Leadership at Nestle

Leadership at Nestle Leadership: â€Å"Leadership is the art of getting someone else to do something you want done because he wants to do it.† (Dwight D. Eisenhower).One more definition of leadership is getting things done by others. Leadership is an important phenomenon in the dimension of managing people because leadership is directly concerned with the styles, tools and techniques for getting things done through the other people. (Bass, 1991) Leadership can be meant different for different people in different environments and perspectives. Leadership may be political, religious, community or organizational, (DePree, 1990) the common thing among all of them is that leaders are responsible to provide guideline to whom they are charged with the responsibility to lead. The concept of leadership is emerged from the organized efforts and mostly related to the presence of organized and disciplined action (Kellerman, 2004). So the leadership is all about the presence of some organization. Without an organization t here is no concept of leadership. One thing Organization is basically collection of individuals who are working together to achieve some common purpose or purposes. Interaction and socially construction is the base of today’s leadership. Leadership in organizations and appropriate leadership style for different types of organizations is a hot topic of discussion among researchers for a long time. As leader is responsible to use his management skills in a way that his followers achieve their destinations in an easy and smooth manner so the way a leader adopt for leading has really a great importance. (Bolden, 2005) Today almost everyone knows about nestle and uses the products made by nestle in daily life. Nestle is a Swiss based company, having the edge of being a multinational it’s the world’s largest and ranked as no. 1 food company of world with more than 447 factories located in 194 countries of world and having more than 333,000 employees around the globe (nestleusa, 2015). Having such a huge work force demands from the company that it should have some appropriate leadership values and structures to guide its managers in decision making and to deal with the problems related to diverse culture and increased diversity within organization. Rather than maintaining the formal authorities given by organization, it’s the responsibility of managers at Nestle to inspire the people and add value for company and add value for society at large. Such a motivation and commitment results in increasing the value for organization. Due to rapid change in external environment and severe competition which was unpredictable in past and requires the managers to develop some enhanced capabilities which can be described in following principles formulated by Nestle. Principles of Leadership at Nestle: Lead for winning: Credibility development through proper leadership style, achievement and coherent action. Based on the nature of situation and culture of a particular environment proper leadership styles are applied by managers in their different work units. Managers at Nestle think about a phenomena from different perspectives in a way which leads toward innovation. Employees are provided with the opportunity of taking risk and openness to new experiences which many times leads to the mistakes but they are tolerate able if the mistakes are becoming the source of learning and employees are commited to learn from them. Innovation needs experiments and not every experiment brings favourable results, but some can entirely change the way the work was done and managed. So all these experiments are possible when the management is ready to tolerate the results of failures, which is the case of Nestle (Nestle-family, 2015). Management of expectations and alignment of every action with the overall or corporate strategy of company is the key factor of success for company and the importance of both of them is recognized on every level by Nestle. Balanced lifestyle, good level of general and professional education, responsible behaviour are the key characteristics of managers at Nestle which when they lead by example shifts toward the employees on every level. All of such actions and demonstrations make it possible to lead for winning. Management for results: Maintaining exposure in the situations of intense pressure while in the same time maintaining the temperament and capacity of taking initiatives and risks is most of the times very difficult for managers. Effectively and efficiently managing between these both extremes is the difference between being just a manager and being a leader. Managers at Nestle are trained for managing them. Business units at local level, regional level, corporate and global level requires synergy. Which is the result of deep level of proactive cooperation among all of them. Leaders at Nestle are trained