Dolls Dont Swim Essay Example | Topics and Well Written Essays - 500 words

Dolls Dont Swim - Essay Example It was not a busy day, I only passed a few people on my way. The river was peaceful, almost too peaceful. I have never seen it like this. As if it was waiting for something. Then, I saw a little girl walking perilously close to the water. Her greenish, ballerina-like dress was blending in with the dirty greenness of the water, transforming the little girl into a water nymph. Her golden locks were glistening in the sun, her hand ivory pale, holding a doll. All of a sudden, the fingers that were so carelessly holding the doll, opened up, like a sunflower to the sky, and she started smiling and spinning in place, like a nymph doing a rain dance, dropping her precious doll. The water swallowed the doll in one gulp, hungrily. There was a scream. Then no girl. I was frozen. The legs that were attached to my body were not mine. When I wanted to call for help, only warm breath oozed from out my mouth. Words were iced up inside my mind. I just stood there, mesmerized with the sight of the dro wning little nymph, like I was mesmerized a few minutes ago by her image. Then, out of nowhere, a young man came running, his red shorts flickering in the sun. Without thinking twice, he jumped into the river after the girl. The river violently took him in, reluctant to give either of them back to the surface world. The young man’s athletic body fought the waves as only a professional swimmer could, the girl barely able to keep herself from sinking. â€Å"Just a little more and he’s there,† I thought to myself.

Employment Law Essay Example | Topics and Well Written Essays - 2000 words - 3

Employment Law - Essay Example The contract of employment is the cornerstone of the employment relationship. In Gascol Conversions Ltd., v Mercer1 Courts found that contracts of employment, like all other contracts, consist of express and implied terms and the written statement is only evidence of the various contractual terms and, unless the employee has agreed that it accurately represents those terms, it is not binding on the employee. Here the argument is that at the time of recruiting the employee, employer can impose these restrictive clauses. Restrictive covenants are terms in a contract of employment that limit the employees activities following termination of their employment. Now it need to consider the capacity of Balmoral to change or impose new restrict covenant. In RS Components v Irwin2, a case before the National Industrial Relations Court the employer decided that it needed to introduce restrictive covenants. The NIRC held that held that there was nothing in the section to preclude the tribunal from finding. The dismissal on the grounds of the needs to impose the new restriction fells within the some other substantial reason category. If employees refused to sign, the new contract could therefore be dismissed. Here the Court noted that the employer would have to devise covenants that were not void. It is a landmark case that decided in 1973 should demonstrate best practice, rather than Windsor Recruitment v Silverwood and others3, which decided in 2006. Employment law still has the capacity to spring a surprise. In Hanover Insurance Brokers Ltd v Schapiro4 the CA Dillon LJ argued that a restriction that seeks to prohibit a defendant from poaching any employee, irrespective of expertise or juniority and including those who entered employment after the defendant left, is invalid5. In Living Design (Home Improvements) Ltd. v Davidson6 the CA has recognized the possibility of a restrictive covenant sufficient to

Risk Based Regulation and Solicitors Regulation Authority

Risk Based Regulation and Solicitors Regulation Authority As seen in the case of Timothy Schools, a former director of ATM Solicitors in Preston who was struck off because of breaching various outcomes and principles of the SRA code of conduct. The SDT[1] had made allegations against the involvement of the defendant and his firm acting on behalf of clients who challenged the enforceability of various Consumer Credit Agreements. Mr Schools had been motivated by his own financial gain compared to the interest of his clients, contrary to the O(3.2)(a) and that the misconduct had arisen from the way he had operated the firm. He had failed to provide information to clients which might have been material to their decision to instruct his firm to act for them. Thus he had failed to act with integrity which led to his and the firms independence being compromised, hence breaching Principles 2[2] 3[3] of the SRA. Mr Schools behaviour towards his clients and not acting in their best interests because of his own financial interest, not only breaks the trust of the public in him and his firm but also the legal profession in itself, breaching Principle 6[4] of the SRA. The defendants action were deliberate and had continued for a period of time. Hence the SDT ordered for Mr School to be struck off the roll. The SRA agreed and Mr School was struck off the solicitor roll. Through this approach, the SRA identifies the risks to the regulatory objectives outlined in the LSA and requires the firms to ensure the same. The risk-based approach also ensures that regulatory activities and resources are prioritised and applied proportionately. For example, you may tend to show that you have met outcome 3.3 if you decline to act for clients whose interests are in direct conflict. The example used is claimant and defendant in litigation (IB 3.2). A key advantage to taking a risk-based approach to regulation is that it enables us to become much more proactive, identifying and tackling risks before they occur, rather than acting retrospectively once harm has arisen. 