Introduction and Client Care Issues Free Essays

string(55) " may find themselves personally liable for any losses\." Introduction Charlotte Ann Ltd (CA) has two directors (A and B) both of whom are now seeking advice on several different issues in relation to CA, as well as a wholly-owned subsidiary CA Finance which is going into insolvency. Firstly, and prior to identifying key issue and the legal rules that will apply, it is necessary to consider the basic client care factors, to ensure that instructions are being received from an authorised party; in particular, consideration needs to be given as to whether or not advice is being given to the individual directors, or whether the advice is being sought on behalf of the company. On the face of it, it may seem to be all the same entity, but there are potential distinctions, particularly given the fact that one of the key issues to be discussed is directors’ duties towards the company. We will write a custom essay sample on Introduction and Client Care Issues or any similar topic only for you Order Now It is noted that for a considerable period that Ebenezer was also a director of the company and, although he has now left as a director, this does not exonerate him from any breaches that he may have undertaken, during his time as director. It may be that an agreement was entered into when Ebenezer left as a director and as this has not been presented here, it is assumed that no such contract exists and therefore the advice being provided will be on the basis that no such contract does, in fact, exist. The advice here is broadly split into two areas, the first looking at directors’ duties and, in particular, the impact of Ebenezer’s behaviour; the second part looks at the insolvency of the subsidiary and related issues. Directors Duties Owed by E to the Company All three directors A, B and E (although E is not a current director) are required to comply with the statutory directors’ duties, as established and codified by the Companies Act 2006, sections 170 – 180. These will be looked at, first, before applying them to the situation in relation to E and his contact with a long-standing customer, Gurdip (G), and the relationship that emerged between E and Robert with the company accounting practices, as well as an analysis of the situation and any impact that this now has on A and B, based on any duty or liability that they may have to the company. In accordance with section 171, directors are required to act within their powers and are only allowed to act within the boundaries of the company’s constitution. Secondly, in accordance with section 172, directors are under a duty to promote the â€Å"success of the company the benefit of its members†. This requires the directors to ensure that the decisions they make are done in such a way that it benefits the company, in the long run. Furthermore, the directors are required to ensure that they act fairly between the members[1]. Section 173 requires each director to exercise independent judgement; however, it should be noted that the duty will not be breached, if some form of agreement has been entered into between the directors in total freedom but does have the effect of meaning they not each director is acting with independent judgement, at all times. Crucially, section 174 states that directors are required at all times to exercise reasonable skill, care and diligence, with the level of skill that would be expected of another individual with a similar level of knowledge, as well as a general level of care that would generally be expected to be shown by a director in a similar position. Broadly speaking, the way in which reasonable skill, care and diligence is expected to be shown is the same as the approach taken in section 214 of the Insolvency Act 1986. The leading and relevant case in this regard is that of Re City Equitable Fire Insurance[2], where it was stated that there are three propositions that would apply when ascertaining the level of skill and care which are expected to be shown by the director. Firstly, it is accepted that the director would not be expected to show a level of skill and care above that which his own level of knowledge suggests would be appropriate. Secondly, there is no requirement on the director to give continuous attention to the situation within the company and there is an expectation that the directors may look away from the company for periods of time. Thirdly, when it comes to exercising their duty, it is acceptable for the director to pass some of their responsibilities on to third parties, provided the selection of the third party is done with reasonable skill and care[3]. Section 175 states that each director must avoid conflicts of interest, and furthermore that they must inform their fellow directors of any possible conflict, before the transaction, or as soon as is reasonably practicable in relation to a particular transaction, if there is going to be a potential conflict of interest. Fellow directors are able to authorise this conflict, provided they are fully informed of the situation. Finally, section 176 states that a director is not able to accept benefit from third parties. Making a secret profit is prohibited, if the profit is being made by virtue of his position as director[4]. It is noted, however, that no breach will arise, if they could not reasonably be expected that accepting the benefit would result in a conflict-of-interest, i.e. if the situation was of no interest to the company[5]. The consequence of a breach is also relevant to the discussion, here. Although the 2006 Act does not specifically state the remedies that are available, there is now a procedure in place allowing for derivative action to be taken by the shareholders on behalf of the company, in the event that it remains the case that a director in breach of duty would be required to account for profits to the company and may find themselves personally liable for any losses. You read "Introduction and Client Care Issues" in category "Essay examples" E’s Arrangement with G – Breach of Duty? Bearing in mind the situation here and the fact that E entered into a transaction with G which provided him with a profit during his time as a director, it is suggested that E has undertaken several activities that would be in breach of his director’s duties. As noted above, it would be necessary to ensure that no contract has been entered into when he left as a director, which would remove him from responsibility for the action that he undertook while acting as a director. On the assumption that no such agreement exists, E would remain responsible for the activities when he was the director of the company. However, by entering into a contract with G which enabled him to make substantial personal profit, it could be argued by E that, as the transaction involves petrol cars, the transaction would be of no interest to the company and the discount provided to the customer was no greater as a result of the transaction, meaning that the company had not, in fact, lost out at all. De spite this, there is sufficient suggestion that having this underlying contract with G would ultimately result in a conflict of interest that should be declared. Failure to declare this would require E to account for any profit that he had made to the company, and the actions of the other two directors, namely A and B could enforce on behalf of the company[6]. Ebeneezer and Robert – Breach of Duty? Several financial errors were made as a result of the activities of Robert who was employed as the individual in charge of the accounts. This raises the question of whether or not it was reasonable for A and B to relinquish responsibility to E, in order to oversee the work of