Cpsc Desk Reference: Section 15 of the Consumer Product Safety Act
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Protecting Women from the New Crime of Stalking: a Comparison of Legislative Approaches Within the European Union
PROTECTING WOMEN FROM THE NEW CRIME OF STALKING: A COMPARISON OF LEGISLATIVE APPROACHES WITHIN THE EUROPEAN UNION DAPHNE PROJECT 05-1/125/W PROTECTING WOMEN FROM THE NEW CRIME OF STALKING: A COMPARISON OF LEGISLATIVE APPROACHES WITHIN THE EUROPEAN UNION FINAL REPORT EXECUTED BY UNIVERSITY OF MODENA AND REGGIO EMILIA MODENA GROUP ON STALKING IN COOPERATION WITH University of Amsterdam, Department of Clinical Psychology (The Netherlands) Catholic University of Leuven, Department of Criminal Law and Criminology (Belgium) Barnet, Enfield & Haringey, Mental Health Nhs Trust, North London Forensic Service (UK) University of Maribor, Faculty of Criminal Justice and Security (Slovenia) Universitat Autònoma de Barcelona, Department de Ciència Politica i de Dret Pùblic (Spain) National Bureau of Investigation of Vantaa, Süomi (Finland) Technical University of Darmstadt, Centre of Forensic Psychology (Germany) FOR THE EUROPEAN COMMISSION WITH FINANCIAL SUPPORT FROM THE DAPHNE II PROGRAMME EUROPEAN COMMISSION-DIRECTORATE GENERAL JUSTICE AND HOME AFFAIRS APRIL 2007 ii This study is the result of a European project supported by the European Commission- Directorate General Justice and Home Affairs. The report was completed in April 2007 (University of Modena and Reggio Emilia) Paper copies can be obtained through: [email protected] A pdf version of the report is available on the website http://stalking.medlegmo.unimo.it The contents of this report represent the views of its authors and not necessarily those of the European Commission. iii Table -
The Negotiation Process
GW Law Faculty Publications & Other Works Faculty Scholarship 2003 The Negotiation Process Charles B. Craver George Washington University Law School, [email protected] Follow this and additional works at: https://scholarship.law.gwu.edu/faculty_publications Part of the Law Commons Recommended Citation Charles B. Craver, The Negotiation Process, 27 Am. J. Trial Advoc. 271 (2003). This Article is brought to you for free and open access by the Faculty Scholarship at Scholarly Commons. It has been accepted for inclusion in GW Law Faculty Publications & Other Works by an authorized administrator of Scholarly Commons. For more information, please contact [email protected]. THE NEGOTIATION PROCESS1 By Charles B. Craver2 I. INTRODUCTION Lawyers negotiate constantly. They negotiate on the telephone, in person, through the mail, and through fax and e-mail transmissions, They even negotiate when they do not realize they are negotiating. They negotiate with their own partners, associates, legal assistants, and secretaries; they negotiate with prospective clients and with current clients. They then negotiate on behalf of clients with outside parties as they try to resolve conflicts or structure business arrangements of various kinds. Most attorneys have not formally studied the negotiation process. Few have taken law school courses pertaining to this critical lawyering skill, and most have not read the leading books and articles discussing this topic. Although they regularly employ their bargaining skills, few actually understand the nuances of the bargaining process. When they prepare for bargaining encounters, they devote hours to the factual, legal, economic, and, where relevant, political issues. Most lawyers devote no more than ten to fifteen minutes on their actual negotiation strategy. -
Reasons to Buy: Contaminated Products & Recall Insurance
Casualty Reasons to Buy: Contaminated Products & Recall Insurance Almost any company involved in the food and beverage industry supply chain may be exposed to an accidental contamination and or recall exposure. Also, there is the possibility that a company’s particular brand may be the target of a malicious threat or extortion, either internally or from a third party. The potential financial impact of a product recall, as well as the lasting impact on brand reputation can be of serious concern to a company and its shareholders. AIG Contaminated Products & Recall Insurance not only protects against loss of gross profits and rehabilitation costs following either accidental or malicious contamination, but also provides the crisis management planning and loss prevention services of leading international crisis management specialists in food safety, brand & reputation impacts and extortion. Cover Cover is triggered by the recall of a product caused by: Accidental Contamination Any accidental or unintentional contamination, impairment or mislabeling which occurs during Cover Includes: or as a result of its production, preparation, manufacturing, packaging or distribution; provided • Recall costs that the use or consumption of such product has resulted in or would result in a manifestation of bodily injury, sickness, disease or death of any person within 120 days after consumption or use. • Business interruption (lost gross profit) Malicious Tampering • Rehabilitation costs Any actual, alleged or threatened, intentional, malicious and wrongful alteration or • Consultancy costs contamination of the Insured’s product so as to render it unfit or dangerous for use or consumption or to create such impression to the public, whether caused by employees or not. -
