Father jailed 30 years for raping daughter, sexually assaulting step-daughter over a decade

A 53-year-old father who sexually assaulted his step-daughter for nearly 10 years and raped his biological daughter while his wife was in the shower was on Friday (16 November) sentenced to 30 years’ jail.

The man, who cannot be named to protect the victims’ identities, pleaded guilty in the High Court to six charges – one count each of rape, aggravated sexual assault by penetration, and molestation; and three counts of molestation of a minor under 14.

Another 11 molestation charges were taken into consideration in sentencing.

The court heard that the man worked as a warehouse supervisor and married the biological mother of the two victims in 2001, when the step-daughter was around two years old. The mother’s previous husband died in 1999.

Sexually abused step-daughter from 2007

The man sexually assaulted the step-daughter from the time when the girl was in Primary 4 in 2007, till when she was 19 in late 2016.

On one occasion in 2007, after the girl had returned home from school, the man asked her to sit on his lap and showed her a pornographic video while he groped her.

A few months later, he performed a sexual act on her in the master bedroom. He continued sexually assaulting her on multiple occasions.

After a sex education class in Primary 6, the victim began resisting the man’s advances by pretending to sleep on her stomach, crossing her legs, or kicking him. Still, he persisted.

Sometime in 2010, when the step-daughter was in Secondary 1 and sleeping in her bedroom, the man removed her pants and performed a sexual act on her. She kicked his arm with her leg to make him stop, but he was undeterred.

Sexually abused biological daughter from 2014

In 2014, the man started molesting his biological daughter when she was 12. He started with kissing and progressed to groping her from early 2015.

On one occasion, while the daughter was sleeping, the man groped her. She was aware of his actions, but pretended to continue sleeping.

Sometime in 2016, the daughter was walking through the living room to leave the flat for school when the man stopped her and made her lie down on the sofa. She told him she was menstruating, and he performed a sexual act on her.

He raped his daughter in her bedroom sometime between September and November 2016 while his wife was showering in another room. She was then 14. He disregarded her pleas to stop, halting only when he realised his wife had finished showering.

In late 2016, after the 16-year-old daughter attended a sex education programme in school, she told the father that she did not like what he was doing to her. He stopped sexually abusing his daughters.

The man’s crimes came to light in April 2017 when the step-daughter made a police report after an argument with her parents.

A psychiatrist who examined the daughter assessed that she was “disgusted, disappointed and angry with her father for what he had done to her”. The daughter said she had repetitive thoughts and momentary flashbacks of the sexual assaults, which made her feel upset and sad. She also told the psychiatrist that she did not report the sexual abuse earlier as she feared that her family would break up.

The punishment for rape is up to 20 years’ jail, and a fine or caning. The penalty for aggravated sexual assault by penetration is between eight and 20 years’ jail, with not less than 12 strokes of the cane.

The punishment for molestation is up to two years’ jail, a fine, caning, or any combined punishment. The penalty for molestation involving a minor under 14 is up to five years’ jail, a fine, caning, or any combined punishment.

Male offenders above 50 cannot be caned.

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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