, and not false. Life does not contain one truth for any idea or object, but truths can be found in one's perception. It is difficult to determine that anything is the absolute truth. One should not prove that any object contains a true meaning, but should develop conceptions surrounding the object. Attempting to prove anything then would be difficult, if not impossible. Our senses from smell to values to reality may differ from person to person. What may be true to one person may be different for another. Because everybody has different perceptions about life, it is difficult to weigh the content of any concept. Every account, of its own, is formed to be the truth of the one individual who assumes it. The variety of concepts may have the virtue of being considered. This is how people develop a deeper sense of understanding for all objects. Truth is achieved through the concept and not the object itself. Because many individuals hold different perceptions, they have many truths to consider, or not to consider. For example, it would be impossible to determine, whether or not, the cutting of trees is either "good" or "bad." One might have the conception that cutting trees destroys homes for birds and other animals. Another person might have the conception that cutting trees is necessary to satisfy the need to provide homes for humans. Whatever concept is understood from the object, may be the truth. Just because there may be other viewpoints to this situation, does not mean that there has to be false statements. The tree can be used for many uses from medicine to paper to boats and none of these views would be wrong. The tree remains to be a tree, but the values of the tree can differentiate, depending on who is using it. The conception of God, or the non-conception of God, is another issue that many people make the mistake of trying to prove. A well recognized philosopher, Soren Kierkegaard states, "For if God does not exist it would of course be impossible to prove it; and if he [or she] does exist it would be folly to attempt it." Demonstrating the existence or non- existence of God only produces reasons for belief, not the actual proof that God exists. Kierkegaard also claims, "...between God and his works there exists an absolute relationship: God is not a name but a concept"( Kierkegaard 72). The relationship between man and God is a concept. A person with belief in God, cannot prove its existence through his or her own relationship with God. Kierkegaard adds again, "The works of God are such that only God can perform them" We have no basis of proving God's works, nor do we know what kind of works God uses on different individuals. Yet, some religious groups have

Movie Review of Bullworth essays

Movie Review of Bullworth essays Movie Review of Bullworth Warren Beaty makes a heroic attempt to tell people what they need to hear in the dramatic comedy, Bullworth. As the director and star of the movie, he portrays a senator, in the midst of a suicidal breakdown, saying exactly what he thinks rather than what he is supposed to say. An unpredictable movie, Bullworth kept my attention until the very end. The casting was well done, with Mr. Beaty, Hally Barry and several other big stars appearing throughout the movie. And the idea for a senator to tell nothing but the truth and not politically correct is nothing less than phenomenal. But, while a great concept for a movie, it was over stereotyped and tastelessly vulgar in too many scenes. The movie begins with Senator Bullworths breakdown. Warren Beaty portrays the ideal senator with a warm, friendly smile, handsome face, with family values that are sure to get him re-elected in the primaries. This is the most believable character for Warren Beaty, especially after his publicity in the last presidential election as being a possible candidate for President. Shortly after the breakdown, however, Beatys persona flips around and suddenly he no longer plays the professional senator. With the new personality, comes a new character that now tells the citizens the truth about what politics is all about. After some exposure to a different lifestyle, Bullworth now uses rapping in his new campaign of truth. Hilarious at first, the rapping soon became painful to watch and listen to. It was way over used and was too well written to be as spontaneous as the movies writers wanted you to think. About the same time as the rapping is first introduced, Hally Barry, as Nina, becomes Bullworths love interest. Although already sounding stereotypical, this was a great opportunity for the story to part from the usual one race/age/cla...