Lab Activity and Assignment #2
Lab Activity and Assignment #2 1 Introduction You just got an internship at Netfliz, a streaming video company. Great! Your first assignment is to create an application that helps the users to get facts about their streaming videos. The company works with TV Series and also Movies. Your app shall display simple dialog boxes and help the user to make the choice of what to see. An example of such navigation is shown below: Path #1: Customer wants to see facts about a movie: >> >> Path #2: Customer wants to see facts about a TV Series: >> >> >> >> Your app shall read the facts about a Movie or a TV Show from text files (in some other course you will learn how to retrieve this information from a database). They are provided at the end of this document. As part of your lab, you should be creating all the classes up to Section 3 (inclusive). As part of your lab you should be creating the main Netfliz App and making sure that your code does as shown in the figures above. The Assignment is due on March 8th. By doing this activity, you should be practicing the concept and application of the following Java OOP concepts Class Fields Class Methods Getter methods Setter methods encapsulation Lists String class Split methods Reading text Files Scanner class toString method Override superclass methods Scanner Class JOptionPane Super-class sub-class Inheritance polymorphism Class Object Class Private methods Public methods FOR loops WHILE Loops Aggregation Constructors Extending Super StringBuilder Variables IF statements User Input And much more.. -
Sessment of Civil Penalties Under ERISA Section 502(C)
Employee Benefits Security Admin., Labor Pt. 2570 PART 2570—PROCEDURAL REGULA- 2570.52 Effective date. TIONS UNDER THE EMPLOYEE RE- Subpart C—Procedures for the Assessment TIREMENT INCOME SECURITY of Civil Penalties Under ERISA Section ACT 502(c)(2) 2570.60 Scope of rules. Subpart A—Procedures for the Assessment 2570.61 Definitions. of Civil Sanctions Under ERISA Section 2570.62 Service: Copies of documents and 502(i) pleadings. 2570.63 Parties, how designated. Sec. 2570.64 Consequences of default. 2570.1 Scope of rules. 2570.65 Consent order or settlement. 2570.2 Definitions. 2570.66 Scope of discovery. 2570.3 Service: Copies of documents and 2570.67 Summary decision. pleadings. 2570.68 Decision of the administrative law 2570.4 Parties. judge. 2570.5 Consequences of default. 2570.69 Review by the Secretary. 2570.6 Consent order or settlement. 2570.70 Scope of review. 2570.7 Scope of discovery. 2570.71 Procedures for review by the Sec- 2570.8 Summary decision. retary. 2570.9 Decision of the administrative law judge. Subpart D—Procedure for the Assessment 2570.10 Review by the Secretary. of Civil Penalties Under ERISA Section 2570.11 Scope of review. 502(l) 2570.12 Procedures for review by the Sec- 2570.80 Scope of rules. retary. 2570.81 In general. 2570.82 Definitions. Subpart B—Procedures Governing the Fil- 2570.83 Assessment of civil penalty. ing and Processing of Prohibited Trans- 2570.84 Payment of civil penalty. action Exemption Applications 2570.85 Waiver or reduction of civil penalty. 2570.86 Reduction of penalty by other pen- 2570.30 Scope of rules. -
Negotiating Types of Negotiation
Negotiating What would you do? Alice realizes that this situation with Manuel is similar to negotiations she has faced in other aspects When Alice started recruiting Manuel, she knew of her life. To figure out what to do, she needs to he'd provide the high-profile expertise the determine her best alternative to a negotiated company needed—and she knew he'd be agreement, called a BATNA. Knowing her BATNA expensive. means knowing what she will do or what will But his demands seem to be escalating out of happen if she does not reach agreement in the control. So far, Alice has upped the already-high negotiation at hand. For example, Alice should set salary, added extra vacation time, and increased clear limits on what she's willing to offer Manuel his number of stock options. Now Manuel is and analyze the consequences if she is turned down. asking for an extra performance-based bonus. Would she really be happy choosing a different option for her needs, or is it worth upping the ante to Alice has reviewed the list of other candidates. get exactly what she wants? After she has The closest qualified applicant is very eager for the job, but lacks the experience that Manuel determined her BATNA, she should then figure out would bring. her reservation price, or her "walk-away" number. What's the least favorable point at which she'd Alice prefers Manuel, but she is uncomfortable accept the arrangement with Manuel? Once she with his increasing demands. Should she say knows her BATNA and reservation price, she "no" on principle and risk losing him? Or should should use those as her thresholds in her she agree to his latest request and hope it will be the last? negotiations and not be swayed by Manuel's other demands. -
Export Penalty Cases