for creating synergy on all levels. Change is inevitable and but managing the consequences of change is the responsibility of a leader and the effective management results in managing the change in a way that produces favourable results for organization like Nestle. All the above leadership practices results in achieving business objectives in a way that the compliance is maintained with sustainable practices. Grow teams and Talent: Nestle ensures personal commitment of its employees toward their work and achieving their individual goals so that the overall goals of organization become able to meet which results in promoting the organizational success. Company develop the leaders of tomorrow by addressing them and allowing them to progress in the area which provides them the opportunity to expand their capabilities on individual and group levels. For developing the leaders of tomorrow company understands the extent to which the continuous learning and sharing of ideas in a free manner is important. Employees can never know about their exact performance and until they are provided with the honest and fair feedback from their managers which includes performance appraisal in a way that respect of employee will never be shaken on any step. Doing all these leadership practices, management at Nestle is always conscious abut maintain the exact balance of diversity and gender prevails in the organization. Competing and connecting externally: Continuously looking toward the ways to satisfy the consumers in most innovative way and attracting the new customers in a compelling way is also the part of leadership practices at Nestle. Nestle believes in an outside in perspective for customers and inside in for the employees of organization and seeks good business relations with all the stakeholders. Diversity: Diversity is an important debate in organizational circles for a long period of time. Some organizations try their best to increase diversity in their work settings while others pose their every action against it. So think that the diversity can enhance the productivity because of many different ideas from different thinking while other claim that due to diversity there are conflicts among employees which results in low productivity and wastage of time. Through empirical analysis Researchers declared that the diversity is beneficial for an organization if the differences among the employee are managed properly (Williams, 1998). Approaches for managing differences: There are two common approaches for managing differences in the work place. 1. Avoidance 2. Repression. Avoidance is the strategy mostly used by risk adverse management and Repression approach is used when management wants to discourage the disagreement. The factors which must be uppermost in selecting most appropriate approach for managing differences are avoidance or avoiding the difference, conflict, tolerance and appreciation. (Carole G. Parker, 2009) Conflict is the top level of the differences, it is sometimes also names as war. On the initial level the individuals become aware of the differences among them, such differences afterwards results in discomfort which afterwards results in annoyance, then irritation, then tension, then frustration, disagreement, anger, hostility step by step and finally results in conflict or war (Guillaume, 2014). Through the use of emotional intelligence one can select the most appropriate way or action to manage conflict. In case of avoidance there is an opportunity to learn more about the difference before taking an action. In tolerance the participants actively engaged in the situation of difference rather than remaining silent and just observing the phenomenon. In conflict there is direct judgement of others action and declaring them good or bad. Appreciation of differences results in a good level of personal development of individual and growth. (Triana, 2014) The individuals tend to speak with freedom and without any kind of fear. In selecting the most appropriate approach for managing differences the manager should consider the appropriate action or combination of factors among avoidance, conflict, appreciation and tolerance according to the nature of situation. Why is it necessary to maintain a well-balanced work environment? It is necessary to maintain a well-balanced work environment in the term of diversity because diversity offers the organizations to face its difficulties through new and innovative ways. There are lot of opportunities for organizations to avail from the differences among the employees. When two or more varied thinkers think on a phenomenon, they can consider it in a more creative way than they can think individually. So a well-balanced work environment results in creativity. (Choi, 2014) Innovation is a result of thinking in new ways. When many of the diverse employees work together to achieve some common