Vindictive elderly man smears poop and pastes fake obituary on letter box of neighbor he didn’t like

Two elderly neighbors were locked in a such a bitter feud that one was driven to smear poo all over the other’s letterbox. Among other things.

The Straits Times reported that 71-year-old Sim Ann Heng was sentenced to two weeks in prison last Friday after he pleaded guilty to two harassment charges. This, on top of his earlier conviction back in June for assaulting his neighbor Tan Yam Chwee, 67.

The messy disputes between the two men stemmed from staring incidents as well as Sim suspecting Tan of damaging his reputation among their neighbors at an HDB block in Commonwealth Avenue, according to Yahoo News. Sim — who lived on the 12th floor of the block — had been sentenced to five months in jail on June 19 for attacking Tan, who lives two stories above him. Though details of the assault case weren’t detailed in court, Sim did file an appeal against his sentenced and was subsequently released on bail.

The shitty stunt

While still on bail, Sim exacted a filthy retaliation by smearing his feces onto his neighbor’s letterbox on the ground floor. Tan noticed the poop on the morning of July 11 and had the Town Council workers clean up the mess before calling the police that same afternoon.

The cops then installed a camera on the ground floor of the block, facing the letterbox area.

The death notice

Four days later, a policeman on patrol spotted a man writing on a letterbox in the wee hours of the morning at 1:10am. It was Sim, who obtained a newspaper obituary photo of a random man and pasted printed cutouts of the words “Departed on 5th July 2019” and the misspelled name “YAM CHEE”. The word “Obituaries” was also cut out from the newspaper and pasted on the flap of Tan’s letterbox, Yahoo News reported.

Talk about effort.

Jail time extended

Sim has since withdrawn his appeal against his first sentence and started his five-month jail term for assault on Aug 13. Upon the completion of that term, he’ll start serving another two-weeks in jail for harassment.

Who knew old dudes could have so much capacity for malice?

Source : Coconut Singapore

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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

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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.

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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.

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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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