MSR Visual Compliance: Welcome SAMPLE CASES Going to prison or paying a large fine for an export violation seems hypothetical or imaginary until it happens to you. These possibilities are horrifying to both individuals and businesses. But, regretably, American businesses and businesspeople are convicted and fined, and American businesspeople do go to jail. There are both civil and criminal penalties. The heaviest fines are for willful, criminal convictions (currently up to $1 million, increasing to up to $10 million or ten times the value of the export when the new Export Administration Act is passed). Civil penalties are not as harsh, but still consequential. http://www.visualcompliance.com/export_penalties.cfm (1 of 59) [12/13/02 11:21:12 AM] MSR Visual Compliance: Welcome In addition to fines and prison terms under criminal and civil sanctions, there are administrative sanctions (including denial of export privileges and exclusion from practice), statutory sanctions, seizure and forfeiture, cross- debarment, denial of licenses or approvals, and suspensions of the right to contract with the United States Government. Below are some sample cases. Sample case material courtesy of the United States Government Bureau of Industry and Security (BIS). THOMPSON/CENTER ARMS CO., INC. The Department of Commerce has imposed a $25,000 civil penalty on Thompson/Center Arms Co., Inc. of Rochester, New Hampshire, on May 8, 2002 in settlement of allegations that the company exported rifle and pistol scopes from the United States without the required export licenses. The Bureau of Industry and Security (BIS) alleged that on five occasions in 1998, Thompson/Center Arms Co., Inc. -
The Negotiation Checklist: How to Win the Battle Before It Begins
View metadata, citation and similar papers at core.ac.uk brought to you by CORE provided by School of Hotel Administration, Cornell University Cornell University School of Hotel Administration The Scholarly Commons Articles and Chapters School of Hotel Administration Collection 2-1997 The Negotiation Checklist: How To Win The Battle Before It Begins Tony L. Simons Cornell University, [email protected] Thomas M. Tripp Washington State University Follow this and additional works at: https://scholarship.sha.cornell.edu/articles Part of the Hospitality Administration and Management Commons Recommended Citation Simons, T., & Tripp, T. T. (1997). The negotiation checklist: How to win the battle before it begins. Cornell Hotel and Restaurant Administration Quarterly, 38(1), 14-23. Retrieved [insert date], from Cornell University, School of Hospitality Administration site: http://scholarship.sha.cornell.edu/articles/671/ This Article or Chapter is brought to you for free and open access by the School of Hotel Administration Collection at The Scholarly Commons. It has been accepted for inclusion in Articles and Chapters by an authorized administrator of The Scholarly Commons. For more information, please contact [email protected]. If you have a disability and are having trouble accessing information on this website or need materials in an alternate format, contact [email protected] for assistance. The Negotiation Checklist: How To Win The Battle Before It Begins Abstract Being well-prepared going into a negotiation is key to being successful when you come out. This negotiation checklist is a tool that can maximize your preparation effectiveness and efficiency. Keywords negotiation, hiring decisions, BATNA Disciplines Hospitality Administration and Management Comments Required Publisher Statement © Cornell University. -
Tales of the Bazaar: Interest-Based Negotiation Across Cultures
In Practice Tales of the Bazaar: Interest-Based Negotiation Across Cultures Jeffrey M. Senger Interest-based negotiation, as popularized by Fisher, Ury, and Patton (1991), is a favored negotiation style of many people in the United States and other parts of the developed world. The author, an American attorney who has traveled widely, assesses how that approach works in different cul- tural contexts. Using illustrations from his own experiences, the author shows how interest-based techniques work successfully, as well as the limi- tations of this approach in some situations. An American traveling abroad can experience negotiation in a vast array of cultures, some of which approach a state of nature. Particularly in devel- oping countries, many people negotiate for just about everything. While the fixed price system of commerce is typical in the U.S. and Western Europe, it simply does not exist in many other parts of the world. Even the simplest things we take for granted, such as a meter in a taxicab, are nowhere to be found, and negotiation is forced into almost every transaction. As a teacher of negotiation, as well as a lifelong student of it, I have found overseas travel to provide an amazing education in the field. Both my background and my current practice center largely on “interest-based negoti- ation” (Fisher, Ury, and Patton, 1991). My formal training is in the legal profession, where I first studied negotiation under Roger Fisher. I now con- duct negotiation and mediation training programs for the U.S. Justice Jeffrey M. Senger is Deputy Senior Counsel for Dispute Resolution for the United States Depart- ment of Justice, 950 Pennsylvania Ave. -
Heather Parker
