Regan Keller fell in love with a wealthy and powerful man once. He was her boss. When that turbulent relationship ended, she swore she’d never again date someone she worked with. That was before she literally fell into her new boss’s lap. Zachary Benson is the head of a successful empire and used to getting what he wants in the boardroom and outside of it – and what he wants is Regan Keller. He’s determined to convince Regan that even though he’s her boss, they can share a life together. However, when Regan’s past threatens to destroy the architectural firm Zach has invested his entire career in, he has to make an executive decision whether to choose his business or fight for the woman he loves.

This book provides a practice-driven, yet rigorous approach to executive management decision-making that performs well even under unpredictable conditions. It explains how executives can employ prescribed engineering design methods to arrive at robust outcomes even when faced with uncontrollable uncertainty. The book presents the paradigm and its main principles in Part I; in Part II it illustrates how to frame a decision situation and how to design the decision so that it will produce its intended behavior. In turn, Part III discusses in detail in situ case studies on executive management decisions. Lastly, Part IV summarizes the book and formulates the key lessons learned.

In this book, leading experts from across the common law world assess the impact of four seminal House of Lords judgments decided in the 1960s: Ridge v Baldwin, Padfeld v Minister of Agriculture, Conway v Rimmer, and Anisminic v Foreign Compensation Commission. The 'Quartet' is generally acknowledged to have marked a turning point in the development of court-centred administrative law, and can be understood as a 'formative moment' in the emergence of modern judicial review. These cases are examined not only in terms of the points each case decided, and their contribution to administrative law doctrine, but also in terms of the underlying conception of the tasks of administrative law implicit in the Quartet. By doing so, the book sheds new light on both the complex processes through which the modern system of judicial review emerged and the constitutional choices that are implicit in its jurisprudence. It further reflects upon the implications of these historical processes for how the achievements, failings and limitations of the common law in reviewing actions of the executive can be evaluated.

Overworked CEO Ellison Thorne has no time for sex, let alone romance. The only answer, at least where his retiring business partner Beverly is concerned, is a no-strings sex clause in her replacement's contract, designed to make Ellis' busy life easier - and hotter. But she's joking, right? When Dee Henning takes over Beverly's job, sparks fly between her and Ellis, but work takes priority in driven Dee's life too. Can one night of passion in a Paris hotel room prove Beverly's Sex Clause is their secret to success in the boardroom and the bedroom, and what will happen if that private clause becomes public knowledge?

The measure of the executive, Peter Drucker reminds us, is the ability to 'get the right things done'. Usually this involves doing what other people have overlooked, as well as avoiding what is unproductive. He identifies five talents as essential to effectiveness, and these can be learned; in fact, they must be learned just as scales must be mastered by every piano student regardless of his natural gifts. Intelligence, imagination and knowledge may all be wasted in an executive job without the acquired habits of mind that convert these into results. One of the talents is the management of time. Another is choosing what to contribute to the particular organization. A third is knowing where and how to apply your strength to best effect. Fourth is setting up the right priorities. And all of them must be knitted together by effective decision-making. How these can be developed forms the main body of the book. The author ranges widely through the annals of business and government to demonstrate the distinctive skill of the executive. He turns familiar experience upside down to see it in new perspective. The book is full of surprises, with its fresh insights into old and seemingly trite situations.