Confidential Organizational Information and Employee Responsibility Essay

Confidential Organizational Information and Employee Responsibility - Essay Example This breach at Sony made experts question the level of security that is associated with other companies that have in their possession millions of data records linked to different users. The situation at Sony should be used by those in the area of IT security to recognize and implement security protocols in a consistent manner throughout their organizations. In the case of customers, they should be careful of the people they give their data as it may not be worth the price of getting an access to online games. The PlayStation outage was caused by an external intrusion that was directed at the PlayStation Network associated with Sony as well as Qriosity services and involved personal data linked to almost seventy seven million accounts being stolen while preventing users using PS 3 and PS Portable consoles from being able to play online using the service (Daniel & Daniel, 2012). This attack took place on April seventeenth and went on up to the nineteenth of April in 2011, thereby obliging Sony to shut the PlayStation network on the twentieth. Sony ultimately confirmed that personally identifiable information associated with all of the seventy seven million accounts had been stolen on 4th May and the outage that followed went on to last twenty three days. During the outage, almost seventy seven million PlayStation Network accounts that had already been registered were affected, making it the biggest data security breach in history. It was even bigger than the TJX hack that took place 2007 that had affected approximately forty-five million customers (Delta & Matsuura, 2009). Officials from the governments of various nations were concerned about the theft and the manner in which Sony delayed before it gave a warning to its users. On 26 April, Sony gave the statement that it was trying to get its online services running in a week’s time and went on to release PS 3 firmware version 3.61 as a security patch. The users of this firmware were

The power of language Essay Example | Topics and Well Written Essays - 750 words

The power of language - Essay Example But writers have huge capacity to influence the outlook of people which can be used to bring about constructive changes in the social fabric. Construction of meaning In ‘Superman and Me’, Alexie has emphasized that language plays hugely critical role in the development of individuals. As an Indian, living in Washington, he was often confronted with the dual personalities of the people of his race. They were meek and unassuming in the company of Whites but otherwise exhibited their natural vivacious personality. The language was key barrier which made them hesitant in interacting with others. But writer had constructed his own language and meaning which was inspired by his passion for reading books. He has used words and language in way that defines his will to make his own space in the dissenting society. He constructed his own meaning by asserting that ‘The words inside a paragraph worked together for a common purpose’. He further clarifies that ‘Our reservation was a small paragraph within the United States’ thereby justifying his existence. Limitation of broken language Alexie has used language to understand social differences and says that ‘knowledge delighted me’. ... His success is testament of their misconceived ideas. He is now an inspiration for his race. ‘Many are writing their own poems, short stories and novels’ shows the ability to read and write English language has made Indians assert themselves as individuals. Amy Tan’s Mother Tongue is another very important article that showcases how language can overcome barriers of class, race and culture. She has used ‘all the englishes’ in her writing. This is interesting phrase because it displays the confidence of the writer to use vernacular English to communicate effectively with people whose mother tongue might not be English. The variation in English language has occurred because immigrant families have changed it to make it easy for them to use and communicate. She asserts that vernacular english ‘has become our language of intimacy’. In a foreign land, ‘the fractured language’ is ‘perfectly natural’ for immigrant to fe el comfortable. She has raised very pertinent issue of language and says that people who do not speak perfect English are deemed ‘limited’. But she also asserts that her writing has captured ‘what language ability tests can never reveal: her intent, her passion, her imagery, the rhythms of her speech and the nature of her thoughts’. The writer has shown that even ‘broken english’ has the power to communicate ideas. Conclusion Both the writers have used English as language for writing and communication. They have adopted the mainstream language to integrate as well as to understand the psychology of human relationship. The language is a means of communication and if the person is able to communicate in ‘broken english’, he has served his/her purpose: which is to transfer some idea or suggestion or