Robert and, if so, whether he could be held responsible for the errors that have taken place. This issues deals with the area of reasonable skill and care. As noted by Section 174, it is not required for the directors to give continuous attention and it is acceptable to allow third parties to take on board some of the tasks, provided the selection of the third party is done with sufficient skill and care. It is suggested, based on the interpretation of Section 174, that it was acceptable for A and B to allow E to oversee all aspects of the accounts of the business and this would potentially render E liable for the errors that have taken place. Further information would be required in order to understand whether or not he had acted reasonably in accepting Robert’s position and whether a director with a similar level of skill and care would have taken a more proactive approach or would have selected a different third party. On balance, it is suggested that E has erred in failing to oversee Robert appropriately and simply signing off the accounts, without investigating these further as would be reasonably expected of a director in his position. This again could result in E being personally responsible to the company for the losses as a result of Robert’s failures, and E’s inability to deal with this and to act appropriately. Insolvency Process The subsidiary company, CA Finance is now deemed to be insolvent and although A was the sole director, B was also involved in the management of the company and could potentially be considered to be acting as a shadow director, as he was giving instruction. This is because, if he were a director in accordance with section 251 of the 2006 Act, this would potentially render either A or B liable for any mismanagement during the insolvency process, which is largely governed by the 1986 Act. Compulsory liquidation takes place in accordance with section 122 of the 1986 Act and can be initiated by a creditor who is owed ?750 or more. In this case, a liquidator has been appointed, as they have reasonably wide discretion to manage the liquidation and to commence action against the directors, if they have acted in an incorrect manner. As soon as the official receiver takes over the director’s appointments are terminated[7]. In accordance with section 132, the official receiver is required to investigate the reason why the company had become insolvent and the activities of the company, prior to insolvency. One particular issue that the official receiver may deal with in the context of the facts presented here is that the directors have transferred many of the assets of the failing company into the parent company, immediately prior to the insolvency of the subsidiary company. Although there is some factual debate as to whether or not the directors understood the transfer of these assets would result in insolvency, nonetheless it could be argued that this was undertaken in contemplation of insolvency and would potentially be clawed back by the official receiver, on behalf of the creditors of the company. There are several headings under which the official receiver could potentially claw back money that has left the failing company, prior to insolvency. These include, transaction at undervalue, preference to certain creditors, extortionate credit transactions, the avoidance of floating charges, transaction that are aimed at defrauding creditors, misfeasance and either fraudulent or wrongful trading. In accordance with section 423, where the aim of the transaction was to put assets beyond the reach of the creditors, this could be considered to be a transaction that was aimed at defrauding the creditors and this would involve an analysis of the overall situation and whether or not this was the underlying purpose of such a transaction. Where it is deemed to be the case, the transaction could be reversed and the assets returned to the failing company, in order to be diverted amongst the creditors. Claim by F Against CA It is also noted that Fozia (F) has suffered a personal injury and wishes to take an action against the company that is now insolvent. The question, therefore, arises as to whether or not it is possible to bring such an action against an insolvent defendant, or whether there is some other forms of recompense available to F. In order for F to bring an action against the insolvent company, it would require permission from the court[8]. Historically, however, it is accepted that the courts will generally allow such an action to be commenced and this will then allow F to become a creditor of the company for the amounts owed to him. A question arises, therefore, as to whether the parent company can be held responsible for the debts of the subsidiary. It may be possible for a creditor such as F or any other creditor to attempt to pierce the corporate veil and to look through the arrangements within the subsidiary to make a claim against the parent company. In order to determine whether this will be appropriate in this particular situation, the facts relating to the activities of the two companies prior to insolvency will need to be ascertained, including whether the assets were transferred at net book value and how much control the parent company actually had over the subsidiary. More information needs to be provided, in order to ascertain whether the assets were transferred of out of the business as part of the restructuring and whether this was done in a way that could be deemed to be a means of removing the assets from the grasp of the creditors. It would therefore be appropriate to lift the corporate veil and make the parent company responsible and may indeed allow for the claw back of the transaction by the official receiver[9]. Furthermore, concerns in relation to the claim by F need to be looked at in a similar context, in order to ascertain how much control the parent company had over the insolvent subsidiary, as to whether it would be appropriate to attach a claim to the parent company, or whether F would be simply viewed as another potential creditor against the assets of the company, which may be greater once the assets have been clawed back. Factors that might indicate that the corporate veil should indeed be pierced include the directorship between the two companies and therefore the relatively strong indications suggest that the parent company would, in this case, be deemed to be responsible for the actions of the subsidiary and may therefore be called upon to meet with the debts of the company. Group Restructure – Potential Insolvency Issues Bearing in mind the previous analysis, it is suggested that the restructure undertaken by the subsidiary company immediately prior to insolvency would be subject to being reversed by the official receiver, as there is indication that this transaction was undertaken in order to defraud the creditors. The directors themselves may be liable for their own activities relating to the insolvent company, if it could be shown that they have acted in misfeasance, in accordance with section 212 of the Insolvency Act 1986. It is suggested here that both A and B could be liable, as they were acting in the capacity of directors, albeit one as a shadow director[10]. In order for them to be individually liable under section 212 and for the individual to be liable to repay towards the assets of the company, it will be necessary to show they were culpable in some way for the insolvency of the company; therefore, more evidence would need to be obtained as to how the decisions were made in the immediate run-up to the insolvency of the company[11]. On balance, it is likely that the assets will be returned to the insolvent company, in order to pay off the debts owed to the creditors, as