A Study of Change Management in Coca Cola

A Study of Change Management in Coca Cola Introduction According to a Greek philosopher Heraclitus there is nothing permanent than change. He believed that change is the core of universe. This quote describes the importance of managing change in human as well as organizational life. A structured approach to transfer organization, its people and processes from current state to a desired future state is called change management. This process gives employees the ability to accept changes in the existing environment of the business. Change can be of different type for example, change in technology, operations or strategies etc. company needs to implement individual strategies to cope with each type of change. Organizations need to change and adopt dynamic survival strategies to stay alive in uncertain political, social and economic environment (Hiatt and Creasy, 2003). All environmental factors present in the nature experience change on continuous basis. Human nature resists change, so managing that resistance requires well planned change management strategies. This report is aimed at describing the importance of change management for organization its motives and objectives, change management processes, how company can involve all the stakeholders for successful implantation of change management and the strategies that an organization can adopt to implement the successful change. Reasons for adopting change Organizations need change for the following reasons: To respond to the rapidly changing environment To improve the overall performance of the company To rapidly respond to the customers demands To improve the effectiveness and efficiency To increase the employee performance To create the best practices inside the organization and setting standards for the industry To improve profitability and return on overall investment Change management is needed for organizational survival. So the company should adopt to change management techniques in order to maintain its worth in the industry. Importance of change management In a study 327 project managers had responded to the question that if you had a chance to do it again, what would you do differently? Most of them responded that we will implement an effective change management program planned way before starting the project. This study highlights the importance of change management in an organizational perspective. Change management moderates the risks that can cause failure (Jeff and Creasey, 2003). The change management process Change management is being studied by the philosophers, researchers and business experts for many years. A number of change management theories, approaches and philosophies are developed by psychologists and management professionals to implement successful change in the organization (Paton and MacCalman, 2008). There are three phases of change management i.e. preparing for change, managing change and reinforcing change. Preparation for change phase includes assessment of change capabilities and capacity and developing a strategy that fit to those capabilities. Second phase i.e. managing change phase includes processes like planning and implementation of strategies made in the first phase. Last phase which is the reinforcement of change includes the processes like collection and analyzing of feedback data, finding out gaps and coping with determined degree of resistance from inside and outside the organization and taking corrective actions to successfully conclude the change managemen t process (change management learning center, 1996-2011). Change managementA case of Coca Cola Corporation Coca Cola is a retailer, marketer and manufacturer of non-alcoholic drinks and is known worldwide for it coca cola beverage. In addition to its coca cola brand, Coca Cola Company offers 500 beverages and non beverages brands in about two hundred countries. The company was founded by Asa Candler in year 1892. Its headquarter is located in Atlanta, Georgia of United States of America. The company had total net income of approximately 11.8 billion US dollars in year 2010 with total number of employees 139,600 worldwide. Companys brand i.e. Coca Cola stands number one in the list of most well known brands of the world (Coca Cola company, 2006-2011). Coca Cola is a type of company that requires making changes in its products and business strategies according to the consumer expectations and external environment. Here in this study we would quote different examples from coca cola corporations history and will examine that what were the triggering events for opting the change and what strategies the company developed and implemented in order to successfully going through the transitioning process. Coca Cola Corporation is among one of the oldest corporations of the world. It has gone through many internal and external changes since it has been in existence. The company has used techniques of change management in order to survive from the consequences of those events. The company has faced a lot of external changes, for example in world war II, the company was able to manage its existing position at that time and also entered in many new markets and discovered new niches. The company established 64 plants across the world to supply drinks to the troops (Coca Cola company, 2006-2011). The company also provided free drinks to soldiers which were the part of its strategy to become a patriotic symbol for the people of the country. Also it boosted the sales, so the company achieved two objectives by carefully planning to respond to that external environmental change. The plants developed by the company in war era helped its expansion after the war. Barton et al (2002) reported that Coca Cola Corporation adopted acquisition strategy in time of Asian financial crisis. The company acquired bottling, coffee and tea shop businesses in Korea and Malaysia. Beverage is a type of industry where tastes and preferences of the consumers change on continuous basis. Coca Cola Company also responded to such consumer changing behaviors in effective way by developing new products like Diet Coke and Coca Cola Zero. The company also committed a marketing blender when a rival company launched a black beverage with comparatively sweet and smooth taste. The product was named as new Coke. But the sales gradually went down and company faced severe consumer critics and protests. The company managed this situation very commendably by restoring the old formula and naming the bottle as diet coke (Kotler and Armstrong, 2010). As people are becoming more health conscious and willing to invest on health based products, coca cola is developing juices and vari ous energy drinks as well. This shows the companys strategy to responding varying consumer tastes and expectations and changing itself according to it. The coco cola company used theory of organization change presented by Kotler (1996) which elaborated the procedure to manage change on the people dimension of the organization. The well known CEO of coca cola Corporation Mr. Gouizetta who remained CEO of the company for seventeen years determined and solved the problem in manufacturing of drinks. He was the key man in revising coca colas operations and tailoring strategies that helped the company standing high among its competitors. He achieved objectives of the firm by planning and leading the tasks by himself and provided an inspirational leadership to the employees. He was the one who appointed talented human resource like Ivester who took great part in covering the weaknesses and exploiting the opportunities for the company (The Coca-Cola company case. n.d.). In addition to making operational and strategic changes, the company also changed its advertising strategy by targeting various groups of consumers like American consumers. African consumers, Middle and far eastern consumers and European consumers. The company altered the packaging of its coca cola brand and developed more product lines and broadened them globally (The Coca-Cola company case. n.d.). The present condition of coca cola company worldwide is very good. The company is selling its beverages throughout the world successfully. But in some countries, coca cola stores are not as according to the companys main marketing, inventory and efficiency theme. The company is planning to align its performance standards according to its own corporate culture and strategies with the help of a comprehensive change management plan. These changes will be implemented within the business operations and management of the company. CHANGE MANAGEMENT AT COCA COLA Employee engagement The recent change management at coca cola is directed towards the intrinsic values and motivations of the employees and can be referred to as employee engagement. The change management process, together with internal branding programs is expected to bring about ideal behaviors in employees, which would align the operations of coca cola worldwide, and bring about efficiency throughout coca cola across all its business segments. Coca cola hopes to bring about a thoroughly integrated system of communications, and focus on creating brand relationships with their employees. This would enhance the operations of Coca cola, as an integrated approach would mean all employees believe in engaging fully in the values, and this would become an inherent part of the employees at a personal level. Coca-cola is actively seeking to incorporate the change into its company if the recent conference on internal branding and and employee engagement held in