objective. For everyone the phenomenon appears in a different angle and different perspectives and at last everyone proposes his own solution to the problem which results in innovation. When different employees work in a different style in the work environment their diverse experience results in learning for the other employees which are working in traditional manners. Beside the advantages of diversity many disadvantages are also associated with diversity such as communication barriers, thinking style differences, which many times results in non-productive conflict in organization (Australian Govt, 2014). It is necessary therefore that the work environment should be well balanced in term of diversity to get the advantages of it and for avoiding its disadvantages. Diversity at Nestle: Nestle is always an equal opportunity employer and always appreciates diversity in organization. The management is of the opinion that diverse employees are the reason behind such a tremendous success of organization. Nestle has the slogan that â€Å"Our differences make us stronger†. Company is of the opinion that the unique people with unique backgrounds bring their unique perspectives and experiences with them. In Nestle the voice of every individual from every background is not only heard but also appreciated. The goal of company is to attract the best workforce from diverse backgrounds and retain them. The company believes that these employees can create such products which are liked by the customers all over the world. Having the diverse workforce like Nestle has not only benefits the company but also the employees and the societies from which they belong to. Nestle has its own recruiting system which is called as â€Å"Symposium for Diverse Leaders of Tomorrow† through which the recruitment and selection of employees from different background is done. Furthermore Nestle also actively participates in different MBA recruiting programs including Consortium for Graduate Study in Management Orientation Program (CGSM OP). Through these selection programs the fresh graduates of universities are selected on merit basis without considering the backgrounds, races from whom they belong to. For encouraging the diversity in organization and let the employees share their knowledge experiences and best practices Nestle has promoted many ethnic groups such as â€Å"Nestlà © Black Employees Association (NBEA)†, Nestlà © Women’s Network (NWN) for promoting the exact gender balance in the organization. Further Nestlà © Hispanic Employees Association (NHEA) is also working for the promotion of interests of Hispanic employees in organization. The purpose of making all these associations and organizations is to gather the employees from diverse backgrounds on a platform where they can share their experiences about how to make the company a better place to work (NestleUSA, 2015). The company is of the opinion that the employees from diverse backgrounds are asset for the organization and these employees are in fact the source of competitive advantage for the company. References: Australian Govt. (2014). The benefits of workforce diversity. Retrieved 4 26, 2015, from http://www.apsc.gov.au/apsinduction/module-6/benefits Bass, B. M. (1991). From transactional to transformational leadership: Learning to share the vision. Organizational dynamics,, 18(3), 19-31. Bolden, R. (2005). What is leadership development: purpose and practice?. . University of Exeter, Centre for Leadership Studies. Carole G. Parker. (2009). THE EMOTIONAL CONNECTION OF DISTINGUISHING DIFFERENCES AND CONFLICT. In Understanding and Managing Diversity (5th ed., pp. 41-45). Pearson. Choi, S. . (2014). Organizational Fairness and Diversity Management in Public Organizations Does Fairness Matter in Managing Diversity?. . Review of Public Personnel Administration,, 307-331. DePree, M. (1990). What is leadership? Planning Review,, 18(4), 14-41. Guillaume, Y. R. (2014). Managing diversity in organizations: An integrative model and agenda for future research. European journal of work and organizational psychology,, 23(5), 783-802. Kellerman, B. (2004). Thinking about leadership. Warts and all. Harvard Business Review,, 82(1), 40-45. Nestle-family. (2015, 6 22). Nestle-family. Retrieved from Nestle family.com: http://www.nestle-family.com/assets/downloads/The-Nestle-Management-and-Leadership-Principles.pdf nestleusa. (2015, 6 20). Retrieved from nestleusa.com: http://www.nestleusa.com/about-us NestleUSA. (2015, 4 20). Diversity. Retrieved from .nestleusa.com: http://careers.nestleusa.com/diversity Triana, M. C. (2014, January 5). Organizational Diversity Efforts and Employee Discrimination Claims: Organizational Motives Matter. Academy of Management Proceedings, p. 10784. Williams, K. Y. (1998). Demography and diversity in organizations: A review of 40 years of research. Research in organizational behavior, , 77-140.

