Alcoholic who raped 62-year-old woman at knifepoint jailed 18 years with caning

A 49-year-old self-confessed alcoholic drank 10 cans of beer before he terrorised a 62-year-old factory operator at knifepoint and repeatedly assaulted, and raped her last year.

At the High Court on Friday (16 November), Paramjit Singh Minder Singh, who turns 50 next month, was sentenced to 18 years’ jail with 24 strokes of the cane. He pleaded guilty to one charge of aggravated rape and two counts of aggravated sexual assault by penetration.

Three other charges – for use of criminal force to outrage the modesty of a person, possession of a weapon and criminal trespass – were taken into consideration in sentencing.

Accused drank 10 cans of beer

On the morning of 10 May last year, Singh, who worked as a cleaner at 47 Ayer Rajah Crescent and was off from work, drank five cans of beer at Kembangan MRT station. He then went back to his rented room at a shophouse in Kembangan for a nap.

After waking up, he drank three more cans of beer and bought another two cans, which he drank shortly after. He then went to 28 Ayer Rajah Crescent – where he had previously worked – to relax as it was the Vesak Day holiday and he thought there would not be anyone there, the court heard.

At about 6.45pm, Singh saw a 62-year-old factory operator walking on the second floor corridor towards the female toilet. With a foldable knife with a 9cm blade in his back pocket, Singh followed her and waited outside the toilet cubicle.

When the victim opened the door and walked out, Singh pointed the knife at her throat and told her to go back in. He then locked the door.

Accused hit, threatened victim repeatedly

The victim refused to remove her clothes, and offered Singh money and her gold bracelet. But he pointed the knife at her throat, pulled her hair, and hit her head numerous times with his hand. Terrified, the victim complied.

Singh threatened her with the knife again when she refused to perform a sexual act on him.

Shortly after, he hit her head, pulled her hair, and pointed the knife at her throat from behind. She feared for her life and he raped her.

Later, when she again refused to perform a sexual act on him, he hit her head several times and pointed the knife at her throat.

Colleagues saw victim crying

Singh took a taxi to Kembangan MRT station before walking home.

The victim went back to her office where she cried near the lockers. A colleague who saw her crying very badly asked her what had happened. The colleague also saw that the victim’s scalp and cheeks were red. She went to inform their supervisor who called the police.

Later that night, Singh went back to his workplace at 28 Ayer Rajah Crescent to sleep as he had to work there the next day. The police arrested him the same night. The foldable knife was found on him.

The victim was examined at the National University Hospital. She had a cut on the back of her neck, bruises on her knee and a fresh tear on the hymen.

A psychiatric report stated that the victim sometimes thought about the ordeal but accepted that it was not her fault.

Prosecution asks for deterrence and retribution

In seeking a deterrent and retributive sentence of at least 18 years’ jail with 24 strokes of the cane, Deputy Public Prosecutor Raja Mohan pointed out the “egregious” nature of Singh’s actions.

Singh had put the victim in fear of death, compelled her with a knife, and imposed “palpable fear and terror in the victim”, said the prosecutor.

Singh, who has a string of offences dating back to when he was 17 for crimes such as theft and drug offences, also committed the rape less than seven months out of prison.

In October 2016, he was jailed two months for assault or use of criminal force on a public servant. He was also jailed for two months in May that year for being armed with weapon.

The punishments for aggravated rape and aggravated sexual assault by penetration is between eight and 20 years’ jail, with not less than 12 strokes of the cane.

Source : yahoo! News

BUSINESS STRATEGY

Business (or Strategic) management is the art, science, and craft of formulating, implementing and evaluating cross-functional decisions that will enable an organization to achieve its long-term objectives. It is the process of specifying the organization's mission, vision and objectives, developing policies and plans, often in terms of projects and programs, which are designed to achieve these objectives, and then allocating resources to implement the policies and plans, projects and programs. Strategic management seeks to coordinate and integrate the activities of the various functional areas of a business in order to achieve long-term organizational objectives. A balanced scorecard is often used to evaluate the overall performance of the business and its progress towards objectives. Strategic management is the highest level of managerial activity.