2.5 Exceptions to acting in client conflict situations Outcomes 3.6 and 3.7 in chapter 3 outline two exceptions where it may be possible to act even if there is a client conflict. When deciding whether to act in these situations, the overriding consideration remains as expressed in Principle 4, to act in the best interests of each client. You must consider whether in acting for all/both clients the benefits to the clients outweigh the risks. These outcomes reflect the fact that there may be situations where, if the qualifying conditions are met, then despite a conflict of interests, the clients separate best interests are served by you acting for two or more clients. The wording was changed from October 2005 with a new, tougher aggregation rule, so that claims arising from one act or omission in a series of related matters or transactions, or even similar acts or omissions in a series of related matters or transactions, will, arguably at least, be more likely to be regarded as one claim. This was a particular issue for firms doing volume work. At the same time, the compulsory minimum cover increased to  £2m for sole practitioners and partnerships and  £3m for LLPs and limited companies. Ethics involves making a commitment to acting with integrity and honesty in accordance with widely recognised moral principles. Ethics will guide a professional towards an appropriate way to behave in relation to moral dilemmas that arise in practice. Ethics is based on the principles of serving the interests of consumers of legal services and of acting in the interests of the administration of justice, in which, in the event of a conflict, acting in the interests of the administration of justice prevails. A firm which has a low or medium risk will have the outcomes of the SRA in a different way compared to the one which is considered high-risk like a huge corporate law firm. For example, a larger firm may need to put in place, or upgrade, a database system to collect information required under the reporting requirements. A smaller firm may be able to collate the information by the use of paper returns and a spreadsheet. Why is SRA risk -based? The SRA plans to shift the supervisory emphasis towards assessing a firms risk management systems and identifying whether they are achieving the outcomes rather than a detailed consideration of a firms processes. The level of supervision a firm will experience will depend on the perceived risk that it poses to the regulatory objectives. Supervision will also be tailored to take account of factors such as firm size and risk management systems, as well as the firms previous compliance history and positive engagement with the SRA. The SRAs vision24 is to: à ¢Ã¢â€š ¬Ã… ¾ Concentrate on dealing with firms which pose serious risk; à ¢Ã¢â€š ¬Ã… ¾ Encourage firms to assess and tackle the risks themselves; and à ¢Ã¢â€š ¬Ã… ¾ Concentrate on those which cannot or will not put things right. The task can be made harder when management are confronted with people who are over-confident in their own abilities and believe risk management does not apply to them. As Captain E J Smith, later the captain of the Titanic, said in 1907, in all my experience, I have never been in any accident of any sort worth speaking about. I have seen but one vessel in distress in all my years at sea. I never saw a wreck and have never been wrecked nor was ever in any predicament that threatened to end in disaster of any sort. The Titanic sank in 1912. As well as professional obligations to protect their independence and promote the best interest of the client, there are obligations to uphold the rule of law and the proper administration of justice. A solicitors professional obligations give primacy to the public interest and the public interest in the administration of justice.2 This raises the interesting question of how legal risk management, which tolerates, normalises, and sometimes promotes the desirability of taking risks with law fits with these broader professional obligations. It is not a question that we have seen addressed. There needs to be a full and frank discussion that begins the process of articulating what such obligations mean in the context of commercial law practice generally and in-house practice specifically. Confidentiality and conflict of interest breach case http://globelawandbusiness.co.uk/RML/sample.pdf 1.4 Liability for breach A lawyer who acts for a client when there is a conflict of interest, whether with the interests of another client or with the lawyers own interest, may be liable to compensate the client. That may mean an award of damages, or in some jurisdictions, an account of profits. By way of illustration, an example in the English courts was the case of Hilton v Barker Booth Eastwood. 