February,2011 by Robin Gee, Head of Employee Engagement for Coca-Cola Refreshments (CCR) is any indication. Robin Gee is responsible for building capability in engagement, maintaining engagement momentum and ensuring that engagement is integrated into CCRs people practices (Samdahl,2011). For this purpose, employee engagement surveys are conducted twice every year for all the coca cola associates, which serve to highlight the areas where action is required, and further actions and implementations can henceforth be executed. Coca-cola believes that their business results hinge on the dedication of their employees to operational excellence. The company truly recognizes the importance of the people to the business, and knows that to continue to bring about tremendous results it is bringing in, employees throughout the world should believe in the values intrinsically, and therefore the employee engagement is being focused on all the countries the company serves to align thoroughly integrate and align the company so that operational efficiency can be achieved. Importance of change to coca cola Employee engagement is very significant to all segments of operations at coca-cola and has translated into performance in areas where employee engagement is higher. For coca-cola, an engaged workforce means: A more committed workforce Employee performance aligned with organizational objectives Employees have a clear idea of what is expected of them and what are the deliverables Customer experience focus an inherent part of employees values, who strives to provide a better experience to the customers. Customer focus was identified as a central tenant of the multi-year engagement strategy to be implemented in 2011( Gee,2011) When employees are aligned with company goals, they themselves adopt a proactive approach towards issues such as waste elimination Employees awareness gives them a voice which helps to influence legislations at local levels An integrated system of communication is very helpful in the volatile and dynamic markets of today, where conditions change very often and the company has to be responsive at all times Therefore, for all the business segment of coca-cola wherever they are located across the world, the change towards employee engagement is justified if they have to reap the fruits gained by an effective system of integration. Ensuring the Involvement of Required Stakeholders Coca Cola Company can use two change management tools to make sure that all people who are required to be the part of change management process. These tools are Force Field analysis and AKADAR model. Force field analysis is a technique developed by Kurt Lewin to scrutinize the forces that are causing an opposition to change process (Bass, 2009). By doing Force Field Analysis, Coca Cola Company will be able to inductpeople who are in need of appropriate training. Anothr useful tool is AKADAR model which stands for Awareness, Desire, Knowledge, Ability and Reinforcement. Through AKDAR model, firm creates awareness about the need of change, generate desire in the people to help in transitioning process, give knowledge to the people that how they can help the change process, develop an ability in the people to go through the change and provide them with continuous reinforcement to withstand the change (CMLR, 2011). Ensuring that change is successful Some considerations that will facilitate the change management process include: productive and consequential dialogues and talks with employee representatives Online and paper surveys from all the stakeholders involved in the change throughout the world, and with associates to gain an insight on their perceptions Effective communication at this stage for informing the stakeholders the reasons for change and the benefits it would bring Overcoming the inertia by taking all stakeholders in confidence. The surveys can serve as a pre requisite to gain an insight on the stakeholder perspective Details of the action planning process communicated to all those who would initiate the change Recommendations for Coca Cola Company In the volatile dynamics with which companies operate today, change in inevitable. Therefore, the focus should not be on avoiding change, rather bringing about a smooth transition towards the new change by communication about the change, and ensuring all parties of the change that it is for the best of all those involved. To successfully implement organizational change of any nature, a specific regards to organizational structure, design, culture, management and leadership is required to see whether the change would make a best fit with the organizational goals and objectives. First of all the company should ascertain the core problems exist in the company for the change management. The company may develop a change management program for responding to financially uncertain environment of the world. It can also develop change management programs for better operations and logistics. The company can introduce new procedures and technological systems to carry out operations. Programs can be introduced in forms changing companys mission and corporate culture enhancements. For all that, the most essential thing is to train upper management to provide them with specific skills necessary to effectively going through the transitioning process. Following is the brief expression of plans that the company can adopt. Systems thinking Systems thinking can be used to guide the successful change in the organization. The model is based on an integrative and interactive open system which consists of the variables, attributes, internal relations and environment. The system is based on characteristics like wholeness, interdependence, chain of influence, need for balance and adaptability etc in an open system where communication is seen as an integrated process that facilitates change within the organization. Several system characteristics are: wholeness and interdependence (the whole is more than the sum of all parts), correlations, perceiving causes, chain of influence, hierarchy, suprasystems and subsystems, self-regulation and control, goal-oriented, interchange with the environment, inputs/outputs, the need for balance/homeostasis, change and adaptability (morphogenesis) and equifinality: there are various ways to achieve goals. Different types of networks are: line, commune, hierarchy and dictator networks. Communication in this perspective can be seen as an integrated process not as an isolated event. Establishing new structure It is a well known fact that Coca Cola Corporation was a entrepreneurial venture started by one person who bought the formula from another firm and laid foundations of that beverages manufacturing firm. Current structure of the coca cola company is simple with minimal labor and management division. New system that can be adopted by the company may be the machine bureaucracy which Henry Mintzberg (1992) defined as an organization with clearly defined hierarchy, well defined area of operations, standard operating procedures, proper rules and regulations, well division of labor, formal relationships among the member of organization, centralized decision making, technical competence and standardization of work. Reducing employee defiance Opposition of change is a common human behavior. Particularly, in the workplace people resist the change in organizational culture, structure and policies. But in order to successfully and effectively implement the change management program, it is important for Coca Cola Company that it should develop strategies to reduce employee defiance to change.Kotter and Schlesinger (1979) explained six strategies which can be useful for coca cola Company in employee defiance management. First strategy is to involve the employee in change process and make them participate as far as they can. Second strategy is to communicate the change management programs to the people effectively as educate them about the benefits the programs would bring. This will make them comfortable in adopting the change. Third strategy is negotiation and agreement. The company should create a consensus on important change issues and with the agreement of all important stakeholders; it should launch the change management program. The resistance level will be zero on change programs that are being launched with the mutual agreement of all relevant stakeholders. Fourth strategy is that to support the employees who are due to some disability or emotional or psychological issue or some other threat unable to adapt to the change. If the company develops and proper channel to feel such people taken care of, they would adjust gradually to the change management program. In case of failure of above mentioned four strategies, company can manipulate the employees by calling union leader other relevant ones as fifth strategy. Sixth strategy is to force the employees with articulate or non-articulate methods but this is not a very good approach. Conclusion To conclude, it may be said that communication can be a key element to successful change management. Communicate the changes to the employees, tell them why the change was inevitable and how they will benefit from the change. The management should itself adopt a positive attitude towards the change so that employees can follow their lead and welcome the change. Coca-cola as a company has a heritage of embracing change rather than resist it and it should translate into their future endeavors towards change management to ensure that the organization is best poised to market and environmental conditions.