Straight-shooting Christianity :: Exploratory Essays Research Papers

Straight-shooting Christianity The March 11, 2003 edition of USA Today reports on a new approach to religious faith in certain churches: worship based in the values and mores of the American West. â€Å"Straight-shooting emphasis on Christianity spurs a growing trend,† reads the headline (Grossman D1). A church named, with no needed irony, â€Å"Cross Trails† is reported to baptize new believers â€Å"in an 8-foot circular, blue plastic horse trough† (Grossman D1). This is a trail to belief that is stripped-down, back-to-basics, a religious attitude that reflects the lives of the ranchers and farmers it appeals to. Cathy Lynn Grossman writes: This is cowboy church - straight-shooter, sinner-saved-by-grace theology throwing a rope out to the lost, the lonely and those who long for an unvarnished faith. No fancy duds. No politicized preaching. No denominational hair-splitting. It’s come as you are in spirit, spurs and Stetsons. It’s bucking bulls and plumbing Bibles in a dusty arena or dropping a hard-won dollar in a boot on the back table after a punchy sermon. (D1) The notion Grossman sculpts in her article is part Frederick Remington, part Sea of Galilee. Indeed, â€Å"[f]undamentally, it’s an attitude, whether you ride a bronc or a computer keyboardâ€Å" (Grossman 1D). The cowboy church movement seems to cut in on a growing herd of believers in America who seem to think that the values of the church as it should be are undermined by the very urbanity, the very sophistication that has come to characterize modern life and popular culture. They seek their solace in The West, in a picture - however mythological it may be - of a simpler way of life. This is a phenomenon, after all, that exists simultaneously with ranchers who hang cell phones where their six-shooter used to be, who use multi-tools to mend fences and all-terrain vehicles to run down stray livestock. It is an attitude more than anything else. But that attitude is not without some provenance. Grossman quotes pastor Perry Smith, the leader of Living for the Brand, a cowboy church next to the fairground arena in Athens, Texas: †The cowboy walk in life is parallel with the lifestyle of Jesus - doing right and living by your word† (D2). Likewise, cowboy churches themselves seem to be fulfilling the same roles that Jesus did to his followers. The cowboy church movement, for instance, packages its message especially for its audience, much in the same way Jesus used parables because â€Å"they seeing see not; and hearing they know not, neither do they understand† (Matt.

sting of prejudice Essay -- essays research papers

Sting of Prejudice   Ã‚  Ã‚  Ã‚  Ã‚  In the novel To Kill a Mockingbird by Harper Lee there are many characters whose lives and thoughts about one another are distorted by prejudice and stereotyping. Three of the many characters whose lives were affected by prejudice are Bob Ewell, Tom Robinson and Dolfus Raymond. Bob Ewell’s mind is distorted in his view of other races. Tom Robinson is a victim of prejudice and is treated unfairly because of the color of his skin. The third character Dolfus Raymond is not accepted by the community because he is married to a black woman. These are three very different men whom by choice or circumstance are forever affected by the hatred associated with prejudice and stereotyping.   Ã‚  Ã‚  Ã‚  Ã‚  Bob Ewell is a man who is consumed by hatred, he is very poor and thinks very little of the black people in the community. Bob believes â€Å"that all Negroes lie, that all Negroes are basically immoral beings† (17). Prejudice in Maycomb is both racial and socio-economic. â€Å"The Cunninghams don’t like the Ewells† (226) because they consider them lower class. The â€Å"Ewells hate and despise the colored folks.† (226) The trial has given Bob Ewell the opportunity to not only persecute a black man but to feel in a very public way that he is superior and more believable to the jury because of his race.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  &nb...

The Definition of Success Essay examples -- Expository Definition Essay

What is success? How does one succeed in life? A few moments' thought will convince us that the question is by no means an easy one to answer. We say this, that, or the other man is successful, but what do we mean by it? One man has houses and lands, has a large bank account, drives fast horses and has many apparent friends, such a man is accounted successful. Yet all of these things that minister to his pleasure have been acquired by unremitting labor, by hard, avaricious dealings with his fellow-men, by trampling upon the hearts and affections of thousands; in the face of these facts is the man a successful one? The question will be answered differently, according; to the views of life of the one answering it. Some think wealth is the only measure of success no matter how attained. Su...