Bacterial Cell Surface Tension Attachment and Implications for Article - 1

Bacterial Cell Surface Tension Attachment and Implications for Bioremediation - Article Example There was no significant relationship between the culturing of the bacteria with their attachment to the different material that was being tested. The environments under which the bacterial species were cultured had the significant influence on the level of attachment of different bacterial species to various surfaces. These results present essentially in seeking to establish the variance of species adherence to hexadecane. The attachment of microbial cells to solids and hydrophobic liquids is an important prerequisite in the degradation of chemicals that are recalcitrant because of extremely low solubility. Bacterial adsorption at interfaces is a physical and chemical process that, for the majority of micro-organisms, does not involve the expenditure of metabolic energy. The attachment process involves non-specific interactions between the cell surface, the solid or hydrophobic liquid and the bulk liquid phase(Abbasnezhad et al. 2011). Many factors influence bacterial attachment at solid/liquid and liquid/liquid interfaces. Environmental factors such as pH, temperature and the presence of cations, anions and organic molecules in the bulk liquid phase all directly affect the attachment process, as does the nature of the solid or the hydrophobic liquid(Mceldowney & Fletcher 1986). Microbial factors are equally important in determining the extent of bacterial attachment to surfaces, and the characterist ics of the cell surface have a considerable impact on attachment. Microbial cell surfaces are complex and consist of a variety of macromolecules, which vary with the microbial type. The macromolecular composition of bacterial cell surfaces, also, differs with growth substrate, growth phase, and growth rate. Such variations alter the charge and hydrophobic characteristics of bacterial surfaces (Rosenberg et al. 1980).  Ã‚  

Reviewing a Redundancy Decision

Reviewing a Redundancy Decision It is well established that when reviewing a redundancy decision the Authority  or Court will look at two factors. They are the genuineness of the redundancy and the  procedure by which it was carried out. The enquiry into each factor is carried out  separately (Coutts Cars Ltd v Baguley [2001] ERNZ 660 (CA)). Section 103A of the Employment Relations Act 2000 (the Act) requires an  employer must, before dismissing an employee, raise its concerns, allow the employee  an opportunity to respond and consider the response with an open mind  (ss.103A(3)(b) to (d)). That these requirements remain in the form of a consultation process in a  redundancy setting is confirmed by s.4(1A)(c) of the Act. The relationship was  confirmed by the Court in Jinkinson v Oceana Gold (NZ) Ltd [2010] NZEmpC 102. The Court recently affirmed in Rittson-Thomas t/a Totara Hills Farm v Davidson1 that it is not for the Court (or the Authority) to substitute its own view as to whether a position should be considered redundant (or not). Rather the inquiry should be in accordance with the statutory requirements, that is: whether what was done (the dismissal and the substantive reasons for it), and how it was done (the process undertaken), was what a fair and reasonable employer could have done in all the circumstances at the time of the dismissal.2 Section 103A Employment Relations Act 2000 Substantive Justification for dismissal is addressed in s.103A of the Employment Relations Act 2000 (the Act), which states: S103A Test of Justification i. For the purposes of section 103(1) (a) and (b), the question of whether a dismissal or an action was justifiable must be determined, on an objective basis, by applying the test in subsection (2). ii. The test is whether the employers actions, and how the employer acted, were what a fair and reasonable employer could have done in all the circumstances at the time the dismissal or action occurred. [63] The Test of Justification requires that the employer acted in a manner that was substantively and procedurally fair. An employer must establish that the dismissal was a decision that a fair and reasonable employer could have made in all the circumstances at the relevant time. [64] In the Employment Law case Michael Rittson-Thomas T/A Totara Hills Farm v Hamish Davidson1 Unrep [2013] NZEmpC 39 20 March 2013 (Rittson) his Honour Chief Judge Colgan considered that the Court cannot impose or substitute its business judgment for that of the employer taken at the time, however: [54] à ¢Ã¢â€š ¬Ã‚ ¦ the Court (or the Authority) must determine whether what was done and how it was done, were what a fair and reasonable employer would (now could) have done in all the circumstances at the time. So the standard