1 The defendant solicitors acted for both a seller (Mr Hilton) and a buyer (Mr Bromage) on a commercial property transaction, contrary to the conduct rules then in force. The solicitors failed to disclose to the seller that they knew that the buyer had a criminal record for bankruptcy offences which had resulted in imprisonment. They also failed to disclose that they were lending money to the buyer to complete on part of the transaction. After the contract was completed, the buyer defaulted and Mr Hilton was left with substantial losses, which led to his bankruptcy. Attempts at recovery from the buyer failed. The solicitors defended the claim on two bases. First, the conviction was a matter of public record. Secondly, had the claimant instructed other solicitors, those other solicitors would not have known of the conviction and, they said, their breach therefore caused no loss. The defence succeeded initially but the claimant won on appeal. Put simply, the solicitors were in breach of duty to Mr Hilton, and could not complain if they had put themselves in that position by their own actions. Note the comments of one of the judges on appeal, Lord Scott of Foscote: The reason why it would have been a breach of the solicitors duty to Mr Bromage to inform the appellant of Mr Bromages bankruptcy and criminal conviction was not because the information was confidential but because it was their duty as Mr Bromages solicitors to do their best to further Mr Bromages interests in the transaction in respect of which Mr Bromage had instructed them. 2 The firm was found liable to compensate the claimant. Firms are also required to have effective systems and controls in place to enable [them] to identify and assess potential conflicts of interests. They must have systems and controls for identifying both client and own interest conflicts appropriate to the size and complexity of the firm and these must also extend to the identification of commercial conflicts. If in the above examples, the firm would have carried out the effective systems set out in the chapter 3 on the SRA and the risk assessment process, then they would have not been in breach of the SRA outcomes and would have successfully mitigated the risks. Outcomes-focused regulation concentrates on providing positive outcomes which when achieved will benefit and protect clients and the public. The SRA Code of Conduct sets out our outcomes-focused conduct requirements so that you can consider how best to achieve the right outcomes for your clients taking into account the way that your firm works and its client base. The Code is underpinned by effective, risk-based supervision and enforcement. Introduction to the SRA Code Introduction Sir David Clementi recommended that the professional bodies should separate their roles of holding both regulatory and representative responsibilities. This led to the formation of Solicitors Regulation Authority (SRA) by the LSA[5] to act as the regulatory body for solicitors in England and Wales. The main aim of the SRA is to work compatibly with the objectives set out in the LSA. In 2011, the SRA moved from a rules-based approach to an outcome-focused regulation (OFR). This approach introduced high-level Principles[6] and Outcomes that had to be observed by firms and individuals to operate independently, with integrity and in their clients and wider public interest. Even with the principles, outcomes and indicative behaviours set in place, risks towards a duty owed by a lawyer to a client can arise. Hence the SRA also needs to take a risk-based approachby identifying the potential risks of not meeting the mandatory outcomes and principles, through a risk management process. The SR A approach to regulation i.e. authorisation, supervision and enforcement is therefore outcomes-focused and risk-based. Outcomes-focused Regulation SRAs aim is to ensure that all firms and individuals should achieve the right outcomes in delivering their legal services therefore benefiting and protecting the clients and the public at large. These outcomes are mandatory and are found in the SRA Code of Conduct. When lawyers deliver the right outcomes, it will help ensure compliance with the Principles and mitigate the risk of lawyers being in breach to professional conduct. Risk-based Regulation A risk is considered to be a combination of impact, which is the potential harm that could be caused and probability, which is the likelihood of a particular risk occurring. There are risks attached with the firms and individuals acting compatibly with the regulatory principles and outcomes outlined in the SRA. For example the risk of conflict of interest arising between the lawyer and the client or between two current clients if proper systems were not in place to identify potential conflicts of interest in the first place as per O(3.1), the risk of failing to protect clients confidential information and many more such risks can arise when the lawyers cannot achieve the best outcomes for their clients. A case where risk of conflict of interest and breach of duty of confidentiality arises is Hilton v BBE[7]. Hilton instructed BBE to act as his solicitors in him selling a developed piece of land to one of their other clients, Bromage. BBE did not tell Hilton that they had previously acted for Bromage when he was imprisoned for fraud; nor did they tell him that they were acting for Bromage in this same transaction and lent money to Bromage for the deposit hence breaching O(3.4)[8]. Outcome(3.5) clearly states that a firm or individual should not act if there is a client conflict or a risk of a client conflict unless all the risks have been explained to both clients and they understand them; both parties should give their consent for the firm to act for them and many more objectives set out in O(3.6) and O(3.7) need to be satisfied. Although neither of these outcomes were achieved. Bromage failed to complete the transaction therefore Hilton incurred a huge loss. The House of Lords found that it was unacceptable to breach the conflict of interest principle as it will override the duty of disclosure and confidentiality owed to their client Bromage. BBE already had a contract with Bromage and due to an implied term in this contract, BBE could not reveal any confidential