it can potentially be shown that the transaction undertaken was a means of removing the assets from the grasp of the creditors. If there was evidence that the assets were transferred at net book value, it may be possible for the company to argue that the claw back should not take place. Furthermore, it is also argued that F would be likely to be able to bring an action against the insolvent company, provided he obtained the necessary court permission. It is also necessary to consider whether the corporate veil should be pierced and an action commenced against the parent company. This will depend on the facts of the case and whether or not it is reasonable to allow for the corporate veil to be pierced in this way, based on the true nature of how the company is organised and the level of control exercised by the parent company. Overall Conclusions It is concluded, overall, that A and B would be able to bring an action on behalf of CA against E as a director (albeit now a retired director) for his breaches of duty in relation to both his failure to declare a conflict-of-interest and a personal profit in relation to the transaction with G and also the failure to oversee the work of Robert in producing the accounts. It would be possible to claim that he should account for the profit and the money paid back into the company. Secondly, the insolvency of the subsidiary company is likely to result in the assets that were transferred out in order to remove then from the creditors being clawed back by the official receiver. Furthermore, the action being commenced by F (which will require the permission of the court) is likely to be attached to the parent company, as the corporate veil should be lifted, due to the fact that the parent company held so much power over the subsidiary company and had commonality of directors. References Belmond Finance Corporation v Williams Furniture Ltd [1980] 1 All ER 393 Companies Act 2006 Ellis, J and Slorach, J (2007) Business Law, Oxford University Press Industrial Development Consultants v Cooley [1972] 1 All ER 162 Insolvency Act 1986 Island Export Finance v Umunna [1986] BCLC 460 McLaughlin, S (2013) Unlocking Company Law, Taylor Francis p.302 Measures Brothers Ltd v Measures [1910] 2 Ch 848 Re City Equitable Fire Insurance Co Ltd [1925] Ch 407 Re Saunders (A Bankrupt) Bristol and West Building Society v Saunders (1997) CH 60 Tolmie, F (2003) Corporate and Personal Insolvency Law, Psychology Press, p.342 Whalley (Liquidator of MDA Investment Management Ltd) v Doney [2003] EWHC 227 How to cite Introduction and Client Care Issues, Essay examples

Solar Panel Business Project

Question: Discuss about theSolar Panel Business Project. Answer: Introduction The general aim of this project is to evaluate the business of manufacturing of and trading in solar energy panels. Specific objectives included: to undertake a comparative review of the nature of the solar power business in India and Australia, to evaluate the future growth and potential of the solar power business in India, to evaluate the political and legal factors which affect the solar power business, and to evaluate the importance of solar power business in the rural areas. The study made use of both primary and secondary data sources. Secondary sources were used to generate quantitative data touching on: required investment, expected rate of return, capital structure types and financing methods for solar businesses. Financial and accounting techniques was used to analyse the capital structure (debt to equity ratio), and rate of return (return on investment or ROI). Secondary data was also collected for the political and legal aspects of the solar panel business, and analysed using the content analysis method. Data related to the importance of solar panel was based on the attitudes of the consumers. This was collected using primary methods, and specifically the survey method. Structured questionnaires, designed around the 5-point likert scale, will be administered to a sample of 100 solar power consumers selected through the simple random sampling method, and the responses was evaluated using both descriptive statistics and the linear regression method. The findings indicate that the solar power business will yield positive ROIs for both India and Australia, but the returns are likely to be potentially higher in Australia than in India. Therefore, it is recommended that Australia offers the best investment arena for solar power business Data Collection and Analysis Introduction to Data Collection and Analysis To successfully answer the posited research questions and meet the research objectives, secondary and primary data were collected by the researcher. Analysis of the collected data was carried out, on the basis of which the requisite conclusions were derived. The findings made and the analysis done thereof are presented in this chapter. Solar Power Business in India and Australia One of the main questions here was to provide reliable estimates on the quantum of investments required to establish a solar power business in India. Latest estimates from the Central Electricity Regulatory Commission were considered, and the investment breakdown for the typical solar power business (per megawatt) is presented in the table 3.1 below: Item Cost (Rs. lakhs/MW) Percentage of overall cost Solar PVs 310.19 62% Land 25 5% Civil and general works 35 7% Structural works 35 7% Unit for power conditioning (PCU) 30 6% Solar power evacuation costs 40 8% Preliminary and contingency costs 26.13 5% TOTAL INVESTMENT OUTLAY REQUIRED 501.32 100% Source: Irena (2016) It was also found that capital structure refers to the mix of debt and equity which the solar power business can use to finance their assets (Faccio and Xu 2015). It may consist of debt, equity, or retained earnings or a mix of these three. Since debt is typically cheaper than equity, use of more debt should be considered since it is likely to reduce the firms weighted average cost of capital (WACC) and therefore increase the value of the business (Robb and Robinson 2012). Moreover, use of debt helps to generate tax shield savings for the solar business firms (i.e. interest payments are tax deductible) and should therefore be encouraged. This is aligned with a number of capital structure theories, including the net income and Miller Modigliani (MM2) theories (Awan, Rashid and Zia-ur-Rehman 2011). However, high levels of debt may lead to bankruptcy or generate high distress costs for the businesses (Fan, Titman and Twite 2012). Therefore, in line with the trade-off theory, the solar business firms ought to find an optimal structure which maximises on the benefits of using debt, while minimising on the negative effects of using debt (DeAngelo, DeAngelo and Whited 2011). The average proportions of debt and equity in the solar power business capital structure were found to be 75:25 for India while the debt to equity ratio for Australia was found to be 4:1. The various options available to finance the capital structure of the solar power business are summarised in table 3.2 below: DEBT EQUITY RETAINED EARNINGS Debentures Ordinary shares Bonds Preference shares (including cumulative and redeemable preference shares) Loans Redeemable shares Warrants Source: Political and Legal Aspects of the Solar Power Business Document analysis showed that the Indian government generally had supportive policies and frameworks which played an instrumental role in enhancing the expansion of the solar power business in India. Under the National Solar Mission framework, document analysis has shown that the Indian government has stimulated the growth and expansion of solar energy through: offering solar power businesses a raft of tax exemptions, and offering attractive subsidies to solar power businesses (Mnre.gov, 2016). For instance, solar power businesses are allowed to import PV cells on an import-tax free basis. Other policies are focussed on offering incentives targeted at solar power generation and include depreciated income tax benefits of up to 80%. Policies supporting grid-based power allow solar power projects to attract up to 90% subsidy financing. These have reduced the costs for solar power businesses and also helped to provide capital for the business, thus ensuring the development and growth of these businesses. Similarly, document analysis showed that the legal framework in India had been configured to encourage the expansion of the solar power business in India. This legal framework comprised of the Electricity Act, 2003as well as the Energy Conservation Act, 2001(Ministry of Law Justice 2016). Importance of Solar Power Business to Rural Areas Attitudes related to the importance of solar power business in India were solicited from a sample of 100 consumers of solar energy in the country. 