Gender Roles in Society Essay -- Gender Studies

Gender Roles in Society Gender role is a commonly discussed subject in society. Gender role simply defined is a person's inner sense of how a male or female should feel and behave. Society and culture are also very important in relation to this subject. This means different societies and cultures may produce children and later, grown men and women, who have quite different views of a man or a woman's place in the world around them, often determined by their culture's gender stereotypes. These topics will be explained and compared to each other later on. How to implement a gender free childcare environment will also be discussed. Children begin to learn their gender roles at a very young age. Boys must learn what boys and men do, what they like, and even how they think and feel. Females do likewise as they learn the roles for girls and women. This is called gender stereotyping. When children seem already aware of differences between what men and women wear and do, then children are deeply involved in this search for these "rules," and later on can often apply gender-specific labels to toys, activities, types of work around the home, and even adult occupations. This how the children, since they were born, step-by-step came to learn their gender roles. We see gender roles and the results of gender stereotyping around us every day in the society. In our homes, there are often certain tasks that are usually carried out by a man - cutting the lawn, for example, or fixing a broken washing machine - and others, like the bulk of the cooking and the washing up - that often are almost always done by the woman. The stories we watch on TV and in the movies often follow exactly the divisions of sexual roles that so many cultur... ...cussing adults, I would show the children pictures of female doctors and male nurses and find other ways to show that almost all occupations are now open to both of the sexes. Children learn from their play about what the world is, or should be. They learn new skills and about new possibilities. I would not be disappointed if the boys still liked their toys more in the end and the girls sometimes preferred housekeeping to the monkey bars. The important thing is to provide openness and diversity of choices. There are biological sexual differences between men and women, of course, but gender roles are often imposed on children by the culture around them. As an ECE educator I believe that I need to promote un-biased play activities and teach children in an open and diverse environment so that each child can discover on their own who she is and what he wants to be.

Public Library †Architectural Essay

* Introduction * Definition A library (from French â€Å"librairie†; Latin â€Å"liber† = book) is an organized collection of information resources made accessible to a defined community for reference or borrowing. It provides physical or digital access to material, and may be a physical building or room, or a virtual space, or both. A library’s collection can include books, periodicals, newspapers, manuscripts, films,maps, prints, documents, microform, CDs, cassettes, videotapes, DVDs, Blu-ray Discs, e-books, audio books, databases, and other formats. Libraries range in size from a few shelves of books to several million items. * A public library â€Å"should encourage the following uses: browsing, seeking, studying, meeting, and borrowing. Major trends likely to influence library design in the foreseeable future include: a 30% increase in pensioners by 2025, and a significant diminution in those of working age; a significant increase in those with a higher education; more part- time work; more jobs in knowledge-based areas, and fewer in manufacturing. * History The concept of the ‘public library’ evolved from the Guildhall Library in 15th century London. In the 17th and 18th centuries, most libraries were created by gift or endowment, but by the beginning of the 19th century, these had generally been superseded by either institutional (e. g. those attached to mechanics’ institutes or literary and philosophical societies) or subscription libraries. The Public Libraries Act of 1850 was one of several social reforms of the mid- 19th century, and was generally intended to create ‘free libraries’, available to all classes of society throughout the country. The first two purpose- designed public libraries were Norwich and Warrington, in 1857. The Public Libraries Act of 1919 further extended library provision. Besides the lending library and the reading room, most libraries now had a reference department, and many had separate children’s departments. After 1918 there was a considerable increase in technical and commercial libraries (over 115 by 1924). By the 1930~~ most libraries had adopted open access (as opposed to books being available over a counter via the library staff), which required more sophisticated classification and cataloguing systems – the Dewey system was generally adopted. Increasing literacy and leisure time plus the ‘information explosion’ make it important to plan for maximum flexibility and for future expansion. New techniques are changing methods of control, indexing and retrieval. The growing availability of computerized information (particularly on compact discs and on-line electronic systems) means there is a change in emphasis from book storage to information exchange utilizing computer equipment. These require additional ventilation and secure power supplies, and suitable lighting levels for users. The wide availability of computers means that the problem of space, and particularly the location of a library in a single building, may no longer be critical. * Space Requirements * Public services – A central library may serve in the region of one million customers per year, with a peak daily count of approximately 5000 to 6000 people and a peak hourly count of up to 400. The following service areas may be provided * Branch library – May be included as a discrete section of a central library, probably near the entrance, and cater for more popular books and related material. There will be only a few thousand volumes, acting as a ‘taster’ invitation to what is available elsewhere in the library. The library may be divided into subject areas, perhaps with defined enquiry points. Study spaces, browsing areas, and publicly available computer terminals can also be provided in each subject area. The various areas may be open plan, but must be visually defined (possibly by variations in lighting, different finishes and planting). * Older teenage section – An area for this group is desirable (fiction and non-fiction) and should be  located between the children’s library and main lending library (literature and humanities sections). * Children’s library – Occupying approximately 300 m2, with roughly 12000 volumes for ages up to 14 and their careers, this area should have its own identity, and demonstrate to all children that visiting the library is a safe and enjoyable experience. There must be good visibility to maximize child security and safety; it should also be difficult for children to wander out of this area. * There should be a sequence of information books for all ages and sections for: * pre-school (there should be ‘kinderboxes’, shelves with picture books, novelty cushions, child chairs) * early school years (easy-reader books, with appropriate shelves and browser units) * primary school years (stories, with