information about him to Hilton. Hence BBE should have asked Hilton to seek independent legal advice as professional ethics meant that they could not act for him. But instead proceeded to act for him as well as their client since they were only interested in their own financial gain therefore breaching O(3.2)(a). This definitely was a breach of duty owed by BBE to Hilton in failing to act in his best interest. Timothy Schools[9], former director of ATM Solicitors was struck off because of his own financial interest contrary to O(3.2)(a). His misconduct had arisen from the way he operated the firm, he failed to act with integrity and the firms independence was compromised, hence breaching Principles 2[10] 3[11] of the SRA. Professional conduct as such would break the trust of the public in Mr Schools, his firm and the legal profession, thus also breaching Principle 6[12] of the SRA. The above cases show the consequences of failure by the firms to comply with the principles and outcomes of the SRA. Hence the SRA needs to regulate a risk-based approach so that the clients receive a proper standard of service which best suits them as per Principles 4[13], 5[14] and 8[15]of the SRA. Risks are typically considered at an individual, firm, thematic or market level. The identification and management of these various risks is operated through a risk management and governance process, outlined in the SRAs Regulatory Risk Framework. The Regulatory Risk Index sets out a list of risks that are managed under the Risk Framework. This is important for the risk management process as it gives a universal index which ensures that each risk is accurately identified. This index is comprised of 38 risks: 28 are firm risks[16] and 10 are market risks[17]. Impact[18], Operational[19], and Viability[20] are all firm risks. Breach of confidentiality and conflict of interest are both Impact risks and are always caused by Operational risks. For example, impact risks can arise due to ineffective systems in place like sensitive client information was inadequately encrypted or due to lack of integrity or professional ethics like a member of staff deliberately breached confidentiality for ones financial interest. Firms use informational barriers[21] as per O(4.4)(b)(ii)[22]to mitigate these impact risks though courts are not always supportive of them and may take some convincing. Bolkiah v KPMG[23], where a firm of accountants who owe the same duties as solicitors, wanted to act for BIA[24] .They wanted KPMG to carry out investigation on Bolkiah who was the former chair of the agency. Bolkiah was a former client of KPMG hence they had confidential information about him. Conflict of interest existed and so the firm created an information barrier in which they made sure that the staff working for the agency was completely separate from those who worked with Bolkiah. However the House of Lords granted an injunction in favour of Bolkiah to prevent KPMG working for the agency. They agreed that KPMG could have acted for the agency given that they took Bolkiahs consent first as per O(4.1)[25] ,O(4.3)[26] and O(4.4)(b)(i)[27] . According to the courts the information barrier did not prevent the possible outflow of confidential information thus breaching the fiduciary duty of confidentiality. Lord Millett emphasised that the duty was to keep the information confidenti al, not merely to take all reasonable steps to do so. This decision was followed in MS v Freshfields[28] . Even after creating an information barrier, firms cant escape the above risks. Therefore firms need to strictly carry out effective systems and risk management processes in order to mitigate risks and achieve SRA outcomes and principles. Relationship between Ethics and Risk Legal ethics requires solicitors to be honest and act with integrity with their clients, profession, courts and the general public. A solicitors commitment to behave ethically can be put at risk as seen in the above cases. Thus a lawyer in order to be ethical needs to produce the best outcomes for the clients, which can be achieved by following the SRA principles and code of conduct. A risk of conflict or confidentiality arises when a firm or individual fails to achieve the outcomes set out in the SRA thus making them behave in an unethical manner. The central principle of legal ethics is the conflicts of interest principle which requires the lawyers to avoid situations in which their duties to one client conflict with their duties to another client or their own interests as seen in the case of SRA v Dennison[29]. Here a firm of solicitors used a company to provide medical reports for clients. Dennison was a partner in the law firm and also owned a third of shares in that company. However he did not inform other partners of the firm and his clients about this arrangement because of his own financial gain. He did make significant profit hence breaching Outcome(3.2)(a) of the SRA code of conduct. The SRA then decided to strike him off the roll because of his dishonest and unethical professional conduct towards his clients and firm. Therefore making a commitment to acting ethically is intrinsically linked with meeting the standards and requirements set out in the SRA Code of Conduct. Hence failure to comply with the risks that obstruct the firms and individuals to achieve the outcomes and principles set out in the SRA code would make their professional conduct unethical. As being ethical towards the profession and the clients is positively correlated with complying risks that affect the SRA regulation of the firms. Risks faced by