Sound Essay -- Hearing Papers

Sound It may be commonplace to point out that acoustic reality and perceptual reality are different. In a live performance situation, for example, no matter how still the audience, the environment will be full of sounds extraneous to the music. If a tape recorder were positioned somewhere in the midst of such a situation, and if a segment of the resulting tape were submitted to digital sound analysis, the results would highlight the difference between what one heard during the performance (what is presumably captured on the tape), and what analysis confirms the tape actually contains. Sound analysis reveals the behavior of sound in the physical world. In this case, analysis would show that soundwaves from all the sound sources in the environment -- the various instruments of the performance, perhaps the stirring of the audience, or the sound of vehicles passing beyond the confines of the performance context -- the multitude of acoustic elements that make up each of these sounds do not rema in conveniently grouped by source. Rather, the components of all these sounds mix together, combining into a single, very complex waveform which is represented on the tape and revealed through analysis. This is because sound waves are additive, like waves in water, multiplying in quality rather than quantity. In the simplest possible terms, what digital analysis uncovers are the acoustic features of the sounds captured by the tape recorder; what are actually heard are the perceptual features of the same sounds. The acoustic and perceptual characteristics of sound are not the same, nor in many cases is there a one-to-one correspondence between them. Parameters of Sound In a very general sense, sounds in a normal environment consist o... ...on provided by either form of presentation is an approximation at best, limited by the resolution capabilities of both the digitizer and the analyzer, as well as by the fineness of detail possible in the graphic display of the software. It is also important to be cautious in considering which details of the visual representation of a sound sample are salient to the sound as perceived; often the picture of a sound will include clearly visible elements which are acoustically present in the sound but too short in duration, or too soft in intensity to register perceptually. A useful maxim in this regard is the following: If a discrete element is filtered from a sound with no difference to the resulting tonal sensation, then the element is unimportant to the final percept and need not be considered in interpreting the data, no matter how blatantly it appears in analysis. Sound Essay -- Hearing Papers Sound It may be commonplace to point out that acoustic reality and perceptual reality are different. In a live performance situation, for example, no matter how still the audience, the environment will be full of sounds extraneous to the music. If a tape recorder were positioned somewhere in the midst of such a situation, and if a segment of the resulting tape were submitted to digital sound analysis, the results would highlight the difference between what one heard during the performance (what is presumably captured on the tape), and what analysis confirms the tape actually contains. Sound analysis reveals the behavior of sound in the physical world. In this case, analysis would show that soundwaves from all the sound sources in the environment -- the various instruments of the performance, perhaps the stirring of the audience, or the sound of vehicles passing beyond the confines of the performance context -- the multitude of acoustic elements that make up each of these sounds do not rema in conveniently grouped by source. Rather, the components of all these sounds mix together, combining into a single, very complex waveform which is represented on the tape and revealed through analysis. This is because sound waves are additive, like waves in water, multiplying in quality rather than quantity. In the simplest possible terms, what digital analysis uncovers are the acoustic features of the sounds captured by the tape recorder; what are actually heard are the perceptual features of the same sounds. The acoustic and perceptual characteristics of sound are not the same, nor in many cases is there a one-to-one correspondence between them. Parameters of Sound In a very general sense, sounds in a normal environment consist o... ...on provided by either form of presentation is an approximation at best, limited by the resolution capabilities of both the digitizer and the analyzer, as well as by the fineness of detail possible in the graphic display of the software. It is also important to be cautious in considering which details of the visual representation of a sound sample are salient to the sound as perceived; often the picture of a sound will include clearly visible elements which are acoustically present in the sound but too short in duration, or too soft in intensity to register perceptually. A useful maxim in this regard is the following: If a discrete element is filtered from a sound with no difference to the resulting tonal sensation, then the element is unimportant to the final percept and need not be considered in interpreting the data, no matter how blatantly it appears in analysis.