Strategies are typically planned, crafted or guided by the Chief Executive Officer, approved or authorized by the Board of directors, and then implemented under the supervision of the organization's top management team or senior executives. Strategic management provides overall direction to the enterprise and is closely related to the field of Organization Studies.

In the field of business administration it is useful to talk about "strategic alignment" between the organization and its environment or "strategic consistency". According to Arieu , "there is strategic consistency when the actions of an organization are consistent with the expectations of management, and these in turn are with the market and the context." Before reading the rest, it is recommended that An Overview of Strategic Planning be read. General Business Management The Three Processes of Strategy Approaches to Strategic Management History of Business Management until the 1970s The Japanese Challenge Gaining Competitive Advantage Strategic Change in the 1990s Information- and Technology-Driven Strategy The Psychology of Business Management Failure of Strategy Limitations of Business Management Business Planning Business Plans Marketing Plans and Strategies The content of this Wikibook was originally found on Wikipedia, but moved due to various requests and because Wikibooks is a better location for the information. Theunixgeek (talk) 20:45, 25 February 2009 (UTC)

There are at least three basic kinds of strategy with which people must concern themselves in the world of business: just plain strategy or strategy in general, corporate strategy, and competitive strategy. The purposes of this article are to clarify the differences between and among these three kinds of strategy and to provide some questions useful in thinking about all three.

Business Strategy from Wharton: Competitive Advantage | edX

First, I recommend “Understanding Michael Porter: The Essential Guide to Competition and Strategy“ by Joan Magretta. It covers all the strategy essentials developed by Michael Porter. And, you have all the great ideas from Porter (types of business strategy, 5 forces, competitive advantage example, ….) in one book that reads easy. (Although some of the strategy content will be challenging if you don’t have a background in business strategy)

Once the strategy is determined, various goals and measures may be established to chart a course for the organization, measure performance and control implementation of the strategy. Tools such as the balanced scorecard and strategy maps help crystallize the strategy, by relating key measures of success and performance to the strategy. These tools measure financial, marketing, production, organizational development, and innovation measures to achieve a 'balanced' perspective. Advances in information technology and data availability enable the gathering of more information about performance, allowing managers to take a much more analytical view of their business than before.

Three Kinds of Business Strategy

Corporate strategy defines the markets and the businesses in which a company will operate. Competitive or business strategy defines for a given business the basis on which it will compete. Corporate strategy is typically decided in the context of defining the company's mission and vision, that is, saying what the company does, why it exists, and what it is intended to become. Competitive strategy hinges on a company's capabilities, strengths, and weaknesses in relation to market characteristics and the corresponding capabilities, strengths, and weaknesses of its competitors.

hand drawing idea board of business strategy process stock ...

Strategy, in general, refers to how a given objective will be achieved. Consequently, strategy in general is concerned with the relationships between ends and means, between the results we seek and the resources at our disposal. Strategy and tactics are both concerned with conceiving and then carrying out courses of action intended to attain particular objectives. For the most part, strategy is concerned with how you deploy or allocate the resources at your disposal whereas tactics is concerned with how you employ or make use of them. Together, strategy and tactics bridge the gap between ends and means.

In the 1980s business strategists realized that there was a vast knowledge base stretching back thousands of years that they had barely examined. They turned to military strategy for guidance. Military strategy books such as The Art of War by Sun Tzu, On War by von Clausewitz, and The Red Book by Mao Zedong became business classics. From Sun Tzu, they learned the tactical side of military strategy and specific tactical prescriptions. From von Clausewitz, they learned the dynamic and unpredictable nature of military action. From Mao, they learned the principles of guerrilla warfare. Important marketing warfare books include Business War Games by Barrie James, Marketing Warfare by Al Ries and Jack Trout and Leadership Secrets of Attila the Hun by Wess Roberts.

Alfred Chandler recognized the importance of coordinating management activity under an all-encompassing strategy. Interactions between functions were typically handled by managers who relayed information back and forth between departments. Chandler stressed the importance of taking a long term perspective when looking to the future. In his 1962 ground breaking work Strategy and Structure, Chandler showed that a long-term coordinated strategy was necessary to give a company structure, direction and focus. He says it concisely, "structure follows strategy." Chandler wrote that:

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