appropriate shelves and browser units) m young teenage (novels, with appropriate shelves and browser units). Spoken-word cassettes and other media should also be available. In addition, provide ten study places, eight browsing seats and an enquiry desk for two staff. * Children‘s activities room – A room for up to 35 children may be required for a variety of activities (63m2). * Exhibition area – Easily accessible from the main entrance, but with a distinct identity and with suitable security, an area for exhibitions is desirable (40m2). * Lavatories – The requirement for customers is 38m2 and also 15m2 for the children’s library, which should include a nappy changing room. Depending on the overall plan, one or two sets of staff lavatories will be required (each of 32m2). * Meeting rooms- Include one room for 100 people (200m2 in total), with divider to separate the room in a proportion of 60:40. Chair storage and simple catering facilities are also required. A small room for about six people is also required. Access may be required when other parts of the library are shut; good access from entrance(s) is therefore required. * Special collection library – This area may be required in larger or specialized libraries. An adjoining librarian’s office is necessary. * Refreshments/coffee bar – For 50 customers maximum, providing drinks, snacks and light meals (105m2). * Sales point – An area to promote sales is required (this may be no more than a display case): the strategic location is important, but it may be combined with another area (13m2). * Study desks – These should be suitable for use with personal computers (which may be the customer’s own machine, necessitating simple plug- in compatibility). The integration of PCs with study furniture is very important. Two power sockets are also required. * Art in architecture – Libraries are often considered excellent places in which to display local (or national) art, either in the form of permanent murals or sculpture, designed as an integral part of the building, or in facilities for temporary exhibitions. * Subject departments – Organization of a library into subject departments has always been a consideration. * Related Local Projects * Bohol Provincial Library and Information Center New Capitol Complex, Marapao Street, Tagbilaran City, Bohol * Alaminos City Library Alaminos City Hall, Alaminos City, Pangasinan * Butuan City Library J. Rosales Ave. , Butuan City. * Cavite Provincial Library Legislative Building, Prov’l Capitol, Trece Martires City * Leocadio Alonsagay Dioso Memorial Public Library (Municipal Library of Pandan, Antique) Pandan, Antique, Philippines * Marikina City Public Library V. Gomez St. cor. Shoe Ave. , San Roque, Marikina City * National Library of the Philippines T. M. Kalaw Ermita 1000, Philippines * Quezon City Public Library (Several Branches) * San Carlos City Public Library (Negros Occidental) 610 Elm Street, San Carlos, CA 94070 * Raul S. Roco Library (Naga City Public Library) City Hall Compound, J. Miranda Ave. , Naga City * Zamboanga del Norte Public Library. Santa Cruz, Dapitan City, Zamboanga del Norte, Philippines * Supporting Datum * A possible arrangement of a central library could typically be as follows (The Architects’ Handbook) * Business – At 184m2, this department contains 2100 volumes covering all aspects of business information (local, national and international). Customers will include: those hoping to set up their own business, those undertaking research to develop their existing business, and students. Some queries may come via fax or phone. Computerized information resources will probably be more prevalent here than in other departments. Includes 40 study places and an enquiry point for two staff. * Community – With 9000 volumes (300m2), this holds social sciences and all quick-reference works (e. g. directories, yearbooks, timetables, etc. ). Includes 30 study places and an enquiry desk for three staff. Customers will be coming for both quick fact-finding and for longer-term study: any potential conflict therefore needs to be resolved. * Humanities – Department for arts, recreational pursuits (e. g. gardening), religion, music (books and scores), sound recordings (music cassettes and compact discs), and videos for hire. With 495m2, 22 000 volumes, 9000 recordings (including videos), and 10500 sheet music. Includes 12 study spaces, four browsing seats and an enquiry desk for three staff. Note that there is a noise problem with customers browsing through music cases, which can be distracting in the study areas. * Literature and language – Department for adult fiction (9000 volumes), large-print fiction, spoken- word cassettes, multi-media, drama (9000 volumes), single copies and play sets (286m2), covering English and foreign languages. Includes 12 study spaces, four browsing seats and an enquiry desk for two staff. Local studies/history 3000 volumes on public shelves (230m2); 50 study places; enquiry desk for three staff. This area will be used by short-term browsers (e. g. tourists) and for long-term study (students and researchers). It will also be used by those wanting information about local statutory agencies, and those looking for a quiet study area. Environmental conditions for this area must be designed in accordance with BS 5454: 1989. * People and places – For information books on travel (guides and travel/adventure), biographies, and human geography. 15000 volumes (240m2); 15 study places; four browsing places; enquiry desk for two staff. * Science and technology – Area with 11000 volumes (200m2), covering computing and pure and applied sciences: 20 study places; no browsing seats; enquiry desk for two staff. Access and circulation areas generally As mentioned above, generally all public and staff areas should be accessible to people with disabilities, particularly those with sight or hearing impairments. * Other considerations are as follows (The Architects’ Handbook) * Customer services/reception – An informal and welcoming atmosphere is required, as this is the first major point of contact for new customers and where existing customers can resolve queries (e.g. about availability and overdue books); space is required for three staff (51m2). Estimated peak daily level of registration updates is approximately 200; estimated peak level of enquiries, approximately 600. The area should allow for satisfactory queuing arrangements. The general layout requirements are for: a professional, inviting and efficient reception area; clear layout and instructions for customers; maximum flexibility in staff resources; suitable supervision of customers; and suitable staff security. * Internal circulation – The flow of people and materials (particularly the two-way flow of trolleys) should be made as easy as possible. Note that circulation areas provide opportunities for vandalism and concealment of theft, and should therefore: be kept to a minimum; follow a logical route; allow visual control by staff (closed-circuit TV may be installed); allow segregation of staff and public areas; allow segregation to enable secure out- of-hours use to specified areas; and allow easy emergency evacuation. * Internal vertical circulation – This should be by lift and stairs, and possibly escalator. Lifts should: allow movement of staff, books and materials to all floor levels; be linked with the book sorting office; provide public access to main lending floors; provide suitable access for out-of-hours use. No more than four lifts should be provided. Security generally The key those wanting information about local statutory agencies, and those looking for a quiet study area. Environmental conditions for this area must be designed in accordance with BS 5454: 1989. * People and places – For information books on travel (guides and travel/adventure), biographies, and human geography. 