1. The Statute on workplace safety requires that an employer should ensure, so far as is
reasonably practicable, the health, safety and welfare at work of all full and part time employees, and also those not in direct employment who may be affected by acts or omissions at work. However, it is also the duty of employees to take reasonable care for their own health and safety and also that of other persons who may be affected by their acts or omissions at work, for example by complying with all notices on health and safety that are posted.
If a workplace visitor is hurt due to an act of negligence by an employee then the employee may be held solely responsible. F
An employer has responsibility for the safety of visitors to his factory. T
Employees have negligible responsibility for workplace health and safety. F
2. Today’s historians aim to construct a record of human activities and to use this
record to achieve a more profound understanding of humanity. This conception of their task is quite recent, dating from the development from 18th and early 19th centuries of scientific history, and cultivated largely by professional historians who adopted the assumption that the study of natural, inevitable human activity. Before the late 18th century, history was taught in virtually no schools, and it did not attempt to provide an interpretation of human life as a whole. This is more appropriately the function of religion, of philosophy, or even perhaps of poetry.
That which constitutes the study of history has changed over time. C
Professional historians did not exist before 18th century. C
In the 17th century, history would not have been thought of as a way of understanding humanity. T
3. Whilst having similar effects on employees, there tend to be major difference
between a merger and an acquisition. In an acquisition, power is substantially assumed by the new parent company. Change is often swift and brutal as the acquirer imposes its own control systems and financial restraints. Parties to a merger are likely to be evenly matched in terms of size, and the power and cultural dynamics of the combination are more ambiguous, integration is a more drawn out process.
During an acquisition, there is often more overt conflict and resistance and a sense of powerlessness. In mergers, because of the prolonged period between the initial announcement and full integration, uncertainty and anxiety continue for a much longer time as the organization remains in a state of limbo.
There tends to be a major power difference between parties in an acquisition. T
Mergers and acquisition tend to have distinctly different impacts on employees. F
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