is not the Courts (or the Authoritys) own assessment but rather, its assessment of what a fair and reasonable employer would/could have done and how. Those are separate and distinct standards. It is well established that when reviewing redundancy decisions the Authority or Court will look at two factors. They are the genuineness of the redundancy and the procedure by which it is carried out. The inquiry into each factor is carried out separately (Coutts Cars Ltd v. Bageley [2001] ERNZ 660 (CA)). - [27] Regarding the justifiability of a dismissal on grounds of redundancy, the starting point is to enquire whether the decision to make a position redundant was made for proper business purposes so as to ensure a purported redundancy is not an attempt to legitimize a dismissal where the predominate reason for termination of employment is for other reasons. [28] As with any allegation of unjustified dismissal, the onus is on the employer to demonstrate that its decision to terminate an employees employment was justified.3 Section 103A Employment Relations Act 2000 [29] In Rittson-Thomas [2013] NZEmpC 39 the Employment Court recently stated: It will be insufficient under s.103A, where an employer is challenged to justify dismissal or a disadvantage in employment, for the employer to say that this was a genuine business decision and the Court (or Authority) is not entitled to enquire into the merits of it.4 [60] The Court of Appeal statement of the law regarding the genuineness of a redundancy in GN Hale Son Ltd v Wellington Caretakers IUOW [1991] 1 NZLR 151 (Hale) was that: An employer is entitled to make his business more efficient, as for example by automation, abandonment of unprofitable activities, reorganisation or other cost-saving steps, no matter whether or not the business would otherwise go to the wall. A worker does not have a right to continued employment if the business can be run more efficiently without him. [61] However since Hale was decided, justification for dismissal is now as stated in the Employment Relations Act 2000 (the Act), which at s 103A of the Act sets out the Test of Justification as being: S103A Test of Justification i. For the purposes of section 103(1) (a) and (b), the question of whether a dismissal or an action was justifiable must be determined, on an objective basis, by applying the test in subsection (2). ii. The test is whether the employers actions, and how the employer acted, were what a fair and reasonable employer could have done in all the circumstances at the time the dismissal or action occurred. [62] The Test of Justification requires that the employer acted in a manner that was substantively and procedurally fair. An employer must establish that the dismissal was a decision that a fair and reasonable employer could have made in all the circumstances at the relevant time. [63] The Employment Court has issued recent decisions in this area which have reexamined the statement of the law in Hale in light of s 103A of the Act. [64] In Michael Rittson-Thomas T/A Totara Hills Farm v Hamish Davidson Unrep [2013] NZEmpC 39 20 March 2013 (Rittson) the Court referred to Hale and its previous comments about Hale in Simpsons Farms Limited v Aberhart [2006] ERNZ 825,842 . His Honour Chief Judge Colgan considered that the Court cannot impose or substitute its business judgment for that of the employer taken at the time, however: [54] à ¢Ã¢â€š ¬Ã‚ ¦ the Court (or the Authority) must determine whether what was done and how it was done, were what a fair and reasonable employer would (now could) have done in all the circumstances at the time. So the standard is not the Courts (or the Authoritys) own assessment but rather, its assessment of what a fair and reasonable employer would/could have done and how. Those are separate and distinct standards. [65] In that case, the Court was critical of the lack of information provided to the employee, and held that the employer had not adequately explained why the money saved by the disestablishment of the employees position justified the position being made redundant. The Court found upon analysis that the employer had been mistaken in concluding that there would be a wage saving of 10% per annum, when in fact it was 6%. This threw into doubt the genuineness of and, therefore, the justification for, the dismissal. [66] In Brake v Grace Team Accounting Limited [2013] NZEmpC 81 13 May 2013 (Brake) Travis J firmly endorsed Rittson, finding in that case that although the employer claimed that its financial position had deteriorated over the six months the employee had been employed requiring a reduction in salaries, in fact analysis by the Court concluded that the employers figures were incorrect and there had been no sudden deterioration. [67] On this basis it was held that the employers justification for the dismissal was mistaken, with the consequence that the dismissal of the employee was unjustified. [68] In Catherine Tan v Morningstar Institute of