73 responses (representing a survey response rate of 73%) were obtained, and the findings are captured in table 3.3 below: Research Question Number of respondents YES NO Has the solar power business aided the growth of rural areas? 51 (69.9%) 22 (30.1%) Does this business help in generating employment opportunities for the people? 53 (72.6%) 20 (27.4%) Has this framework helped in the overall development of the rural areas in both monetary and non-monetary terms? 46 (63%) 27 (37%) Source: author Table 3.3 demonstrates that the majority of the rural dwellers were in agreement that the solar power business was important, insofar as it helped to stimulate growth in the rural areas, generate job opportunities for them, and facilitated monetary and non-monetary growth and development of the rural areas (EAI 2016). Summary of Data Collection and Analysis The findings and analyses presented in the chapter demonstrate that the average investment per MW for the solar power business in India is 5 crores while that in Australia is 9 crores. Rate of return analysis using the ROI as the key metric shows that the solar power business is viable (i.e. positive annual as well as lifetime ROI). The average proportions of debt and equity in the solar power business capital structure were found to be 75:25 for India while the debt to equity ratio for Australia was found to be 4:1. The political and legal environment was also found to be favourable for the solar power business, with the majority of solar power consumers in rural areas in agreement that the solar power business was important, insofar as it helped to stimulate growth in the rural areas, generate job opportunities for them, and facilitated monetary and non-monetary growth and development of the rural areas. Discussion of Results These findings align to the initial hypothesis that solar panel industry in India is still in an infancy stage and a lot many things are still to be discovered. As the table 3.1 shows, a single megawatt of solar power in India would require an investment of 501.32 lakhs (or 5 crore). This translates to 835,533.3 US dollars per megawatt of solar power, and compares favourably with the cost estimate of 4-6 crores given by CFD in the literature review. PV modules account for the bulk of the investment cost (up to 62%) of setting up a solar power business in India. Based on a similar breakdown of investment costs captured in table CSW above, however, it was found that the per MW cost of investing in a solar power business in Australia was much higher compared to India, with VDE giving investment cost estimates of 8-10 crores. With the initial investment costs known, it was possible to compute the expected rate of return for the solar power business in both India and Australia. The expected rate of return can be computed using the return on investment (ROI) metric (Lloret Romero 2011), which by definition is captured by the formula: ROI = (gain from investment investment cost)/investment cost Assuming optimum conditions (i.e. maximum number of sunny days possible in both countries), air mass, irradiation, temperature, and operation and maintenance activities, it was projected, in line with Efficient Carbon (2016) estimates, that each megawatt of installed solar power will generate 1.5 million units per megawatt each year. According to Sharma (2016), solar tariffs in India stand at 5 Rupees per unit. Therefore, each MW generated by a solar power business in India is expected to yield annual revenues of 7,500,000 Rs (or 0.75 crore) (i.e. 1.5m multiplied by Rs 5). The typical solar power module/plant has a useful life of 25 years, and will therefore generate lifetime revenues of 18.75 crore (i.e. 0.75 multiplied by 25). According to Efficient Carbon, average operating and maintenance costs as pegged by the Central Electricity Regulatory Commission were Rs.12.3 lakhs/year/MW for 2014-15. Assuming this shall remain constant over the projects useful life, total OM costs will be 3.075 crore (i.e. 12.3 lakhs multiplied by 25, and then converted into crores at the rate of 1 crore = 100 lakh). The difference between the revenues generated and the OM costs represent the gain from the investment, that is: 0.75-0.123 crores per year or 0.627 crores annually. Over 25 years, the gain will be 18.75 3.075 = 15.675 crores. Accordingly, this yields a lifetime ROI for the solar business in India of: (15.675-5)/5 = 213.5% or 8.52% every year. This is lower than the 15% rate of return projected by SAW. Replicating the same calculations for Australia will yield the ROI for the solar power business in Australia. Electricity cost in Australia averages 27.5 cents per kilowatt-hour (Brakels 2013). This generates total annual revenues of $412, 500 or lifetime revenues of $10,312,500. OM costs were found to range between $18 and $20 over the solar power business lifetime (average of $19) (Arena 2016). Over 25 years, the gain will be $10,312,500 - $19 = $10,312,481 (i.e. 524,118, 600.45 rupees or 52.41 crores). Accordingly, this yields a lifetime ROI for the solar business in India of: (52.41-9)/9 = 482.3% or 19.292% every year. This compares to the average rate of return of 16% earned by Australian solar power firms over the last three years, as per BGF. From the calculations, it is evident that the solar power business will yield positive ROIs for both India and Australia, but the returns are likely to be potentially higher in Australia than in India. Therefore, it is recommended that Australia offers the best investment arena for solar power business. Conclusion and Future Work 1page Conclusion The research sought to evaluate the business of manufacturing of and trading in solar energy panels, with specific objectives including: to undertake a comparative review of solar power business in India and Australia, to evaluate the future growth and potential of the solar power business in India, to evaluate the political and legal factors which affect the solar power business, and to evaluate the importance of solar power business in the rural areas. The research findings indicate that average investment per MW for the solar power business in India is 5 crores while that in Australia is 9 crores. Solar power business in both countries are viable (have positive ROI), with average proportions of debt and equity in the solar power being 75:25 for India and the debt to equity ratio for Australia was found to be 4:1. The political and legal environment was also found to be favourable for the solar power business, with the majority of solar power consumers in rural areas in agreement that the solar power business was important, insofar as it helped to stimulate