15000 volumes (240m2); 15 study places; four browsing places; enquiry desk for two staff. * Science and technology – Area with 11000 volumes (200m2), covering computing and pure and applied sciences: 20 study places; no browsing seats; enquiry desk for two staff. Access and circulation areas generally As mentioned above, generally all public and staff areas should be accessible to people with disabilities, particularly those with sight or hearing impairments. * Other considerations are as follows (The Architects’ Handbook) * Customer services/reception – An informal and welcoming atmosphere is required, as this is the first major point of contact for new customers and where existing customers can resolve queries (e. g. about availability and overdue books); space is required for three staff (51m2). Estimated peak daily level of registration updates is approximately 200; estimated peak level of enquiries, approximately 600. The area should allow for satisfactory queuing arrangements. The general layout requirements are for: a professional, inviting and efficient reception area; clear layout and instructions for customers; maximum flexibility in staff resources; suitable supervision of customers; and suitable staff security. * Internal circulation – The flow of people and materials (particularly the two-way flow of trolleys) should be made as easy as possible. Note that circulation areas provide opportunities for vandalism and concealment of theft, and should therefore: be kept to a minimum; follow a logical route; allow visual control by staff (closed-circuit TV may be installed); allow segregation of staff and public areas; allow segregation to enable secure out- of-hours use to specified areas; and allow easy emergency evacuation. * Internal vertical circulation – This should be by lift and stairs, and possibly escalator. Lifts should: allow movement of staff, books and materials to all floor levels; be linked with the book sorting office; provide public access to main lending floors; provide suitable access for out-of-hours use. No more than four lifts should be provided. Security generally The key considerations concern the control of access between staff and public areas (both during and outside opening hours), and prevention of theft. These issues can be addressed by: strategic location of staff enquiry points, with line-of- sight control; CCTV cameras; electronic book sensors at exit points; and security personnel. * Trolleys – Allowance must be made for trolleys: for instance, by providing suitable protection to prevent damage to wall surfaces, adequate door widths, and suitable flooring (studded and ribbed flooring is not suitable). * Entry/access areas – One main entrance and two others are required, preferably separate: * Main entrance foyer/lobby: ( 190m2) should be clear and inviting, and be sufficiently spacious to cater both for visitors who have a specific destination and those who may wish to wander around. * Public out-of-hours entrance: must provide a short and secure access route from the street to the meeting rooms etc. It could be combined with the main entrance, but a lift solely for out-of- hours use is not acceptable. * Staff/service entrance: to be a safe and secure area, particularly for staff leaving after dark. Queuing space should be allowed for 40 people to wait (at 0. 5 m2/person, 20m2 is required). * In-counters (51m2) – There will be one central counter for the whole building, after which customers will either move to other departments, move to customer reception, or leave. Peak hourly levels of customers are approximately 250-300, with a peak hourly level of returns of approximately 1000 items. Space is required for three staff plus computer terminals for customers. The layout must allow for clear and direct flows. * Out-counters (38m2) – All items issued or renewed will be from the out-counter and there may be more than one, depending on overall layout. Note that some customers may wish to return to other areas of the library (e. g. the coffee bar) after visiting the out- counter. Peak levels are as for the in-counter. Space is required for two staff plus computer terminals for customers. The layout must allow for clear and direct flows: in particular, customers not wishing to borrow items must be able to avoid becoming involved with this area. * Library returns bin – This is required in the entrance area for returns during times when the library is closed. It must be a secure unit. * Self-issue terminals – The space required is 3 m2/terminal and at least three terminals are required at various points in the library. * Smartcards – The inclusion of a ‘smartcard’ system is increasingly likely, to allow customers to pay for services (e. g. photocopying, overdue charges, borrowing videos, etc. ). The machines will be located throughout the library. * Admin and staff accommodation – In addition to a general admin office space of roughly 53 m2, provision will also include the following. * Enquiry desks – These should ideally be located so that they can service more than one department at quiet times or during staff shortages. * Librarian’s office (20m2) – The base for the manager in charge of the whole building, the room must be close to the administrative support and interview rooms. Apart from everyday managerial tasks, the room will be used for small discussions with up to two people and project work. * Library manager‘s office ( 13m2) – This includes one office for two assistants, shared desk, and also room for small meetings of one to three people. Privacy is necessary, although easy access/overview is required for counters and customer services. The office should be located near the branch library. * Delivery area (16m2) – There will be a daily ‘in’ delivery of boxes containing: books from this library, but returned to other libraries; books requested from other libraries; and new books. The ‘out’ delivery will be of books sorted in the sorting office, and books requested by other libraries. This area will also act as a short-term reception and dispatch area for other equipment, furniture, exhibition equipment, etc. , and sufficient space should be allowed for this. * Interview room (14m2) – To be used by all staff for private meetings, appraisal interviews, meeting the public and recruitment interviews, the room must accommodate up to four people and ensure confidentiality is maintained. * Local studies reserve stack ( 150m2) – Most local studies stock will be reference only, in closed-access storage areas, obtained by staff on customer request: access systems therefore need to be quick and simple. (Book stacks must be designed in accordance with BS 5454: 1989. ) A local studies workroom (38m2) will usually be required adjacent to the local studies area. * Reserve stacks (155m2) – Certain sections of stock will be housed in closed-access rolling stack storage, including: seasonal overflow (fewer items are borrowed during the summer and over Christmas); reference stock; music sets; play sets. The weight of rolling stack storage is substantial and will need to be taken