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"This volume describes how the traditional safeguards of the rights of shareholders, namely the law, the SEC, boards of directors, independent directors, auditors, analysts, underwriters and the press, are inefficient in many cases toward minority shareholders.".
Cover -- Title -- Copyright -- Contents -- List of Illustrations -- Notes on Contributors -- Acknowledgements -- 1 The city and its regulations: Unexpected margins -- Part I Space and state regulation: The urban interstices -- 2 Markets and marginality in Beirut -- 3 The tremendous making and unmaking of the peripheries in current Istanbul -- 4 Resilient forms of urbanity on the margins? Al-Kherba: A vivid market in a damaged section of the medina of Tunis -- 5 Whose margins? Marginality, poverty and the moral geography of pre-Soviet Bukhara -- 6 On the margins of the city: Izmir Prison in the late Ottoman Empire -- Part II Diversity and moral policing: Making claims through marginalisation -- 7 'Texas': An off-centre district at the heart of nightlife in Odienné -- 8 The Manyema in colonial Dar es Salaam (Tanzania) between urban margins and regional connections -- 9 On the margins: Suburban space and religious deviancy in Jakarta and Kuala Lumpur -- 10 Ethnic differentiation and conflict dynamics: Uzbeks' marginalisation and non-marginalisation in southern Kyrgyzstan -- Index
How do you teach tolerance, self-awareness, and responsibility? How can you help children deal with fear, mistrust, or aggression? Play a game with them! Games are an ideal way to help children develop social and emotional skills; they are exciting, relaxing, and fun. 101 LIFE SKILLS GAMES FOR CHILDREN: LEARNING, GROWING, GETTING ALONG (Ages 6-12) is a resource that can help children understand and deal with problems that arise in daily interactions with other children and adults. These games help children develop social and emotional skills and enhance self-awareness. The games address the following issues: dependence, aggression, fear, resentment, disability, accusations, boasting, honesty, flexibility, patience, secrets, conscience, inhibitions, stereotypes, noise, lying, performance, closeness, weaknesses, self confidence, fun, reassurance, love, respect, integrating a new classmate, group conflict. Organized in three main chapters: (I-Games, You-Games and We-Games), the book is well structured and easily accessible. It specifies an objective for every game, gives step-by-step instructions, and offers questions for reflection. It provides possible variations for each game, examples, tips, and ideas for role plays. Each game contains references to appropriate follow-up games and is illustrated with charming drawings.
“The truth can wait, for it lives a long life” (Arthur Schopenhauer, German philosopher, 1788-1860) The philosopher Schopenhauer believed in the eventual triumph of truth, despite the disappointments engendered by his indifferent contemporaries. Two centuries later, we live in a time of accelerated changes, and we do not have the long life to wait for the truth. Activist business ethics, business ethics with a more activist militant approach, is needed in order to remedy the wrongdoing committed to the stakeholders and minority shareholders. This will be achieved by cooperation between ethical businessmen and businesswomen, activist academics and associations of stakeholders and minority shareholders. We should treat others as we would want them to treat us, not through interest, but by conviction. Yet this principle is not the guideline of many companies in the modern business world, although most of religions and philosophers have preconized it in the last 3,000 years. How could we convince or compel modern business to apply this principle and is it essential to the success of economy? In order to answer these questions this book examines the evolution of activist business ethics in business, democracies, Christianity, Judaism, Islam, Buddhism and other religions, as well as in philosophy, psychology and psychoanalysis. The book examines international aspects, the personification of stakeholders, the predominance of values and ethics for CEOs and the inefficient safeguards of the stakeholders’ interests.