A. K. Kraipak Case

| ASSIGNMENT ON| A. K KRAIPAK vs UNION OF INDIA| (A Case Study)| | | | AN ANALYSIS OF THE CASE OF A. K KRAIPAK VS UNION OF INDIA : INTRODUCTION: Kraipak vs Union of india is regarded as an epoch making decision as it demolishes the artificial and conceptualistic distinction between administrative and quasi judicial function as well as delinked natural justice from quasi judicial.In this case the court asserted that natural justice could be applied to the so called administrative function as well, for the rules of natural justice aim at securing justice, or to prevent miscarriage of justice, and the basic aim is to arrived at a just decision. kraipak’s case had a profound impact on the growth of administrative law in india. The liberal judicial trend in favour of applying natural justice got strengthened as a result of the kraipak’s decision. Facts of the case :In 1966, a service called The Indian Forest Service was constituted, the selection for which was to be made fro m among the officers serving in the forest department of the state. Section 3 of the All India Services Act, 1951 provides that the Central Government shall after consulting the Government of the States concerned to make rules for the regulation of recruitment and the conditions of the service of persons appointed to those All India Services. In pursuance of the power given under Section 3, Indian Forest Service (Recruitment) Rules, 1966 were made.The Rule 4(1) of the above mentioned Rules empowers the Central Government to recruit to the service any person from amongst the members of the State Forest Service adjudged suitable in accordance with such regulations as the Central Government may make in consultation with State Governments and the Commission. † Now the regulation 3 of Indian Forest Service (Initial Recruitment) Regulations, 1956 framed under Rule 4(1) of the Indian Forest Service (Recruitment) Rules, 1966 provided for the Constitution of a Special Selection Board c onsisting of: 1.The Chairman of UPSC or his nominee. 2. Inspector General of Forests of the Government of India. 3. Joint Secretary. UOI. 4. Chief Secretary of the concerned State Government. 5. Chief Conservator of Forest of the concerned State Government. The selection Board was to be headed by the Chief Conservator of the Forest of the State while the final selections were to be made by the Union Public Service Commission (U. P. S. C).In the State of Jammu and Kashmir, a Naquishbund was appointed as the acting Chief Conservator of forest and was olso a member of the selection board for recommending the names of officers for All India Forest Service was formed, The Board recommended the names of the persons including Naquishbund. The selections as finally made by the board were accepted by the Commission. On the basis of the recommendations of the Commission, the impugned list was published. Even After review Basu, Baig and Kaulwho were supersede by naquishbund for chief conservat or of forest were not selected.It must be noted that Naquishbund was also one of the candidates for All India Forest Service. Though he did not sit in the selection board at the time his name was considered for selection but he did sit in the board when the names of Basu, Baig and Kaul were considered for selection and was also involved while preparing the list of selected candidates . Aggrieved, The Gazetted Officers Association, brought a petition to the Court challenging that the selections in question were made in contravention of the Principles of Natural Justice.Arguments Advanced : The petitioners as well as the respondents raised arguments with respect to the nature of the power conferred on the selection board. The petitioners contended that Rule 4 as well as Regulation 5 prescribes that the selections should be made after ‘adjudging’ the suitability of the officers belonging to the State service. The word ‘adjudge’ the meaning of which is ‘t o judge or decide’ indicates that the power conferred on the selection board was a quasi-judicial power.It was contended on their behalf that such a power is a judicial power not an administrative one and it has to be exercised in accordance with the well accepted Rules of Natural Justice, the violation of which has been rightly claimed. Naquishbund, being a candidate for Indian Forest Service cannot be an adjudicator of the same. On the other hand, the learned Attorney General on behalf of the respondents argued that the power exercised by the selection board is not a quasi-judicial power but an administrative power.To support this contention, it was further admitted that the proceedings before the selection board were not quasi-judicial because the board was not required to decide about any ‘right’. The duty of the board was merely to select officers who in its opinion were suitable for Indian Forest Service. He interpreted the word ‘adjudge’ as be ing ‘found worthy of selection’. It was also contended by the learned Attorney General that after all the selection board was only a recommendatory body. Its recommendations had first to be perused by the Home Ministry and then by the U.P. S. C. The final recommendations were made by the U. P. S. C. Therefore, grievances of the petitioners have no real basis. Keeping in mind the validity of the administrative actions taken, all