into account in structural calculations. * Secure area for exhibits – A secure storage area is  Ã¢â‚¬Ëœsmartcard’ system is increasingly likely, to allow customers to pay for services (e. g. photocopying, overdue charges, borrowing videos, etc. ). The machines will be located throughout the library. * Admin and staff accommodation – In addition to a general admin office space of roughly 53 m2, provision will also include the following. * Enquiry desks – These should ideally be located so that they can service more than one department at quiet times or during staff shortages. * Librarian’s office (20m2) – The base for the manager in charge of the whole building, the room must be close to the administrative support and interview rooms. Apart from everyday managerial tasks, the room will be used for small discussions with up to two people and project work. * Library manager‘s office ( 13m2) – This includes one office for two assistants, shared desk, and also room for small meetings of one to three people. Privacy is necessary, although easy access/overview is required for counters and customer services. The office should be located near the branch library. * Delivery area (16m2) – There will be a daily ‘in’ delivery of boxes containing: books from this library, but returned to other libraries; books requested from other libraries; and new books. The ‘out’ delivery will be of books sorted in the sorting office, and books requested by other libraries. This area will also act as a short-term reception and dispatch area for other equipment, furniture, exhibition equipment, etc. , and sufficient space should be allowed for this. * Interview room (14m2) – To be used by all staff for private meetings, appraisal interviews, meeting the public and recruitment interviews, the room must accommodate up to four people and ensure confidentiality is maintained. * Local studies reserve stack ( 150m2) – Most local studies stock will be reference only, in closed-access storage areas, obtained by staff on customer request: access systems therefore need to be quick and simple. (Book stacks must be designed in accordance with BS 5454: 1989. ) A local studies workroom (38m2) will usually be required adjacent to the local studies area. * Reserve stacks (155m2) – Certain sections of stock will be housed in closed-access rolling stack storage, including: seasonal overflow (fewer items are borrowed during the summer and over Christmas); reference stock; music sets; play sets. The weight of rolling stack storage is substantial and will need to be taken into account in structural calculations. * Secure area for exhibits – A secure storage area is required, with easy access to both the delivery area and the exhibition area. * Security control room (17m2) – This acts as the base for control attendants, and for the closed- circuit TV system. * Sorting office (63m2) – Required for sorting all returns. The main divisions are: for return (by trolley) to the various departments; for return to other libraries; for special requests (e.g. customer reservations); and for particular processes (e. g. book repair). Wall shelving for 1000 items is required for temporary storage during peak flows or staff shortages. This area also acts as a supervisory area for the counters and the customer reception, allowing the easy allocation of additional staff when necessary and for general troubleshooting duties. * Staff room (115m2) – With a total staff of approximately 50, the staff room should accommodate seating for 30 and also be suitable for relaxation, social gatherings and informal meetings. During special events, staff will work outside normal working hours so there should be an adjacent kitchen area suitable for making light meals and drinks; a dishwasher may be desirable. Staff lockers (25m2) are ideally located in a separate room and storage for wet clothing is also required. * Stock workroom (127m2) – For four to five staff, its functions are: processing books from the delivery area; repairing stock; binding requirements; stock exchanges; inter-library loans for music sets. Wall shelving is required for approximately 2000 books. * Subject staff workroom (152m2) – Required for processing complex enquiries and selecting new stock, these rooms are needed in humanities, literature and science libraries; for six librarians and support staff (maximum). Wall shelving will be required. * System room (38m2) – Needed to house computer equipment for library circulation and other information systems. * Training room (58m2) – Required for meetings and training sessions, facilities must be suitable for current technology and equipment. * Shelf storage Typical examples based on 900mm shelf module are: adult non-fiction37 vols/900mm run of shelving adult fiction 30 sheet music 60 junior fiction 44 junior non-fiction 74 All shelving units should be four shelves high except: local studies 6 shelves high music scores 3 (overall height to be as four-shelf unit) children’s non-fiction ditto * Other areas * sick room (10m2) * stationery store (25m2) * general stores (four; approximately 1000m2 in total) * cleaners’ room/store (29m2) * WCs; shower if possible. * Preferred space standards, from the Follett Report, are: * one space for 6 full-time-equivalent students. * 2. 39m2 per reader (subsequent research indicates that 2. 5-3. 0mZ may be required) * reader modules to be minimum of 900 x 600mm * information technology (IT) spaces to be 1200 x 800mm. * Building Services (The Architects’ Handbook) Heat reduction is a major problem, and is exacerbated by the use of computers. Air- conditioning is expensive and environmentally undesirable and should therefore only be used where essential, natural ventilation being the preferred option (traditional window ventilation, however, can be a security risk). Service zones are required above ceilings and below floors: ventilation systems, heating and electrical fittings, and information technology units, must be designed to allow flexibility of layout, and must allow for movement of shelving without causing disruption. Distribution cabling for networked computer systems and terrestrial/satellite aerials also needs to be allowed for. Noise in libraries is a problem, both from external sources and between different activity areas within the building. Acoustic considerations must therefore be carefully considered. * Maximum Floor Area Allowance per occupant (occupant load factor) from International Building Code Reading rooms 50 net Stack area 100 gross * The loading applies to stack room floors that support nonmobile, double- faced library book stacks, subject to the following limitations (International Building Code) * The nominal book stack unit height shall not exceed 90 inches * The nominal shelf depth shall not exceed 12 inches for each face * Parallel rows of double-faced book stacks shall be separated by aisles not less than 36 inches wide. References/s: * TIME-SAVER STANDARDS FOR BUILDING TYPES 2nd edition, International Edition Edited by JOSEPH De CHIARA and JOHN HANCOCK CALLENDER 1983 by McGraw-Hill Book Co-Singapore 2nd printing 1987 * The Architects’ Handbook Edited by Quentin Pickard RIBA 2002 Blackwell Science Ltd * 2012 International Building Code First Printing: May 2011 Second Printing: June 2011 * http://readphilippines. com/Forum/viewtopic. php? f=33&t=74 * http://paarl. wikispaces. com/Libraries#Public%20Libraries * http://en. wikipedia. org/wiki/Library * http://web. nlp. gov. ph/nlp/.