growth in the rural areas, generate job opportunities for them, and facilitated monetary and non-monetary growth and development of the rural areas. Future Work Even though the research findings presented in this study have a high degree of reliability and validity, a number of limitations have exist, which future studies need to improve on. Firstly, the calculation of the rate of return has been done based on the assumption of constant solar tariffs. In reality, the historical trends have been such that solar tariffs have been declining. This is likely to continue into the future, as the cost of solar energy becomes cheaper due to factors such as technological improvements. Secondly, the calculation has also been based on the assumption of constant OM costs. In reality, due to factors such as inflation, these costs are likely to increase (Efficient Carbon). These assumptions have significant repercussions on the ROI, OM, and other components used to assess the viability of the solar power business, given that solar projects have an average lifespan of 25 years. Consequently, to get more precise estimates, it is proposed that future studies incorporate the time-varying effects of tax, inflation, and changing tariffs in their calculations (Solleder 2013). Moreover, the calculations made have been based on assumptions of optima conditions regarding the number of sunny days, air mass, irradiation, temperature, and operation and maintenance activities. More accurate calculations can be made by considering the actual conditions in both India and Australia, and future studies should look into this. The Reference List APVI 2016, PV in Australia 2014 - APVI. [Available from: https://apvi.org.au/wp-content/uploads/2015/09/PV-in-Australia-2014.pdf [ 16 October 2016]. Awan, TN, Rashid, M Zia-ur-Rehman, M 2011, Analysis of the determinants of Capital Structure in sugar and allied industry, International Journal of Business and Social Science,Vol.2, no.1. DeAngelo, H, DeAngelo, L Whited, TM 2011,Capital structure dynamics and transitory debt, Journal of Financial Economics,Vol.99, no.2, pp.235-261. EAI 2016, Central and State Government Solar Policies - EAI.in. Available from: https://www.eai.in/ref/ae/sol/policies.html [16 October 2016]. Efficient Carbon 2016, Frequently Asked Questions on Solar Power, Available from: https://efficientcarbon.com/services/energy/renewable-energy-advisory/frequently-asked-questions [16 October 2016]. Faccio, M Xu, J. (2015) Taxes and capital structure, Journal of Financial and Quantitative Analysis,Vol.50, no.03, pp.277-300. Fan, JP, Titman, S Twite, G 2012) An international comparison of capital structure and debt maturity choices,Journal of Financial and quantitative Analysis,Vol.47, no.01, pp.23-56. Irena 2016, Renewable Energy Technologies: Cost Analysis Series, Available from: https://www.irena.org/documentdownloads/publications/re_technologies_cost_analysis-csp.pdf [16 October 2016]. Lloret Romero, N 2011, ROI. Measuring the social media return on investment in a library, The Bottom Line,Vol.24, no.2, pp.145-151. Ministry of Law Justice(2016) The Energy Conservation Act, 2001 - Ministry of Law Justice. Available from: https://lawmin.nic.in/ld/P-ACT/2001/The%20Energy%20Conservation%20Act,%202001.pdf [16 October 2016]. Mnre.gov 2016, Ministry of New and Renewable Energy - Scheme / Documents. Mnre.gov.in. Available from: https://www.mnre.gov.in/solar-mission/jnnsm/introduction-2/ [16 October 2016]. Robb, AM Robinson, DT 2012, The capital structure decisions of new firms,Review of Financial Studies, p. hhs072. Sharma, S 2016, Will low solar tariffs hurt Indias sunrise sector? Available from: https://www.livemint.com/Industry/JiaWUtobFnSpiKhmx5P2fI/Will-low-solar-tariffs-hurt-Indias-sunrise-sector.html [16 October 2016]. Solleder, O 2013, Trade effects of export taxes,Graduate Institute of International and Development Studies Working Paper, no.08.

Core Dimensions Job Characteristics Model †Myassignmenthelp.Com

Question: Discuss About The Core Dimensions Job Characteristics Model? Answer: Introducation The five core dimensions of the job characteristics model by Hackman and Oldham are necessary. These include; task identity, skill variety, task significance, autonomy and feedback which are all highly influential on an employee's work outcomes regarding job meaningfulness and satisfaction and responsibility for outcomes(Liere-Netheler, K., Vogelsang, K., Hoppe, U., Steinhser, M., 2017). The successful completion of the Yates-Richmond merger will see employee Scott take a double dose of the responsibilities and duties of an Accounts Payable administrator. The accounts payable administrator is responsible for ensuring company bills are paid on time, bookkeeping and managing financial transactions(Johnson, 2014). Scott will also be responsible for ensuring that by using the appropriate variety of skills, track expenses and process expense reports ascertaining that the transactions for the services offered during the merger are not overcharged. Attention to detail is a critical component in determining task identity skills. The accounts payable administrator will need to show exemplary task identity proficiency especially in preparing and processing of electronic transfers and payments as well as developing an analysis of accounts. The company values will go a long way in motivating Scott to achieve Yates Mission statement. The mission statement is important in creating task significance in that an Scott will be more motivated if he feels that he duties are contributions to a larger cause within the organization. It will also guarantee personal job satisfaction and smooth transitioning of the Yates-Richmond merger. Executing Scott's duties will require him to arrange and schedule his time about the tasks that need to be completed. Tasks and objectives are to be completed in a prioritized manner, and for this to happen, Scott must be free and independent regarding decision making. In other words, he must be autonomous to be effective. He will also be in a position of interaction with a broad range of end users and service providers to the company. This will present an opportunity to get feedback about the services offered. Feedback is essential as it brings about knowledge of results according to Hackman. Since Scott works as both an Accounts payable manager and manages the investment account, it will be overwhelming to perform both duties effectively during the merger properly. Thus, comes the need to recruit one of the interns who will be the new Investment Accounts manager. Investment Accounts Manager Job Description Role- With the aim of expanding into the prime area of Queen Street Richmond, the account manager will ensure that successful and effective creation and management of asset allocations for both individual and corporate clients during the transition of the Yates-Richmond merger. To achieve this, the account manager will either craft the investment packages supplied to the clients or just oversee client transactions and expectations. They must also at all times possess a thorough comprehension of market trends and market conditions and a general economic outlook. Roles and responsibilities The account manager will act as the face of the company in the sense that he/she will be the company's representative offering client communication. The importance of delivering positive customer service cannot be overstated, and it can only be achieved by carefully listening to a client, understanding their needs and determining the appropriate course of action. It is the accounts manager's duty to win clients' repeat business. He/she will be responsible for managing the client's expectations; if disruptions occur, it is crucial