that has to be seen is whether the final decision is just or not. And finally, in the form of arguendo, it was also contended by the learned Attorney General that the mere fact that one of the members of the board was biased against some of the petitioners cannot vitiate the whole selection process Analyzing the JudgmentA five judge bench of the Apex Court held that the selections made by the selection committee were in violation of principles of natural justice. The Court found the power exercised by the Selection Board as an administrative one and tested the validity of the selections on that basis. It held that the concept of rule of law would lose its importance if the instrumentalities of the State are not charged with the duty of discharging their functions in a fair and just manner. Also, it is a must to charge dministrative authorities with the duty of discharging their functions in a fair and just manner in a Welfare State like India, where the jurisdiction of the administrative bodies is increasing at a rapid rate. In the words of Hegde, J. – â€Å"The requirement of acting judicially in essence is nothing but to act justly and fairly and not arbitrarily or capriciously. The procedures which are considered inherent in the exercise of a judicial power are merely those which facilitate if not ensure a just and fair decision. It further observed that the dividing line between an administrative power and quasi-judicial power is being gradually obliterated. The Court held that the basic principle of nemo judex in causa sua was violated by appointing Naquishbund as a member of the selection board. Though he did not participate in the deliberations of the board when his name was being considered yet the very fact that he was a member of the selection board had a significant impact on the decision of the selection board and he participated in the deliberations when the claims Basu, Baig and Kaul were considered.Under such circumstances, the Court could not believe that Naquishbund could have been unbiased, the Court observed that the question is not whether Naquishbund was actually biased or not. The real question is whether there is a reasonable ground for believing that he was likely to have been biased. Further the Court observed that the question is not whether Naquishbund was actually biased or not. The real question is whether there is a reasonable ground for believing that he was likely to have been biased, earlier in Manaklal’s case the Court had made it clear that the test wa s not actual bias but a reasonable apprehension of bias.It held that it is difficult to prove the state of mind. Therefore in deciding the question of bias ordinary course of human conduct is taken into consideration. Owing to this, the Court observed that there was a personal interest on part of Naquishbund to keep out his rivals in order to secure his position without further challenge and so he cannot said to be impartial, fair and just while making the selection. ConclusionTherefore what emerges from this case is that although the Courts are making distinctions between the Quasi-Judicial and Administrative powers but at the same time there is one common element of fair procedure in both the cases which can be referred to as the ‘duty to act fairly’. This duty arises from the same general principles, as do the rules of natural justice. The case of A. K Kraipak v. Union of India is a landmark judgement in the development of administrative law in India and has strength ened the rule of law in this country.Hedge, J. observed that â€Å"If the purpose of the rules of natural justice is to prevent miscarriage of justice one fails to see why those rules should be made inapplicable to administrative inquiries†. In the words of Krishna Iyer, J. – â€Å"Once we understand the soul of the rule as fairplay in action – and it is so- we must hold that it extends to both the fields. After all administrative power in a democratic set-up is not allergic to fairness in action and discretionary executive justice cannot degenerate into unilateral injustice. †

The Hunters: Moonsong Chapter Twenty-Five

Dear Diary, I can't believe what a fool I am, what a faithless, worthless fool. I should never have kissed Damon, or let him kiss me. The look on Stefan's face when he found us was heartbreaking. His features were so stiff and pale, as if he was made of ice, and his eyes were shining with tears. And then it seemed like a light went out inside him, and he looked at me like he hated me. Like I was Katherine. No matter what happened between us, Stefan never looked at me like that before. I won't believe it. Stefan could never hate me. Every beat of my heart tells me that we belong together, that nothing can tear us apart. I've been such a fool, and I've hurt Stefan, although that was the one thing I never wanted to do. But this isn't the end for us. Once I apologize and explain what a moment of madness he witnessed, he'll forgive me. Once I can touch him again, he'll see how sorry I am. It was only the adrenaline from coming so close to death, from that car chasing after us. Neither Damon nor I really wanted the other one, that kiss was just us clinging hard to life. No. I can't lie. Not here. I have to be honest with myself, even if I pretend with everyone else. I wanted to kiss Damon. I wanted