Childhood friend Essay Example | Topics and Well Written Essays - 500 words

Childhood friend - Essay Example I however develop closer ties with some of my friends, especially if I share in their social issues, and Saad is one of the people with whom I have been very close. We behaved like brothers and that is what some of our peer perceived us to be. Saad’s social condition is what attracted me to his life and made us so close. I do empathize with people and having noted a level of distress in his life drew me close to him until he told me his story, a sad story that induced my unrestricted psychological support to him. I have always loved my parents so much and can imagine what it feels like to lack one or both parents. Realizing that he was an orphan made him so special to me and I purposed to help him feel loved in order to be stable and build on his life. His parents had died when he was three years old and he was living with his uncle. Consequently, we became very close and spent a lot of time together. We shared so much about his life and I would encourage him to work hard and ensure that his children get the parental attention and love that fate had denied him. We lost touch with Saad during my second year in of high school. This occurred because his uncle got a transfer to a different city. He had no other relative to stay with, in the locality, and was therefore forced to move with the uncle. The distance barrier then played a significant role in our separation because we did not have time to meet as often as we used to. Travelling to his city or my city was also a challenge because of involved cost and time and our positions as students. There were other communication means but we did not utilize them to keep in touch. Even though Saad came back after two years, there is a lot of difference between us and the lost touch has persisted. He changed a lot and he is so much into drugs while I am not. I sometimes see him in the streets but the difference between our social lives is a significant barrier to the close relationship that we had. This is

Regulation and Management in the Global Economy Case Study

Regulation and Management in the Global Economy - Case Study Example 10 defines company provisions for leadership structure of the board of directors whereas sub-section A.2 has clearly explained division of responsibilities between head of the board and the executive officer. The code states that the office of chairman and chief executive officer should not be held by the same individual and this detachment of roles must be set out in writing. In contrast to the principles of UK corporate governance code, 2010; Imola plc is practically in violation of these principles. The role of the chairman has only been restrained at leading the board for effectiveness in setting agenda for board meetings and in constructing relations between executive and non-executive directors. Despite the fact that code constrains chief executive officer to be the chairman of the board but in exceptional cases major shareholders must be consulted in this endeavor which in case of Imola plc can only be justified as an exception only if the major shareholders have also been con sulted in advance to the appointment. Provided the company performance and restructuring, the decision for appointing same person as chairman and chief executive officers seems clear violation of duality clause of the corporate governance code. Section 2 of the corporate governance code, 2010 stipulates some principle regarding the effectiveness of the board, of which composition of the board has been defined in sub-section B.1 of the code, 2010. Sub-section B.1 states that the board of directors must be composed of individuals from diverse areas of expertise so that balance of skills and experience could be maintained efficiently and should be based upon sufficient member size for better management, monitoring and evaluation. Imola plc has successfully implemented this principle by maintaining sufficient size board and directors from diversified backgrounds (Clarke & Branson, 2012). What Imola plc has failed to implement is the balance between executive and non-executive board