“In all gudly haste”: The Formation of Marriage in Scotland, c. 1350-1600 by Heather Parker A thesis presented to the University of Guelph In partial fulfilment of requirements for the degree of Doctor of Philsophy in History Guelph, Ontario, Canada © Heather Parker, March 2012 ABSTRACT “IN ALL GUDLY HASTE”: THE FORMATION OF MARRIAGE IN SCOTLAND, C. 1350-1600 Heather Parker Advisor: University of Guelph, 2012 Elizabeth Ewan This dissertation examines the formation of marriage in Scotland between the mid- fourteenth century and the late sixteenth century. In particular, it focuses on betrothals, marriage negotiations, ritual, and the place that these held in late medieval Scottish society. This study extends to the generation following the Reformation to examine the extent to which the Reformation influenced the marriage planning of wealthy Scots. It concludes that much of the social impact of the Reformation was not reflected in family life until at least a generation after reform. Scottish society and culture was influenced both by contemporary literature, which discussed the role of marriage formation, and by concurrent events involving high-profile marriages. These helped to define the context of marriage for society as a whole. This work relies heavily on the pre-nuptial contracts of lairds (the Scottish gentry) and nobles, which reflected certain aspects of their marriage patterns and strategies. The context and clauses of an extensive group of 272 Scottish marriage contracts from published and archival collections illuminate aspects of the formation of Scottish marriage, such as the land and money that changed hands, the extent to which brides and grooms were influenced by their kin, and the timelines for betrothals. -
Practical Guide to Negotiating in the Military (2Nd Edition) “Let Us Never Negotiate out of Fear
Practical Guide to Negotiating in the Military (2nd edition) “Let us never negotiate out of fear. But, let us never fear to negotiate.” John F Kennedy “In today’s DOD environment, your span of authority is often less than your span of responsibility. In short, you are charged with mission success while working with people you have no direct authority over.” Dr Stefan Eisen TABLE OF CONTENTS 1. Introduction 2 2. Negotiations Defined 2 3. Choices in Conflict Management: The Relationship between Task and People 3 4. Essential Terms 5 5. TIPO Framework 9 6. NPSC: Negotiation Strategy Selection 14 a. Evade 14 b. Comply 15 c. Insist 16 d. Settle 17 e. Cooperative Negotiation Strategy (CNS) 19 7. Common Pitfalls to any Negotiation Strategy 23 8. Summary 24 Appendix 1: Glossary of Common Negotiating Terms 26 Appendix 2: TIPO Worksheet 36 Appendix 3: AFNC Negotiation Worksheets 37 Annex A: AFNC Negotiation Worksheet 38 Annex B: AFNC Negotiation Worksheet (Expanded) 39 Appendix 4: AFNC Negotiation Execution Checklist 44 Appendix 5: AFNC Negotiation Cultural Considerations 45 INTRODUCTION Military leaders do not operate in isolation. Because of our professional duties and our social natures, we constantly interact with others in many contexts. Often the interaction’s purpose is to solve a problem; getting two or more people (or groups of people) to decide on a course of action to accomplish a goal. Virtually every problem solving process we attempt involves some aspect of negotiations. Practically speaking, Air Force personnel engage daily in negotiations with co-workers, supervisors, subordinates, business partners, coalition warfighters, non-governmental organizations, etc. -
The Regressive Nature of Civil Penalties
MAIL CODE: L, EA & EG WORKING PAPERS THE REGRESSIVE NATURE OF CIVIL PENALTIES Phyllis Altrogge and William F. Shughart II WORKING PAPER NO. 89 June 1983 FfC Bureau of Economics working papers are preliminary materials circulated to stimulate discussion and critical comment All data contained in them are in the public domain. This includes information obtainedby the Commission which has become partof public record. The analysesand conclusionsset forth are those of the authors and do not necessarily reflect the views of othermembers of the Bureau of Economics, other Commission staff,or theCommission itself. Upon reques single copies of the paper will be provided. References in public ations to FTC Bureau of Economics working papers by FrC economists (other than acknowledgement by a writer that he has access to such unpublished materials) should be cleared with the author to protect the tentative character of these papers. BUREAUOF ECONOMICS FEDERALTRADE COMMISSION WASHINGTON,DC 20580 April 19 83 Not for Quotation without Permission The Regressive Nature of Civil Penalties * Phyllis Altrogge William F. Shughart II Federal Trade Commission Federal Trade Commission and Clemson University I. Introduction The Federal Trade Commission (FTC) is empowered to seek civil penalties in district court against firms found in violation of the Commission's rules and orders. The provisions of the FTC Act which authorize such penalties are vague with respect to size, stating only that penalties shall not exceed $10, 000 for each violation, each day of noncompliance constituting a separate violation. In determining the total amount, the Commission is instructed to consider "the degree of culpability, and history of prior such conduct, ability to pay, effect on ability to continue to do business, and 1 such other matters as justice may require.