for the manager to assess and resolve the situation quickly Prepare and compile the quarterly and annual reports of all transactions conducted in the sales department for the development of the account status reports. The account manager will conduct this duty with the help of an administrative professional, for example, a sales coordinator. Key Result Areas The efficient running of activities in this post will see the following areas experience positive results; Market analysis- The account manager will monitor both the domestic and international economic situations and based on this information assess the impact on investment to ensure the efficient management of portfolio(Miles, 2015). Teamwork Enhancement- By holding colleagues accountable for each others tasks, time and performance quality, employees will find it more effective working as a team and group work effectiveness will be enhanced. Asset management- The manager will, with the support of senior management, head up one or more product lines for example equity or fixed income by introducing an asset management system that will ensure that all personnel and departments are observing the agreed procedures(Satchell, 2016). Recruitment and Selection Plan Step 1- Advertising the position by providing clear highlights of the capabilities needed for the job that is general information, the purpose of position, minimum requirements and essential functions. Step 2- Using a resume screening tool to provide an objective process that will help eliminate unqualified applicants. Step 3- Conducting phone interviews as the 2nd form of screening. The interviews should not exceed 10 minutes. Step 4- Conducting face to face interviews with the use of predetermined questions that focus on the capabilities required for the job. The interview should not exceed 1 hour and should be held in a neutral place such as conference room. Step 5- Conducting potential employee assessment using the predictive index assessment tool to provide an accurate depiction of the potential employee's needs, behaviors, and core drives. Step 6- Secondary face to face interview to sell the position, explain compensation packages and offering the job. Recruitment and Selection Plan ACTIVITY RESPONSIBILITY WEEK 1 WEEK 2 WEEK 3 WEEK 4 Job advertisement Marketing Department Formulating the job description Print media advertising, for example business magazines Social media advertising Conducting word of mouth in networking events Resume screening Human Resource Department Reviewing CVs and Cover Letters Conducting video or Phone interviews Identifying top candidates Review the resumes to select the candidates for interview Face to Face interviews Human Resource Department Behavioral-descriptive question-based interviews Situational-based interviews 2nd interview for elucidating information and affirm prospective cultural fit. Invitation for candidates to meet the team. Final phase Hiring Manager Explaining Remuneration and compensation Offering of employment Hiring of the candidate Onboarding of the candidate Methods of Recruitment The four most popular methods of recruitment are; Job centers that are used for the helping the unemployed get jobs or training and are funded by the government. Job advertisements found in print and online/social media Recruitment agencies that work for a fee to provide employers with details for potential candidates. Word of mouth or personal recommendation such as from a colleague at work. Job advertisements and Word of mouth The advantage of using job advertisements for the recruitment of our candidate was that it was possible for our advertisement to reach a large audience hence increasing the chances of finding the most suitable candidate for the job(Nikolaou, 2014). The personal recommendation also went a long way as some applicants were already employees of the company and needed to climb the corporate ladder. Intern Selection There are several interns selection methods ranging from questionnaires, phone interviews, face to face interviews and aptitude tests. With aid from the supervising manager, a job description was created. The particulars were determined, that is, the timing and length of the internship experience were mapped out. I used questionnaires to find out how much the potential interns knew about the company and aptitude tests to determine their skill levels in particular fields(Rver, 2014). The aptitude tests were conducted face to face to maintain the authenticity of their work. Finally, a supervisor was assigned to each intern for offering close training and support and an intern coordinator was put in place as the link with management. References Johnson, P. (2014). Purchasing and supply management. McGraw-Hill Higher Education. Liere-Netheler, K., Vogelsang, K., Hoppe, U., Steinhser, M. (2017). Towards the User: Extending the Job Characteristics Model to Measure Job Satisfaction for ERP Based WorkplacesA Qualitative Approach. Miles, L. (2015). Techniques of value analysis and engineering. Miles Value Foundation. Nikolaou, I. (2014). Social networking web sites in job search and employee recruitment. International Journal of Selection and Assessment, 22(2), 179-189. Rver, C. (2014). Testing ESL pragmatics: Development and validation of a web-based assessment battery. Peter Lang. Satchell, S. (2016). Introduction. In Asset Management (pp. 1-8). Springer International Publishing

Essay about Chartism Womens Suffrage and National Political Movement Example For Students

Essay about Chartism: Womens Suffrage and National Political Movement Chartism was a working-class political movement calling for the extension of the franchise that emerged in the mid-1830s. Motivated by a sense of ‘betrayal’ by the actions of the Whig government and the impact of a deep economic depression between 1837 and 1842, it saw political reform as essential if the living and working conditions of working people were to be improved. The power of the spoken and written word played a central role in Chartism and the foremost demagogue of the movement was Feargus O’Connor, whose rhetoric in all its ambiguity and exaggeration was published in his newspaper, The Northern Star. His speech at York, reported in the Star on 6 July 1839, was in favour of a motion that: â€Å"every male adult of the kingdom ought to have a voice in making the laws by which he is governed† and gave voice to the pent-up emotions of a working-class that was denied access to the levers of political or economic power. Your introduction needs to take the form of something like this. It provides a context for the document, identifies the circumstances in which the speech was given and recognises that ambiguity and exaggeration was (and still is) a central feature of political oratory. The problem with what you’ve written is that, although you address the issue of the three explanations for Chartism’s support you do so in a general way and do not focus sufficiently on the source. I would be inclined to divide your piece into five sections: introduction, economic, national political movement and inclusive cultural community and conclusion in which you address the issue of which, if any, is stressed most strongly by the speaker. What you’ve written is a commentary using secondary sources to sustain your argument. You need to be very clear what your argument is and how the source reinforces that argument. The introduction I’ve written is all you need to start. Omit any discussion of Cartwright, his significance was to the period between 1815 and 1820 although the principles he espoused were evident in the Charter. But then the Charter was an expression of radical, mass platform ideology that can be traced back to the mid-eighteenth century. The