to touch Damon. I always have. But I don't have to. I can stop myself, and I will. I don't want to cause Stefan any more pain. Stefan will understand that, will understand that I'll do anything I can to make him happy again, and then he'll forgive me. This can't be the end. I won't let it be. Elena closed her journal and dialed Stefan's number once more, letting the phone ring until it went to voicemail and then hanging up. She'd cal ed him several times last night, then over and over again this morning. Stefan could see her cal ing, she knew. He always kept his phone on. He always answered, too; he seemed to feel some obligation to be available since he had the phone with him. The fact that he wasn't answering meant he was avoiding her on purpose. Elena shook her head fiercely and dialed again. Stefan was going to listen to her. She wasn't going to let him turn her away. Once she explained and he forgave her, everything could go back to normal. They could end this separation that was making them both so unhappy – clearly, it hadn't worked out the way she intended. Except, what exactly was she going to say? Elena sighed and flopped down backward onto her bed, her heart sinking. Adrenaline from the car's pursuit aside, al she could real y say was that she hadn't meant for the kiss with Damon to happen, that she didn't want him, not real y. She wanted Stefan. Al she could tel him was that it wasn't something she had expected or planned. That Damon wasn't the one she wanted. Not truly. That she would always choose Stefan. That would have to be enough. Elena dialed again. This time, Stefan picked up. â€Å"Elena,† he said flatly. â€Å"Stefan, please listen to me,† Elena said in a rush. â€Å"I'm so sorry. I never – † â€Å"I don't want to talk about this,† Stefan said, cutting her off. â€Å"Please stop cal ing me.† â€Å"But, please, Stefan – â€Å" â€Å"I love you, but†¦Ã¢â‚¬  Stefan's voice was soft but cold. â€Å"I don't think we can be together. Not if I can't trust you.† The line went dead. Elena pul ed the phone away from her ear and stared at it for a moment, puzzled, before she realized what had happened. Stefan, dear, darling Stefan who had always been there for her, who loved her no matter what she did, had hung up on her. Meredith pul ed one foot up behind her back, held it in both hands, breathed deep, and slowly pul ed the foot higher, stretching her quadriceps muscle. It felt good to stretch, to get a little blood flowing after her late night. She was looking forward to sparring with Samantha. There was a new move Meredith had figured out, a little something kickboxing inspired, that she thought Sam was going to love, once she got over the shock of being knocked down by Meredith once again. Samantha had been getting faster and more sure of herself as they kept working out together, and Meredith definitely wanted to keep her on her toes. That was, it would be terrific to spar with Samantha, if Samantha ever actual y arrived. Meredith glanced at her watch. Sam was almost twenty minutes late. Of course, they'd been out late the night before. But stil , it wasn't like Samantha not to show up when she said she was going to. Meredith turned on her phone to see if she had a message, then cal ed Samantha. No answer. Meredith left a quick voicemail, then hung up and went back to stretching, trying to ignore the faint quiver of unease running through her. She circled her shoulders, stretched her arms behind her back. Maybe Samantha just forgot and had her phone turned off. Maybe she overslept. Samantha was a hunter; she wasn't in danger from whoever – or whatever – was stalking the campus. Sighing, Meredith gave up on her workout routine. She wasn't going to be able to focus until she checked on Samantha, even though the other girl was probably fine. Undoubtedly fine. Scooping up her backpack, she headed for the door. She could get in a run on the way over. The sun was shining, the air was crisp, and Meredith's feet pounded the paths in a regular rhythm as she wove between people wandering around campus. By the time she reached Samantha's dorm, she was thinking that maybe Sam would want to go for a nice long run with her instead of sparring today. She tapped on Samantha's door, cal ing, â€Å"Rise and shine, sleepyhead!† The door, not latched, drifted open a little. â€Å"Samantha?† Meredith said, pushing it open farther. The smel hit her first. Like rust and salt, with an underlying odor of decay, it was so strong Meredith staggered backward, clapping a hand over her nose and mouth. Despite the smel , Meredith couldn't at first understand what was al over the wal s. Paint? she wondered, her brain feeling sluggish and slow. Why would Samantha be painting? It was so red. She walked through the door slowly, although something in her was starting to scream. No, no, get away. Blood. Bloodbloodbloodblood. Meredith wasn't feeling slow and sluggish anymore: her heart was pounding, her head was spinning, her breath was coming hard and fast. There was death in this room. She had to see. She had to see Samantha. Despite every nerve in her body urging her to run, to fight, Meredith kept moving forward. Samantha lay on her back, the bed beneath her soaked red with blood. She looked like she had been ripped apart. Her open eyes stared blankly at the ceiling, unblinking. She was dead.