Education Ltd T/A Morningstar Preschool Ltd [2013] NZEmpC 82 16 May 2013 the Court adopted a similar approach. As in the case of the employee in Brake, Ms Tan had been provided with factually incorrect information about the employers financial position. She had been misled into thinking that the redundancy of her position was inevitable when it was not; the cost savings were relatively minor and insufficient to have satisfied the employers requirements. [26] In its submissions, Checkmate refers to a decision of the Authority BodePatterson v Hammond-Smith and Smith t/a I Love Merino Limited [2013] NZERA Auckland 294 ( Member Anderson ). In that decision, the Authority sets out an excellent summary of the law in respect to redundancy and for the purposes of the present decision, the analysis in Bode-Patterson is adopted without amendment. [27] For present purposes, it is enough to say that the law requires the Authority to enquire into the genuineness of a redundancy so as to ensure that the redundancy is being activated for proper business purposes and not being undertaken for base motives. [28] Further, it is important to note that it is not enough for a business owner to simply claim the necessity to make structural changes; they must be prepared to demonstrate that necessity to the satisfaction of the Authority. [29] In broad terms then, there are two enquiries that the Authority must make to satisfy itself about the genuineness of the redundancy. The first is to establish whether the evidence supports the employers contention that there were genuine business reasons for the redundancy and the second is to ensure that there is no base motive underpinning the decision to dismiss for redundancy such as, for instance, a conviction on the part of the employer that the business would be better off without the incumbent of the role to be made redundant. Attached as it were to that last consideration is an examination of whether there is evidence of mixed motives. [30] Dealing first with the underlying genuineness of the decision to declare redundancy, it is appropriate to remember Chief Judge Colgans observations in Michael Rittson-Thomas t/a Totara Hills Farm v Hamish Davidson [2013] NZEmpC 39 (Rittson-Thomas) wherein His Honour had this to say: It will be insufficient under s.103A, where an employer is challenged to justify a dismissal or disadvantage in employment, for the employer to say that this was a genuine business decision and the Court (or Authority) is not entitled to enquire into the merits of it. The Court (or Authority) will need to do so to determine whether the decision, and how it was reached, were what a fair and reasonable employer would/could have done in all the relevant circumstances. Procedure [67] An employer who is proposing to restructure its business or any part of its business must not only have genuine reasons for undertaking the restructuring, but must follow a fair procedure in respect of affected employees. [68] Provisions of the Act govern questions of justification for dismissal and, in particular, dismissal by reason of redundancy. Section 4 of the Act addresses the requirement for parties to the employment relationship to deal with each other in good faith. Section 4(1A)(c) in particular is relevant to a redundancy situation and requires an employer who is proposing to make a decision that will, or is likely to, have an adverse effect on the continuation of employment of an employee to provide to the employee affected: (i) access to information, relevant to the continuation of the employees employment, about the decision; and (ii) an opportunity to comment on the information to their employer before a decision is made. s4 (1A)(i) and (ii). [69] In a redundancy situation a fair and reasonable employer must, if challenged, be able to establish that he or she has complied with the statutory obligations of good faith dealing in s4 of the Act. His Honour Chief Judge Colgan in Simpsons Farms Limited v Aberhart2 [2006] ERNZ 825,842 noted that this compliance with good faith dealing includes consultation as the fair and reasonable employer will comply with the law Turning to process. Section 103A of the Employment Relations Act 2000 (the Act) requires an employer must, before dismissing an employee, raise its concerns, allow the employee an opportunity to respond and consider the response with an open mind (ss.103A(3)(b) to (d) of the Act). That these requirements, in the form of a consultation process, remain in the redundancy setting is expressly confirmed by s.4(1a)(c) of the Act and the relationship between the two sections is confirmed by the Court in Jinkinson v. Oceanagold (NZ) Ltd [2010] NZEmpC 102. The Court of Appeal in Aoraki Corp v McGavin [1998] 1 ERNZ 601 stated at page 619, the following proposition. What is crucial, however, is to recognise that the remedy can relate only to the particular wrong, to what has been lost or suffered as a result of the particular breach or