campaign for democratic reform began around the Battle of Waterloo and fluctuated alongside economic pressure. In 1838, the democratic reform was reborn as ‘Chartism’. Chartism became a national political movement, a group of people working together to achieve a political goal, and was one explanation for the support of Chartism. The creation of the ‘People’s Charter’ (1838), incorporated the principles of Cartwright, proposing all that the poor and working class desperately needed. Chartism gave the people a voice and with that voice, gave the solutions they sought. One answer to people’s woes was addressed by the speaker of the extract, which was, â€Å"a fair day’s wage for a fair day’s work†. FLOW The motion favoured at this meeting was Universal male suffrage – i.e. all adult males over 21, of ‘sound mind’not undergoing punishment for crime, should have the vote’. QUOTE ASS BOOKLET Althou gh this was a radical step, they omitted to go above the hierarchical nature of British society at the time and include the vote for women. Women, ‘seldom spoke on public platforms’ (Thompson, 1984, pp 120-1, RB, pg 39), however, Lovett, amongst other Chartists, were in agreement that women should have the vote. There are two separate economic issues within Chartism though O’Connor and addresses both. First, there was the issue of the ‘Old Corruption’, a radical concept that can be traced back to the 1810s that focused especially on the inequities of taxation, jobbery and trade burdened by tariffs that particularly impacted on the working-class. Chartism sought to address the privileging of the interests of the rich over those of the poor. Secondly, there was the specific issue of the economic depression in the 1830s and the ‘destitution’ it caused that acted as the ‘trigger’ for protest after 1838. .uecf38dc0216c8260b0b802d53a4cec44 , .uecf38dc0216c8260b0b802d53a4cec44 .postImageUrl , .uecf38dc0216c8260b0b802d53a4cec44 .centered-text-area { min-height: 80px; position: relative; } .uecf38dc0216c8260b0b802d53a4cec44 , .uecf38dc0216c8260b0b802d53a4cec44:hover , .uecf38dc0216c8260b0b802d53a4cec44:visited , .uecf38dc0216c8260b0b802d53a4cec44:active { border:0!important; } .uecf38dc0216c8260b0b802d53a4cec44 .clearfix:after { content: ""; display: table; clear: both; } .uecf38dc0216c8260b0b802d53a4cec44 { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .uecf38dc0216c8260b0b802d53a4cec44:active , .uecf38dc0216c8260b0b802d53a4cec44:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .uecf38dc0216c8260b0b802d53a4cec44 .centered-text-area { width: 100%; position: relative ; } .uecf38dc0216c8260b0b802d53a4cec44 .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .uecf38dc0216c8260b0b802d53a4cec44 .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .uecf38dc0216c8260b0b802d53a4cec44 .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .uecf38dc0216c8260b0b802d53a4cec44:hover .ctaButton { background-color: #34495E!important; } .uecf38dc0216c8260b0b802d53a4cec44 .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .uecf38dc0216c8260b0b802d53a4cec44 .uecf38dc0216c8260b0b802d53a4cec44-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .uecf38dc0216c8260b0b802d53a4cec44:after { content: ""; display: block; clear: both; } READ: Women's Suffrage and National Political MovementThe critical issue is what did the speaker meant by an ‘inclusive cultural community’. Although women’s suffrage was an issue for some Chartists, it had largely been side-lined by 1839. The critical division within Chartism was between the inclusive radicalism of O’Connor and the exclusive artisanal radicalism of William Lovett: while both O’Connor and Lovett wanted universal manhood suffrage, Lovett was prepared to accept that the working-class would be enfranchised gradually while O’Connor saw the working-class as a unity to be given the vote all at the same time.I‘ve appended a Kindle version of my recent book Sex, Work and Politics: Women in Britain 1830-1918 that includes a section on Chartism. You can download the Kindle app on your computer and then click on the file and it’ll end up on the app. I agree that you’ve adopted a 21st century view. Excluded Archaic language = elevated (him that liveth forever) EPIC SPEECH. the passionate way in which the speaker delivers the contrasting lifestyles of both the working class and the rich emphasises the impact of economic pressure. This is re-enforced by, â€Å"The rhetoric of Chartism was steeped in Christianity: as Ernest Jones put it in 1850, ‘Christ was the first Chartist, and Democracy is the gospel carried into practice’ (p. 338) The audience were caused to feel an array of different emotions, as did I, throughout the extract, with his comparisons. The men of the audience are addressed as, ‘brethren’, men of a male religious order. By creating contrasting religious imagery to that of Parliament being, ‘unnaturally elevated’ and them building their own ‘Established Churchbuilt in injusticenurtured in blood’, he portrays the audience as innocents opposed to those in power being of an evil force. By the Chartist speaker giving the movement a shared religious interest, incorporating the economic situation, I believe that this extract, together with the evidence found; both the economic pressure and national political movement go ‘hand in hand’ when it comes to strongly supporting the Chartist movement.

Preparing For General Knowledge Test Essay Topics

Preparing For General Knowledge Test Essay TopicsThe General Knowledge Test (or GMAT) is probably the hardest subject for students to master. Many schools will require at least one essay in your background on this subject, and many students tend to write poorly because they just don't know much about it.You can take the test and get a score in minutes, but you're probably not familiar with a whole world of information. They also use SAT and ACT as their measuring stick, but they are comparing this test to these tests. In fact, there are more specific features in the General Knowledge Test (with the exception of Quantitative Reasoning) than the SAT and ACT.But before you begin your preparations, be sure that you know the material for this exam, even if you have studied and memorized it already. That way, you can see how they will assess the things you've already learned.To prepare for this exam, you can prepare in more than one way. For instance, you can take practice tests with inter esting topics, or test yourself. There are lots of online sites where you can take online tests, or books you can buy to test yourself. These are all good ways to test yourself, but they don't provide you with enough information to be prepared for the exam.In fact, there are some other things you should do before taking the test, but many people never think of it. One of the things you should do is take a lot of practice tests, so that you will know exactly what questions are on it. This will make you focus on the test and make you ready for all the sections that you can't prepare for.By doing this, you will learn how they solve the main problems and how to approach them. This is what makes this exam harder, since there are many parts to the exam. That's why taking lots of practice tests is so important.Before you take the test, you should read as much as you can about the topic. Read as much as you can from all the websites that explain how it works. Read as much as you can from th e booklets, and practice your answers. Don't forget that you'll need to write an essay.Finally, when you take the test, make sure that you write something worthy, or write something that will be useful to the school. They will be using this information, so they want to see something from you that isn't just right, but actually useful.