This is the fourth edition of what is the leading practitioner's text on freedom of information law. Providing in-depth legal analysis and practical guidance, it offers complete, authoritative coverage for anyone either making, handling or adjudicating upon requests for official information. The three years since the previous edition have seen numerous important decisions from the courts and tribunals in the area. These and earlier authorities supply the basis for clear statements of principle, which the work supports by reference to all relevant cases. The book is logically organised so that the practitioner can quickly locate the relevant text. It commences with an historical analysis that sets out the object of the legislation and its relationship with other aspects of public law. Full references to Hansard and other Parliamentary materials are provided. This is followed by a summary of the regime in five other jurisdictions, providing comparative jurisprudence which can assist in resolving undecided points. The potential of the Human Rights Act 1998 to support rights of access is dealt with in some detail, with reference to all ECHR cases. Next follows a series of chapters dealing with rights of access under other legislative regimes, covering information held by EU bodies, requests under the Data Protection Act and the Environmental Information Regulations, public records, as well as type-specific rights of access. These introduce the practitioner to useful rights of access that might otherwise be overlooked. They are arranged thematically to ensure ready identification of potentially relevant ones. The book then considers practical aspects of information requests: the persons who may make them; the bodies to whom they may be made; the time allowed for responding; the modes of response; fees and vexatious requests; the duty to advise and assist; the codes of practice; government guidance and its status; transferring of requests; third party consultation. The next 13 chapters, comprising over half the book, are devoted to exemptions. These start with two important chapters dealing with general exemption principles, including the notions of 'prejudice' and the 'public interest'. The arrangement of these chapters reflects the arrangement of the FOI Act, but the text is careful to include analogous references to the Environmental Information Regulations and the Data Protection Act 1998. With each chapter, the exemption is carefully analysed, starting with its Parliamentary history (giving full references to Hansard and other Parliamentary material) and the treatment given in the comparative jurisdictions. The analysis then turns to consider all court judgments and tribunal decisions dealing with the exemption. The principles are stated in the text, with footnotes giving all available references. Whether to prepare a case or to prepare a response to a request, these chapters allow the practitioner to get on top of the exemption rapidly and authoritatively. The book concludes with three chapters setting out the role of the Information Commissioner and the Tribunal, appeals and enforcement. The chapter on appeals allows the practitioner to be familiar with the processes followed in the tribunal, picking up on the jurisprudence as it has emerged in the last eight or so years. Appendices include: precedent requests for information; a step-by-step guide to responding to a request; comparative tables; and a table of the FOI Act's Parliamentary history. Finally, the book includes an annotated copy of the FOIA Act, the Data Protection Act 1998, the Environmental Information Regulations 2004, all subordinate legislation made under them, EU legislation, Tribunal rules and practice directions, and the Codes of Practice.ContributorsProf John Angel, former President of the Information TribunalRichard Clayton QC, 4-5 Gray's Inn SquareJoanne Clement, 11 KBWGerry Facena, Monkton ChambersEleanor Gray QC

This work examines the experiences of African Americans under the law and how African American culture has fostered a rich tradition of legal criticism. Moving between novels, music, and visual culture, the essays present race as a significant factor within legal discourse. Essays examine rights and sovereignty, violence and the law, and cultural ownership through the lens of African American culture. The volume argues that law must understand the effects of particular decisions and doctrines on African American life and culture and explores the ways in which African American cultural production has been largely centered on a critique of law.

In today's rapidly changing educational and business climate, organizational transformation has become a key area of development for many different and varied environments, both commercial and academic. This book addresses issues related to developing Decision Support Systems (DSS) which are sensitive and adaptable to different contexts and evolving technical and work environments. In addition to addressing the various cultural/social, organizational/individual, task/technology contexts of DSS, the book also anchors these discussions in a practical context, drawing on case studies to illustrate the theoretical dimensions stressed. This book includes the following issues: Frameworks for understanding the contexts and environments of decision support; Cases and issues in decision support and organizational transformation in context; An inter-disciplinary analysis of DSS, covering a wide variety of situations; and Real-world applications of DSS . It contains selected papers presented and discussed at the International Conference on Context-Sensitive Decision Support Systems, which was sponsored by the International Federation for Information Processing (IFIP) and held in Bled, Slovenia in July 1998. The book will prove invaluable to anyone working in information and decision support systems development, management, implementation and evaluation, as well as to researchers/practitioners in organizational analysis and development, management and business administration, sociology and psychology of organizations, human relations and human factors management.