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Bloomsburry Family law

Practice management

The British Funeral Service

In the first half of the 20th century funeral directors, or undertakers as they were more commonly known, were to be found almost on every street corner in the larger towns and cities, undertaking duties which were ancillary to other business activities, such as joinering or building. In the late fifties a significant change occurred: chapels of rest were being introduced by more and more funeral firms and relatives no longer had to have the coffin brought into the home or kept at the hospital until the day of the funeral. By the sixties the multitude of urban undertakers was dwindling rapidly, due mainly to the proprietors reaching retirement age with no children to take their businesses and, therefore, no inclination to spend capital on providing chapels of rest. Many other firms continued their joinering work but abandoned the role of undertaker

Enduring Powers of Attorney: Guidelines for Solicitors, September 1999

The Mental Health and Disability Sub-Committee of the Law Society has just published an update on its previous (1996) guidelines for solicitors. It contains a number of additions to the original guidelines which focus, almost exclusively, on the scope for abuse offered by EPAs in respect of vulnerable clients. Para 3.1 states: Many EPAs are made when the donors are already losing capacity, consequently they could be unaware of the implications of their actions and are more likely to be vulnerable to exploitation.

Mobile communications in the legal environment: the users perspective

In a follow up to last months article on ''Mobile Communication'' from Michael Robinson, of Bevan Ashford, Heather Robinson Head of Information and Library Services, Stuart Whitfield, a Partner in the commercial department, and Erika Hodkinson, the Communication Executive, give their views on how this technology has assisted them in their work.

The honeymoon is (almost) over

Jane always knew that being Managing Partner would not be an easy role to fulfil. The roller coaster exhilaration of the first 100 day had been both exhausting and exciting. She had now spoken to all the partners and a cross section of staff, and with only one or two exceptions, they had all expressed a mixture of relief and enthusiasm about her appointment. Whilst she welcomed the support, she also sensed that behind the words a degree of concern also existed. Her instincts suggested to her that they might be questioning whether she could deliver, would she be able to make some real and sustainable changes to the firms strategy and overall management?

Behavioural Drivers

What is it that drives an individual to share? Recognition, attention and reciprocation of emotion are enough reasons for people to share and survive social interactions in their personal lives, but how does human nature react in the simulated environment of daily work? In the final article of this series, Kirstie Chapple and Professor Amin Rajan explore the behavioural drivers some companies are using to inspire employees to part with their knowledge.

The first 100 days.

I have every faith in your abilities Jane, I know you can sort this firm out. Those infamous words of encouragement from John Parsons (57), the firms Senior Partner, were uttered just before Christmas, 1999. They had echoed continually around Jane Allens (39) head every since. Prior to her appointment as the new Managing Partner of Graysons and Hanrahan (incorporating Parsons and Jones) from the 1st January, 2000, she also had confidence in her ability to sort this newly merged firm out. Now, she felt much less clear. By Tom Kennie & If Price.

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