huge corporate firms compared to high street firms. SRA codes work differently for firms depending on the perceived risk that it poses to the regulatory objectives, firm size, previous compliance history and their risk management systems in place. For example internet crashing or employee absences would be a low risk for a large firm as they have enough staff to mitigate this risk because of higher client base. But for a small firm, an absence of one employee would cause a lot of trouble since they might not have anyone else who could do the work instead and so would suffer financially as the clientele would be of a smaller cohort. However some risks are same for both high street and large law firms like the lack of access to legal services. Only a third of people with a legal problem, seek legal advice and this risk is faced by the entire profession. There are various reasons as to why people do not seek legal advice and one of the main reasons is cost and practicality. As legal proceedings are expensive and one might not see any benefit in taking any legal action in terms of cost and time spent. Another reason is the lack of trust in seeking professional advice as seen in the above cases that if lawyers prefer their own interest compared to the client then clients will no longer trust the advice they are receiving. Compliance with anti-money laundering is another risk that is faced by the law firms and in some aspects it is more challenging for small firms. For example, succession planning and providing relevant training to staff are both mandatory under the MLR[30] and if not carried out effectively can potentially pose a higher risk to small firms. Since their staffing capacity and resources to deal with issues like due diligence, storage of archived files are less compared to that of a larger firm. Maintaining diversity in the legal profession is one of the other risks seen today. Large firms are less diverse compared to small ones as data shows that BAME solicitors, women, people with disabilities and those over 55 are less likely to be partners in large firms. This might be reasons due to personal choice, recruitment and promotion practice and flexible working options being not easily available. Conclusion Courts are reluctant of using Information barriers as a risk mitigating factor as seen in the above cases however it is not impossible to create an effective barrier as seen in Koch Shipping v Richard Butler[31]. This is possible if the barriers are well incorporated in the way a firm operates[32]. Even with risk mitigating factors in place, solicitors still exploit the SRA codes in order to gain their financial benefit. Therefore it is very important that solicitors strictly follow the principles set out in the SRA to achieve the best outcomes for their clients in order to uphold the rule of law and proper administration of justice.[33] References Bibliography Table of Cases Hilton v Barker Booth Eastwood [2005] 1 ALL ER 651 Schools v SRA  [2015] EWHC 872 (Admin) Bolkiah v KPMG [1999] 1 ALL ER 517 Marks Spencer v Freshfields Bruckhaus Deringer [2004] EWCA Civ 741 Solicitors Regulation Authority v Dennison [2012] EWCA Civ 421 Koch Shipping v Richard Butler [2002] EWCA Civ 1280 Table of Legislation Legal Services Act 2007 Secondary Sources Solicitors Regulation Authority Code of Coduct 2011 Andrew boon https://www.sra.org.uk/solicitors/handbook/code/content.page file:///C:/Users/shrutika/Downloads/Risk%20Outlook%2028%207%2016%20(1).pdf http://www.sra.org.uk/risk/risk-index.page http://www.sra.org.uk/risk/risk-framework.page Secondary Sources Solicitors Regulation Authority Code of Coduct 2011 Andrew boon References www.westlaw.law.ac.uk www.swarb.co.uk http://www.sra.org.uk/consumers/what-sra-about.page http://www.lawsociety.org.uk/support-services/advice/practice-notes/conflicts-of-interests-in-criminal-cases/ not used it https://www.lawgazette.co.uk/law/conflict-of-interest-solicitor-struck-off/5042055.article [1] Solicitors disciplinary tribunal [2] act with integrity [3] not allow your independence to be compromised [4] behave in a way that maintains the trust the public places in you and in the provision of legal services [5] Legal Services Act [6] There are 10 mandatory principles and they define the fundamental ethical and professional standards that the SRA expects of all firms (including owners who may not be lawyers) and individualzzs when providing legal services. In some circumstances they apply outside practice. [7] Hilton v Barker Booth Eastwood [2005] 1 ALL ER 651 [8] you do not act if there is an own interest conflict or a significant risk of an own interest conflict [9] Schools v SRA [2015] EWHC 872 (Admin) [10] act with integrity [11] not allow your independence to be compromised [12] behave in a way that maintains the trust the public places in you and in the provision of legal services [13] Principle 4 Act in the best interests of each client; [14] Principle 5 Provide a proper standard of service to your clients; [15] run your business or carry out your role in the business effectively and in accordance with proper governance and sound financial and risk management principles [16] Risks which arise through the activities of regulated firms, their employees and regulated individuals employed by non-regulated persons, businesses or organisations. [17] Risks arising from or affecting the operation of the legal services market. [18] Risk that firm or individual undertakes an action or omits to take an action which impacts negatively on SRA meeting the regulatory outcomes. [19] Risk arising from a firms internal processes, people and systems. [20] Risks arising from the viability of the firm and the way it is structured [21] Enables the firm to segregate collections of employees with a guarantee that one part of the firm will not communicate with the other. [22] where informed consent by a client is not possible, you put in place effective safeguards including information barriers which comply with the common law; [23] Bolkiah v KPMG [1999] 1 ALL ER 517 <