failure. In this case the personal grievance is not that the employment was terminated, but that the manner of implementation of the decision to terminate was procedurally unfair. - Consultation In Simpsons Farms Limited v Aberhart6 Simpsons Farms Ltd and Aberhart [2006] ERNZ 825   the Chief Judge noted Consultation does not require agreement between the parties however genuine efforts must be made to reasonably accommodate the views of the employees and there should be a tendency to achieve consensus7 . - [37] Section s.4(1A)(c) of the Employment Relations Act places an obligation on an employer proposing to make a decision that may affect an employees ongoing employment, to provide to a potentially affected employee access to information relevant to its decision and an opportunity to comment on that information before making a final decision. [38] Further, where an employer is contemplating dismissal on grounds of redundancy, good faith requires an employer to consult with a potentially affected employee about the possibility of redundancy5 . Simpsons Farms Ltd and Aberhart [2006] ERNZ 825 [39] The requirements for an employer to provide information, and to act in good faith also assists the Authority in its assessment as to whether the employers decision was what a fair and reasonable employer could have done in all the circumstances. - Provide information [55] It is a truism that employers in a restructuring environment are obligated to provide affected staff with access to information, relevant to the continuation of the employees employment, about the decision; and à ¢Ã¢â€š ¬Ã‚ ¦ an opportunity to comment on the information to their employer before the decision is made: s.4(1A)(c) of the Act. [56] Those precepts were emphasised in a decision of the Full Bench of the Employment Court in Vice Chancellor of Massey University v. Martin Wrigley Ors [2011] NZEmpC 37 (Wrigley). [57] In para.[48] of the judgment, the Court says: When a business is restructured, the employer will, in most cases, have almost total power over the outcome. To the extent that affected employees may influence the employers final decision, they can do so only if they have knowledge and understanding of the relevant issues and a real opportunity to express their thoughts about those issues. In this sense, knowledge is the key to giving employees some measure of power to reduce the otherwise overwhelming inequality of power in favour of the employer. [58] And again at para.[55] of the judgment, the Court says: The purpose of s.4(1A)(c) is to be found in para.(ii) which requires the employer to give the employees an opportunity to comment before the decision is made. That opportunity must be real and not limited by the extent of the information made available by the employer. [emphasis added] Consultation [77] The law on consultation in a redundancy setting is well settled. An employer contemplating a restructure which affects an employee or employees must engage with those employees in good faith such that the employee has a straightforward opportunity to engage in the process, be aware of the issues driving the employer, and, amongst other things, suggest alternatives that the employer may not have thought of or may not have fully worked up. - Good faith [38] Even if a redundancy is decided upon for genuine business reasons if the justification for the redundancy is challenged by an employee the employer must be able to prove to the Authority that the decision made and how it was reached was what a fair and reasonable employer could have done in the circumstances that existed at the time3 Section 103A Employment Relations Act 2000.. In applying the tests under s.103A of the Employment Relations Act 2000 (the Act), Chief Judge Colgan of the Employment Court has recently explained that: [54] It will be insufficient under section 103A, where an employer is challenged to justify a dismissal or disadvantage in employment, for the employer simply to say that this was a genuine business decision and the Court (or the Authority) is not entitled to enquire into the merits of it. The Court (or the Authority) will need to do so to determine whether the decision, and how it was reached, were what a fair and reasonable employer would/could have done in all the relevant circumstances. 