Whats Eating Gilbert Grape Essays - English-language Films, Films

Whats Eating Gilbert Grape What's Eating Gilbert Grape portrays a family that is dealing with the trials, tribulations, and also great times of having a member with a disability. The Grape family consists of Gilbert, Ellen, Amy, Mama, and of course, Arnie. The Grape family lives in an isolated town of Endora in a house that seems to be in shambles since their father died. In the beginning, Gilbert's voiceover states that ?living in Endora is like dancing to no music,? which one can definitely relate to after viewing this touching film. Gilbert Grape is a young man that has been impeded by more burdens than any man ought to have in an entire lifetime. He stocks shelves and delivers groceries for a local store, Lamson's Grocery, whose business has been deserted by the new supermarket in town. The movie begins with the ?yearly ritual? of Gilbert and Arnie watching the caravans that pass along the road. Gilbert's adversity seems to have started when his father hung himself seventeen years ago in their basement, which in turn drove his mother to obesity and a life confined to only their home. His mother has become a ?burden? on him and he feels ashamed and humiliated by her. Gilbert even regards to his mother as ?a beached whale,? and at one point lifts a young boy to the window to experience the sight of her. Gilbert's mother is not his only complication; he is having an aimless affair with a frustrated housewife, Betty Carver, whose rash sexual demands have placed much apprehension on him. Gilbert's brother Arnie, who is mentally challenged, needs constant supervision, which places many ongoing responsibilities on Gilbert, as well. His oldest sister, Amy, is a very caring woman that tries to take on many responsibilities herself and the youngest sister Ellen, who is only fifteen, has many issues with her family that she is trying to overcome, as well. Becky, a young girl that traveled into town with her grandmother and their caravan found romance with Gilbert and a certain connection with Arnie accordingly. Arnie is not your average boy; he is mentally challenged and was not expected to live to see his tenth birthday, let alone, his eighteenth, which he surpasses in the movie. Arnie is associated with many heights in the movie as he is regularly seen dangling from the roof, climbing trees, and of course, his ritual of scaling the water tower. Although Arnie loves the heights, he can not seem to conquer the depths as he will not venture to the basement of the house. ?I don't want to go down there, Gilbert; Dad's down there,? thus voicing the repressed fear that no one in the family will, or can put into words. Arnie's water tower escapades are a source of great aggravation to the police, yet are greeted by the locals with an understanding of occasion and courteous applause when his feet are firmly planted back on the ground. Arnie obtains a fear of water when Gilbert abandons him in the bathtub for the night, and does not over come his apprehension until he flees to Becky after a fight he had with Gilbert. Bibliography: none

How to Add WordPress Push Notifications to Your Site (3 Easy Steps)

Catching the interest of your visitors is a tough endeavor, but nowhere near as difficult as keeping them on board for the long term. One of the newer ways to succeed in doing so  is to figure out the best ways to reach users  outside your website  Ã¢â‚¬â€œ hence the need to consider adding WordPress push notifications.WordPress push notifications enable you to set up a direct line of communication with  your audience. Theyre far more straightforward than emails and are more engaging than regular campaigns. If you learn  how to deploy them, they can become a huge boon to your site.In this article, well explain why WordPress push notifications are so useful. Then, well guide you through the process of setting them up on your site using the free OneSignal plugin. Lets get cracking!What push notifications are (and why you should use them)WordPress push notifications are simple to understand and put in place. If youve used either  Android or iOS, youre familiar with apps send ing you notifications even when theyre closed – those are push notifications. Websites can do the same thing even if youre not browsing them at the moment, as long as youve got your browser running. Heres what a desktop notification looks like  on Mac OS X:Push notifications can come in handy in several situations, like:Notifying users about new posts on your website.Letting subscribers know when you add  a new product to  your eCommerce site.Making significant announcements – concerning events and such – to your user base.Aside from these types of practical reasons, its worth noting that push notifications are a great tool to increase user engagement [*]. The key is to update them only concerning important stuff, so they wont start ignoring your notifications. Dont think about push notifications as a replacement for email lists or social media channels. Theyre simply another means of direct contact, with the added benefit of being able to provide real-tim e updates to your visitors.How to set up WordPress push notifications (in 4 steps)Before we jump into the technical stuff, its important that you back up your WordPress site. You should always do this before adding (or removing) any major features from your website, in case something goes wrong. In fact, you should be doing it regularly, even if you dont implement any significant changes. Check out our  guide on how to back up WordPress  with several options.For the purposes of this tutorial, well use  the OneSignal plugin to set up WordPress push notifications. Its not the only option out there, but its one of our favorites. If youd prefer to check out an alternative, take a look at the  Push Notifications for WordPress  plugin.Step #1: Set up the OneSignal plugin OneSignal Web Push Notifications Author(s): OneSignalCurrent Version: 1.17.9Last Updated: October 1, 2019onesignal-free-web-push-notifications.1.17.9.zip 82%Ratings 1,537,858Downloads WP 3.8+Requires On eSignal is a one-stop solution for WordPress push notifications. It supports both desktop clients (Chrome, Safari, and Firefox) and Android systems (theres no iOS support yet). Once enabled, your visitors can opt-in to receive notifications each time you publish a new post (or custom post types) through the WordPress editor or a third-party platform.The first thing we need to do is install and activate the plugin as per usual:When thats done, a  OneSignal Push tab will appear in your WordPress dashboard. Click on it, and youll be redirected to a setup tab to finish configuring the plugin. Read through the  Overview and then head to the  Chrome Firefox Push tab:The plugin includes step by step instructions (with screenshots) for adding both services, so it would be redundant to repeat them here. Follow the procedures for Chrome and Firefox, and then head to the  Safari Push tab if you want to add those notifications as well. Safari notifications only work on the macOS versio n, though, so keep that in mind.With that out of the way, lets go about adding WordPress push notifications to our website.Step #2: Configure automatic notificationsAs I mentioned earlier, OneSignal WordPress push notifications only appear when you publish new content to your site. That includes both regular posts and custom post types. The plugin enables you to set up notifications manually by ticking a box next to the WordPress editor on your posts:If youd rather automate this process, go to OneSignal Push Configuration in your WordPress dashboard. Now scroll down and locate the  Automatic Notification Settings section.Turn on the first option, as seen above,  et  voilà  . Your subscribers will automatically receive notifications each time you publish a new post. You can also replace the default OneSignal logo on the notifications with your posts featured images, by heading up to the  Sent Notification Settings section:Enable the corresponding option, and youre all set!N ow its time to configure an  opt-in for our notifications.Step #3: Add a notification opt-inOur WordPress push notifications are ready to go, but weve still got one step to complete. Before users start receiving notifications, they need to agree or  opt into the program (hence the term opt-in). Here what a OneSignal opt-in looks like on Safari:To do this, lets return to OneSignal Push Configuration. Inside, locate the  Prompt Settings Notify Button section:The setting we need to turn on is first on the list:  Automatically prompt new site visitors to subscribe to push notifications. Do so and then feel free to play around with the rest of the settings next to it. The Notify button option, for example, enables a small notification button in the bottom right corner of your site, which enables users to check recent notifications.ConclusionWordPress push notifications are an effective tool that can increase your sites engagement with little effort. As long as you keep producin g quality content, it stands to reason that users will be interested in checking it out – all youre doing is providing them with the occasional reminder to do so.If that sounds like a winning formula to you, here are the steps you need to know to add WordPress push notifications to your site:Install the OneSignal plugin.Configure automatic notifications using the plugin.Set up a notification opt-in for your visitors.What do you think about WordPress push notifications – are they a gimmick or a useful tool? Share your opinions with us in the comments section below!