International House of Pancake History :: essays research papers

IHOP was not always a multinational conglomerate. It is now one of the nations leading sit down, cheap restraint chains. With over 1,000 locations world wide it is a commonly known restraint. As of recent IHOP has had a 52-week high of 39.4 and a low of 27.04. Recently, IHOP rang the bell of the NYSE in celebration of the kick-off of the National Pancake Day (March 4) and the launch of a brand rejuvenation strategy for IHOP, which celebrates its 45th year in business this July. In honor of the occasion, Julia A. Stewart, President, CEO, COO rang the bell. Before laying out the entire history of the International House of Pancake here is some simple background information: IHOP Corp. is a family restaurant chain that serves a wide variety of breakfast, lunch and dinner selections. Offering more than 16 types of pancakes, as well as omelettes, breakfast specialties, burgers, chicken and steaks, IHOP's menu is designed to appeal to people of all ages. IHOP restaurants are developed, operated and franchised by the Company. As of December 31, 2003, there were 1,165 IHOP restaurants in 48 states and Canada to be exact. In 1958, IHOP Corp. traces started up by opening of the first International House of Pancakes restaurant in a suburb of Los Angeles, Toluca Lake, California. The American eating public quickly took to the concept of a restaurant based on one of America's favorite foods†¦. pancakes. Within four years the number of units had increased to nearly 50, with many of the restaurants being operated by franchisees. That is incredible when you think about it since it takes a while to start up a franchise. Obviously past, present, and future In 1961 the company became publicly traded under the name International House of Pancakes. The remainder of the decade was a time of acquisition for the company. The company acquired both food and non-food businesses during this period with a strategy of becoming "The Franchise Company." Because of these acquisitions and to reflect properly the diversified conglomerate become, the company adopted the name International Industries, Inc. in 1963. Restaurant brands under International Industries control during the 1960's included International House of Pancakes, Orange Julius, Love's Wood Pit Barbecue, Golden Cup Coffee Shoppes, The Original House of Pies, Wil Wright's Ice Cream Shops, Woody's SmorgasBurger, The Dog House and Copper Penny. Non-food brands included The Big Brake Safety Center, The Golden Oaks Retirement Homes, United Rent-Alls, House of Nine, and Sawyer College of Business.

E-book and real book Essay

If you compare real book and e-book, most of the people like real book than e-book. Some of them think that reading e-book is harming their eyes or use real book for a decoration to show they are wisdom. Although real book has a certain place in people’s heart, e-book can replace real book in a short time in Hong Kong because e-books have some advantages that real book did not in the convenience aspect, economic aspect and function of the book. First is the convenience aspect. Will you bring a book when you hang out? Probably you will not but mostly your smart phone will follow you anywhere which mean you can read the e-book in your smart phone anywhere. It is very convenience when you need to read the e-books. How about when you do not need to read the book? Hong Kong is a scarce place with a huge population, not every people have a place to hold a huge number of real books. But holding e-book will not cause this kind of problem because you can save a thousand of books in your tiny memory card but not an unwieldy bookcase. Also after you finish read that e-book you can delete it and have the space again which will not cause the environment problem which you throw a real book On the economic aspect, publish a real book is more expensive than a e-book normally, because publish a real book need to add up the printing fees, the cost of raw materials etcetera which will cause a high prime cost and the cost will transfer to the customers. But the e-book did not need to add those printing fees, so the cost of the book can be reduce. Lastly is the function of the book. For the real book, the main function is to read which is just same as the e-book but actually some people like real book is only because the other functions of the real book to be a decoration which they will buy the books which they will never read and place it on the book shelf forever. I think this is a dishonor to the book and the writer. For the e-book, it does not have that dishonor function and it can have many difference functions. One main function is to change the word size or the zoom in function, this function is convenience to the elderly or people with eyes disease which those people can easily to read the book. Another one main function is the interaction function. This function can attract children to read book. Also animation and sound can be found in the e-book which is more attractive than the real book which only can include words and pictures. It is not difficult to forecast the future of e-books.