4 Michael Rittson-Thomas trading as Totara Hills Farm v Davidson [2013] NZEmpC 39 [39] Genuine consultation with an affected employee is required. Remedies Section 123(1)(a) to (c) of the Act provides as follows: (1) Where the Authority or the court determines that an employee has a personal grievance, it may, in settling the grievance, provide for any 1 or more of the following remedies: (a) reinstatement of the employee in the employees former position or the placement of the employee in a position no less advantageous to the employee: (b) the reimbursement to the employee of a sum equal to the whole or any part of the wages or other money lost by the employee as a result of the grievance: (c) the payment to the employee of compensation by the employees employer, including compensation for- (i) humiliation, loss of dignity, and injury to the feelings of the employee; and (ii) loss of any benefit, whether or not of a monetary kind, which the employee might reasonably have been expected to obtain if the personal grievance had not arisen. Contribution Section 124 of the Act, requires that where the Authority has determined that an employee has a personal grievance, the Authority must consider the extent to which the actions of the employee contributed towards the situation that gave rise to the personal grievance and remedies are to be withheld or reduced where there has been contribution or fault on the part of the employee. - Loss of rem Section 123(1)(b) provides that an employee dismissed unjustifiably may be reimbursed a sum equal to the whole or any part of the wages or other money lost by the employee as a result of the grievance. In Aoraki Corporation v McGavin9 the Court of Appeal held that in the absence of a contractual stipulation, the general practice as to the period of notice does not support fixing notice in excess of one month. If a redundancy is found to be genuine as I have in this matter, and a personal grievance for unjustified dismissal is upheld on grounds of procedural unfairness, remedies are confined to the distress caused by the way the redundancy was handled, rather than the loss of the job itself - Reimbursement of Lost Wages [52] Employees are under a duty to mitigate their loss and in this case there was insufficient evidence presented to the Authority to support the fact that Ms Whaanga had made a real effort to mitigate her loss. As Chief Judge Colgan made clear in Allen v Transpacific Industries Group Ltd (t/a Mediasmart Ltd) (2009) 6 NZELR 530, par 78: à ¢Ã¢â€š ¬Ã‚ ¦ dismissed employees are not only under an obligation to mitigate loss but to establish this in evidence if called upon. This will require, in practice, a detailed account of efforts made to obtain employment including dates, places, names, copies of correspondence and the like. [53] Ms Whaanga has not established evidence to support her efforts to mitigate her loss and in these circumstances I find that there is no compensation for lost wages is payable to her.

Origin Of Sony Essay -- Sony Corporation

Founded by Masaru Ibuka and Akio Morita in 1958, the Sony Corporation has come a long way since its first transistor radios. Being innovative thinkers, the founders realized a need for a global brand with mass appeal. Hence, as the company grew, it was simply logical to establish production facilities in their respective regions. Since its inception, very few have been able to match Sony's track record for invention and innovation. These include the first Trinitron color television (1968), the color video-cassette (1971), the renowned Walkman (1979), the world's first CD player (1982), the 3.5-inch floppy disk (1989) and many others. THE GUIDING VISION The origin of Sony goes way back to May 1946. Back then, its original name was Tokyo Tsushin Kogyo K.K. (Tokyo Telecommunications Engineering Corporation). The founders, Masaru Ibuka and Akio Morita, wanted a name that can be easily remembered by the world. This was essential to achieve success in the global market. Their vision was for Sony to become an endearing household name across the globe. With this in mind, Morita came up with the term 'global localization' in 1988. He said, "In this day and age, many companies are pursuing globalization, but instead, we should move ahead with a policy of global localization, meaning that we set down roots and truly become an integrated member of the local community." Sony's mission is to establish an 'ideal' factory that puts emphasis on the spirit of freedom and open-mindedness. A place where designers and engineers can work out their creative and technological skills to the highest potential. THE ESSENCE OF SONY Sony's assets are neither its buildings, nor its land. Sony's greatest asset is the image of the four letters: S-O-... ...sed MMU seems to be a custom effort by Sony and has no integrated memory. Both CPUs contain 16KiB of two-way set associative instruction cache and data cache respectively. There is additionally 16KiB of scratchpad RAM which, while faster than main RAM, is not nearly as fast as the integrated cache. The 166 MHz graphics chip has 2 MiB embedded memory and through its 512 bit interface provides hardware polygon and NURBS rendering, hardware directional lighting, clipping, environment projection and texture mapping, texture compression and tessellation , fogging, alpha blending, depth and stencil tests, vertex blending for morphing effects, and dithering, all in 16 or 24 bit color. The graphics chip also handles image output. Specifications state that the PSP is capable of rendering 33 million flat-shaded polygons per second, with a 664 million pixel per second fill rate