Judicial reforms - Free Essay Example

Sample details Pages: 7 Words: 1981 Downloads: 1 Date added: 2017/06/26 Category Law Essay Type Case study Level High school Did you like this example? à ¢Ã¢â€š ¬Ã…“Recent judicial reforms will ensure judicial independence from interference by the State, but greater transparency of judicial appointments may also decrease the publicà ¢Ã¢â€š ¬Ã¢â€ž ¢s reverence for judicial office.à ¢Ã¢â€š ¬Ã‚  1. Introduction The drive for constitutional reform is on the basis of the foundational concept of the separation of powers. Integral to this is that the judiciary should be free to uphold the rule of law and prevent elective dictatorship. Although well-intentioned, elements of the change appear haphazard and as we shall see have not fully resolved the problem of independence. A corollary of the drive has been a review of judicial appointments to ensure independence and open the process to public scrutiny. Although welcome, there are still inherent difficulties in making appointments purely autonomous and these problems may cause a decline in the reputation of judges. 2. The background to judicial reform In 2003 the Government created a Department for Constitutional Affairs to oversee the process of rapid reform that had already comprised devolution, the removal of hereditary peers from Parliament, and the Human Rights Act 1998. The Constitutional Reform Act 2005 was the legacy of the short-lived department that then became the Ministry of Justice in 2007. The Act aimed to institute the separation of powers and particularly ensure judicial independence and the rule of law. This was partly to meet the requirements of the European Convention on Human Rights Article 6, which specifies the right to a fair trial. But the legislation also aimed to meet public expectations and prevent governmental interference in potentially controversial cases. Over the past almost two decades judges have increasingly had to rule on politically contentious matters, resulting in unprecedented conflict between the executive and the judiciary. Decisions on charged policy areas such as immigration and securi ty may have political effects which governments past have occasionally attempted to influence. This has been exacerbated by the ability of the courts to review legislation in the light of the Human Rights Act 1998. A particularly public conflict over judicial review of criminal sentencing has been on-going since Michael Howards tenure as Home Secretary (1993-97). In a parliamentary debate of 17th February 1999, the Lord Chancellor referred to the essential counter-balance of his role and back to that period of unprecedented antagonism between the judiciary and the Government over the judicial review of ministerial decisions. The conflict continued when the judiciary would not permit the government to set minimum terms for life sentences in conflict with Article 6 of the European Convention on Human Rights which has it that sentencing must be by independent trial (1). (An Incredible irony given that Home Office lawyers drafted Article 6). Obiter it was stated: The protection of the judiciary from Executive interference is, in my view, a high order duty perhaps the highest order duty of any Lord Chancellor. The office is a buffer between the judiciary and the executive which protects judicial independence. In 2003 following the formation of the Department of Constitutional Affairs the Lord Chancellor was assigned to a new role distinct from the judiciary. On the judgement of A ORS v Secretary of State for the Home Department (2003) EWCA Civ 1502 on which the then Home Secretary David Blunkett declared: Frankly Im fed up with having to deal with a situation where Parliament debates the issues and the judges overturn them. In a letter to the London Evening Standard on 12th May 2003 Blunkett referred to his so-called war on the judges' and called for a long hard look at the constitutional relationship between parliament and the judges and be clear how its changed. The government subsequently passed the Criminal Justice Act 2003, which set tariffs for se ntencing, through Parliament under controversial circumstances. In a House debate of 21st May 2003, Lord Rodgers of Quarry Bank expressed regret that the Lord Chancellor could no longer mediate on the matter. The tariffs have since frequently been ignored by sentencing judges. 3. The reforms and their effect on the judiciary The judicial powers of the Lord Chancellor were relinquished along with the (largely ceremonial) role of Speaker of the House of Lords. The legal functions were conveyed to the Lord Chief Justice who becomes the President of the Supreme Court of England and Wales. The Law Lords were removed from their seats in Parliament to become Justices of the Supreme Court. A new Judicial Appointments Commission was established by the Constitutional Reform Act (s. 61) and came into being on 3rd April 2006. Its mission is to strengthen judicial independence and make appointments more transparent and accountable. The Commission selects candidates on the basis of merit and aims to encourage a diverse range of applicants. Recommendations are made to the Lord Chancellor who makes appointments and gives reasons for his selections. The Commission is sponsored by the Ministry of Justice. The effect of the new Lord Chancellor has been mixed. Undoubtedly there is greater separation of powers; perhaps even for the first time in the UK (2). However some have criticised the new system of checks and balances. The position of Lord Chancellor is taken by the Secretary of State for Justice. The new Ministry of Justice has assumed responsibility for prisons and probations leaving the Home Office the powers to deal with immigration, security and policing. The former Lord Chief Justice, Lord Woolf, has been a cautious voice against unconsidered reform (3). Recently he has criticised the conflict of interest inherent in the roles of Lord Chancellor and Secretary of State for Justice (4). With the Lord Chancellorà ¢Ã¢â€š ¬Ã¢â€ž ¢s power to make appointments and traditional influence as a figurehead among the judiciary, there is a potential for political manipulation of judges due to the Ministerà ¢Ã¢â€š ¬Ã¢â€ž ¢s responsibility for prisons also. 4. Judicial appointments The creation of the Judicial Appointments Commission has certainly made the process more open to the public than the previous à ¢Ã¢â€š ¬Ã…“old-boys networkà ¢Ã¢â€š ¬Ã‚ . In the words of the once Lord Chancellor, Lord Elwyn Jones (5): à ¢Ã¢â€š ¬Ã…“When a vacancy had to be filled, the heads of the Divisionsà ¢Ã¢â€š ¬Ã‚ ¦ were invited into my office to consider likely names. Usually we agreed as to the one most meriting appointment. Occasionally two names were equally supported. Then the choice was left to meà ¢Ã¢â€š ¬Ã‚ . There were disputes as to whether an independent body could make decisions as efficiently as the Lord Chancellor possibly could. Lord Woolf argued that one person is better because a committee could lead to a à ¢Ã¢â€š ¬Ã…“Bugginsà ƒ ¢Ã¢â€š ¬Ã¢â€ž ¢ turn nextà ¢Ã¢â€š ¬Ã‚  attitude. However these doubts have been placated by the presence of legal experts and lay persons in selecting candidates, while appointments are still made by the Lord Chancellor. One of the commitments of the Commission was to break the prevailing dominance of white, male, middle class, privately educated Oxbridge graduates. Merit is still the primary criteria of selection, but it is debated as to how diversity could possibly be achieved without discrimination and even inefficiency, which may also decrease public confidence in the judiciary. The question is one of how merit is to be measured (a stated objective of the Commission). The educational excellence and experience of the traditional judicial appointment is a measure of their merit. But it is arguable that that background is a result of traditional privileges and that à ¢Ã¢â€š ¬Ã‹Å"merità ¢Ã¢â€š ¬Ã¢â€ž ¢ could be expanded to include a broader range of backgrounds. This pro blem has been expressed as a dichotomy with a choice between à ¢Ã¢â€š ¬Ã‹Å"maximal merità ¢Ã¢â€š ¬Ã¢â€ž ¢ always choosing the best candidate and à ¢Ã¢â€š ¬Ã‹Å"minimal merità ¢Ã¢â€š ¬Ã¢â€ž ¢, whereby selection from a number of qualified candidates is based on policy grounds. The distinction masks the problem with bias: it is precisely what is à ¢Ã¢â€š ¬Ã‹Å"bestà ¢Ã¢â€š ¬Ã¢â€ž ¢ that is at stake. But it does make clear that the intrusion of political considerations compromises judicial independence. Paradoxically the à ¢Ã¢â€š ¬Ã‹Å"traditional appointmentà ¢Ã¢â€š ¬Ã¢â€ž ¢ without diversity considerations might seem elitist and removed from the public. For these reasons, transparency and public openness to the inherent difficulty and bias of the process might reduce the publicà ¢Ã¢â€š ¬Ã¢â€ž ¢s reverence for the office. A year after the establishment of the Commission, a review of its appointments highlights this problem. A Commons inquiry concluded that the system is à ƒ ¢Ã¢â€š ¬Ã…“improving but can do betterà ¢Ã¢â€š ¬Ã‚  (6). There is still a deficit of women and minorities with some complaints by female judges. The Lord Chief Justice (who is no longer involved in appointments) has claimed that plans for more women may be à ¢Ã¢â€š ¬Ã…“illegalà ¢Ã¢â€š ¬Ã‚  and compromise à ¢Ã¢â€š ¬Ã…“impartialityà ¢Ã¢â€š ¬Ã‚ . 5. Conclusion The changes wrought by the Constitutional Reform Act 2005 and thereafter have had mixed effects. There has never been strict separation of powers. Indeed, parliamentary sovereignty implies that the legislature is, or should be, the most powerful branch. Judicial independence must be interpreted in this light. Curzon has suggested that it is à ¢Ã¢â€š ¬Ã…“The practice in the UK whereby judges are freed from outside pressureà ¢Ã¢â€š ¬Ã‚ , which has previously been assured by the Consolidated Fund, the Act of Settlement and its successors (7). Recent changes to appointments have made the process more open, but not necessarily more independent. Appointments are still subject to policy pressures in the form of diversity or to accusations of continuing elitist favouritism. The process involves not only the Appointments Commission but also the Lord Chancellor, who is no longer a part of the judiciary but is a government minister. His role also conflicts with that of the Secretary of State for Justice which undermines the reform of the Lord Chancellorà ¢Ã¢â€š ¬Ã‹Å"s office and has the potential for State interference. Furthermore political scandals associated with the Attorney General have issued claims for reform of that office also (8). To borrow a phrase of the journalist Melanie Phillips; our system is one of à ¢Ã¢â€š ¬Ã‹Å"transparent inaccountabilityà ¢Ã¢â€š ¬Ã¢â€ž ¢, and it is this which may reduce reverence for the office of the judge. Footnotes (1) R v Secretary of State for the Home Department, ex parte Anderson [2002] UKHL 46. (2) See: Stevens R (1999) à ¢Ã¢â€š ¬Ã‹Å "A loss of innocence?: judicial independence and the separation of powersà ¢Ã¢â€š ¬Ã¢â€ž ¢, Oxford Journal of Legal Studies 19(3), pp. 365 402. He argues that the concepts are more those of political rhetoric than legal history. However: Rt Hon Lord Justice Brook à ¢Ã¢â€š ¬Ã‹Å"Judicial Independence Its History in England and Walesà ¢Ã¢â€š ¬Ã¢â€ž ¢, https://www.judcom.nsw.gov.au/fb/fbbrook.htm. (3) Lord Woolf, The Rule of Law and a Change in Constitution, Squire Centenary Lecture, Cambridge University, 3 March 2004. Interview with Lord Woolf, New Statesman 16 Feb 2004. Legal Reform creates a vacuum, says Lord Woolf, The Independent 10 July 2003. H. Woolf, Judicial Review the tensions between the executive and the judiciary (1998) 114 LQR 579. (4) Lord Woolf fears Home Office reforms, https://news.bbc.co.uk/2/hi/uk_politics/6586437.stm. (5) Quoted in Gillespie A. (2007) The English Legal System; Oxford University Press: Oxford. (6) Gibb F. à ¢Ã¢â€š ¬Ã‹Å"Judicial Appointments Commission: what does its first report card say?à ¢Ã¢â€š ¬Ã¢â€ž ¢, The Times, June 25th 2007. (7) (2002), quoted in Gillespie (2007). (8) Gibb F. à ¢Ã¢â€š ¬Ã‹Å"Attorney-Generalà ¢Ã¢â€š ¬Ã¢â€ž ¢s first task is to rewrite her job descriptionà ¢Ã¢â€š ¬Ã¢â€ž ¢, The Times, July 26th 2007. References Books: (1) Barnett H.(2006), Constitutional and Administrative Law, Routledge-Cavendish: Oxon. (2) Gillespie A. (2007) The English Legal System; Oxford University Press: Oxford. Articles: (3) Bogdarov F. à ¢Ã¢â€š ¬Ã‹Å"Our New Constitutionà ¢Ã¢â€š ¬Ã¢â€ž ¢, Lecture at Gresham College, May 29th 2007, www.gresham.ac.uk/eventapp?PageId=45EventId=547. (4) Gibb F. à ¢Ã¢â€š ¬Ã‹Å"Attorney-Generalà ¢Ã¢â€š ¬Ã¢â€ž ¢s first task is to rewrite her job descriptionà ¢Ã¢â€š ¬Ã¢â€ž ¢, The Times, July 26th 2007. (5) Gibb F. à ¢Ã¢â€š ¬Ã‹Å"Judicial Appointments Commission: what does its first report card say?à ¢Ã¢â€š ¬Ã¢â€ž ¢, The Times, June 25th 2007. (6 ) H. Woolf, Judicial Review the tensions between the executive and the judiciary (1998) 114 LQR 579. (7) Interview with Lord Woolf, New Statesman 16 Feb 2004. (8) Kettle M. à ¢Ã¢â€š ¬Ã‹Å"Parliament holds the key to this standoff with the judgesà ¢Ã¢â€š ¬Ã¢â€ž ¢, The Guardian, May 19th 2007. (9) Legal Reform creates a vacuum, says Lord Woolf, The Independent 10 July 2003. (10) Lord Woolf fears Home Office reforms, https://news.bbc.co.uk/1/hi/uk_politics/6586437.stm. (11) Marquand D. à ¢Ã¢â€š ¬Ã‹Å"Britainà ¢Ã¢â€š ¬Ã¢â€ž ¢s own C-wordà ¢Ã¢â€š ¬Ã¢â€ž ¢, New Statesman, June 28th 2007. (12) Rt Hon Lord Justice Brook à ¢Ã¢â€š ¬Ã‹Å"Judicial Independence Its History in England and Walesà ¢Ã¢â€š ¬Ã¢â€ž ¢, https://www.judcom.nsw.gov.au/fb/fbbrook.htm. (13) Stevens R (1999) à ¢Ã¢â€š ¬Ã‹Å"A loss of innocence?: judicial independence and the separation of powersà ¢Ã¢â€š ¬Ã¢â€ž ¢, Oxford Journal of Legal Studies 19(3), pp. 365 402. Statutes: (14) Constitutiona l Reform Act 2005. (15) Human Rights Act 1998. Cases: (16) A ORS v Secretary of State for the Home Department (2003) EWCA Civ 1502. Don’t waste time! Our writers will create an original "Judicial reforms" essay for you Create order