Cause and Effects of One’s Appearence

Certain things that can make an individual one-of-a-kind could be tattoos, piercings and dreadlocks just to name a few, such as is mentioned in Dreadlocked by Veronica Chambers and Drugs, Sports, Body Image and G. I. Joe by Natalie Angier. One’s appearance can reveal insight into a person’s lifestyle and life choices. People can define themselves and their personalities to others by making themselves appear unique There are many reasons as to the way people put themselves together and why they project themselves the way they do. One major motive tends to be trends. A trend is something that is popular at a given time and is constantly changing. In today’s society following these trends can allow a person to gain acceptance into a certain peer group. Keeping up with trends however, can make a person’s appearance change quite frequently. Another major factor in one’s appearance is culture. Different cultures have different rules and guidelines that can greatly restrict or require certain appearances. For example, in the Hindu religion it is part of their culture to wear a bindi which is a piece of body jewelry that is worn in the center of a women’s forehead after they marry. In places such as Cambodia and Thailand it is part of their culture to have certain tattoos, such as the yantra tattoo which is believed to protect against evil and to increase luck. These tattoos and body jewelry define one’s appearance in a strong way. Lastly, a major element of one’s appearance is emotions. Emotional reasons affect an individual’s appearance in multiple ways such as clothing, tattoos, piercings and hairstyles. All of those little factors can express a person’s mood in such huge ways. A certain form of this could be a tattoo of something or someone meaningful chosen for an emotional reason such as a loss or even a sense of pride. For every motive however, there is an outcome, whether it be positive or negative. A major negative effect in today’s society tends to be stereotyping and bullying. A stereotype is a commonly held public belief about specific social groups, or types of individuals. These stereotypes can lead to judging an individual based on their appearance. By stereotyping a person you can not only misjudge them but you can also hurt their feelings. An example of stereotyping is given in Dreadlocked by Veronica Chambers – â€Å"But over the last eight years my dreadlocks have conferred upon me the following roles: rebel child, Rasta mama, Nubian princess, drug dealer, unemployed artist, rock star, world-famous comedienne, and nature chick. None of which is true. † This demonstrates how being quick to judge someone is erroneous and cruel. An outcome of one’s appearance can be a change in a person’s self-esteem. An example of a change in self-esteem for one’s appearance is piercings. If a girl gets her belly button pierced it can result in her feeling more confident about herself and her body. Another example is also going to an extreme to get a certain body type that one thinks will change their self-esteem. As stated in Drugs, Sports, Body Image and G. I. Joe by Natalie Angier â€Å"†¦ planting in boys’ minds a template for a he-man’s body that cannot be attained without engaging in obsessive behaviors to build muscle and strip off fat, and then augmenting those efforts through the consumption like human growth hormone, and anabolic steroids†¦Ã¢â‚¬  Finally, another negative consequence that can result from a person’s appearance is career limitation. Having a certain hairstyle, piercing, or visible tattoos can jeopardize a career. For example, many jobs require a neat, clean cut look such as a tie and suit for men, and dress pants with a blouse, skirt, or dress for women. In wearing these career-oriented clothes many employers prefer their employees not to have any visible tattoos or piercings, as well as a neat put together hairstyle. By not meeting those requirements a lot of employers will turn away a job applicant. In a world like today’s where self-expression is often encouraged, but at the same time rejected, an individual’s appearance has an impact on multiple factors in their life. People use their appearance to project their lifestyle and choices, but this can have a negative influence outside of their culture or peer groups. Not every person with dreadlocks is a pot smoking Rastafarian, but people erroneously connect the two. Conversely people shouldn’t think they have to fit a stereotype of what a â€Å"model† person should look like.