Ethical Integrity Essay Example for Free

Ethical Integrity EssayThis paper will deal with the concept of ethical integrity sexual congress to the economic crisis of 2009. In order for this concept to make any champion, it must be a social ethic, guides to life and behavior for living in society. hardly the current state of western economics mas made it clear that revolutionary ideas need to be introduced into our conceptions about ethics, largely utilitarian and relativist.In this paper, the damage through with(p) to western economicsand the public perception of economicswill be seen through the eyes of four very different, but complimentary authors John Locke, capital of South Dakota Proudhon, Murray Bookchin and GWF Hegel. All three will be used to deal with the elements of ethic integrity in a time of radical dissatisfaction with the view quo a status quo where the state and the merged governance of the western world is coming into question like never before.Proudhon was a revolutionary that functi nonpareild in the tradition of Locke. He takes the experience of free peoples that was so dear to Locke in forming the state and takes it one step further that the state, as outlined by Locke, is not necessary at all, if the primary(prenominal) basis of it is the contract in defense of natural rights. The state, in this view, seems to be an unnecessary middleman that always grows far beyond the bounds the libertarians like Locke sample to imprison it (George, 1922, 534).For Proudhon, then, all politics is coercive and power hungry, and hence, Lockes libertarian theory just provides the groundwork for later tyranny and statism. Proudhon is the creator of a system fo exchange called, for lack of a better phase, mutualist anarchism. What Proudhon saw in his day (the late 18th century) was the wild industrialization of life, the making of quick fortunes and the radical instability of life that was the lot of the average worker and small business man. Such a view would fit to our own day as we ll. provided what Proudhon envisaged is the dismantling of the central state and the large corporate behemoth into t mutualist federation of communities (George, 1922, 535). For him, the man was not a citizen, for that was a mystification with no meaning. He was primary a producer an industrial worker, farmer, fisherman or banker. It was here that his economic worth was found. All otherwises, the state and the corporate boss, were mere parasites that produced nothing. nevertheless if the ethical option of revolution is a proper one, then what would replace the huge modern state?This is the essence of mutualism the morally integral mortal manifests his integrity by making and keeping contracts with other people and communities (George, 1922, 538). Anarchy for Proudhon is the moral force that binds individuals and communities to contracts, contracts which represent mutual agreement. If this is the case, then the state makes little sense the force that binds is the friendship whose moral force as well as ones reputation serve to cement ties one person (producer) to another.In other words, each community of producers, functioning in the larger community of diverse members, have their worth in their skills in a trade or producers association this means that the function of this skill in the society requires a moral approach to contracts by refusing to hold up ones side of the bargain will expose the person in question as morally fraudulent and hence, outside of the system of mutual exchange, and hence, unnecessary to say, broke.Mutualism means moral integrity because one ability to exchange goods and services by way of contract is the basis of an orderly society, not the flush of the state or the creation of needs by corporate bosses. The nature of revolution, then is the gradual taking of political power away from the sate and the corporate boards by these societies of mutual aid producers organizations of farmers, mechanics, etc.Hence, what Locke began as t he contract among free property holders to create a state is taken to its beside level workers and producers protecting their autonomy by joining in associations to function on the basis of mutual aid, guaranteed by contract and personal reputation. In other words, Proudhon takes Locke to the next level from the mutual aid of property holders to the mutual aid of all producers (Proudhon, 1977, 12ff).In both cases, the idea of contract and mutual aid is central, but, since Proudhon is indite in an already industrialized time (Locke, right at the beginning), much has changed since Locke wrote, and the world of industry and finance has destroyed individual autonomy, not enhanced it. As in our own times, both the state and the corporate actors have grown into a symbiotic monster that sucks the average worker dry in taxes and debt.The human race is that no rational person can look at the economic system in the western world in 2009 and claim that it has protected autonomy, community a nd property it has done exactly the opposite. Hence, this papers focus the creation, basis and reaction of the morally integral person to this crisis.

Human resources and Induction and Orientation

Human picks and Induction and OrientationHuman resource management is the focal site of modern day organizations as they gear towards enhancing their competencies in a highly competitive environment. As such, organizations adjudge had to contend with numerous challenges ranging from changing technology to the deprivation of adequately skilled pruneers. Strategies, which ensure that organizations perform at their very best atomic number 18 a high-end commodity and all professionals involved be hard at work in order to devise the most effective of them. As cotton uped by Jackson and Mathis (20086), human capital is critical in enhancing an organizations core competency. Therefore, right on from the initial stage of recruitment to full assimilation into the workplace, human resource departments ensure that human capital is developed efficiently. Inductions and drutherss create locomote signifi notifyt in human resource development and a constant feature in most training pro grams. As the words suggest, such programs sue to acquaint the employee with their spick-and-span working environments and ensure that they adjust amicably. This paper seeks to evaluate conclusion and orientation, understand these concepts concerning their meanings, purpose, benefits, roles played by employers and employees, and provide an illustration of such a program. It has been a disposal for most organizations to plan for such programs and later on fail to implement them. However, organizations can no longer do this, as they cannot afford to lose employees nor have inept workers.DefinitionsOrientation/ InductionJackson and Mathis (2008) define orientation as a planned process whereby unusedly recruited employees are introduced and familiarized with their bran- recent workplace. This includes meet their co-workers and being acquainted with other aspects of the organization. In addition, orientation may include such simple topics as the location of a feature department and such complex issues like career development. Stirzaker (2004) asserts that induction, as a planned process is capable of benefiting entire organizations and specific individuals. This is so because it allows new employees to acclimatize to their new jobs and become fully committed and productive employees at a fast pace. In addition, Carrell, Elbert, Hatfield and Grobler et al, (2002) stipulate that induction is an integration process, which allows new employees to become part of an organization by learning and understanding their environment and responsibilities. On the other hand, Meyer (1999) adds the aspects of organizational goals, values, policies, and protocols as part of the factors address during the induction process. More often than not, these two terms are used together with orientation being reflected as the initial introductory stage and induction as the ongoing process of familiarization after orientation. Moreover, a indication arises in the fact that orientat ion takes place indoors a short period contrary to induction, which is systematic, and spans throughout the employees eldest years of employment.Objectives and Purposes of Orientation/InductionEmployers occupy in long processes of employee recruitment and selection in search of individuals who are competent in their areas of specialization. As they do so, employers contemplate how the new recruits will serve their organization and realize high performance levels. It is important to note that getting the best value out of an employees abilities starts at their offshoot encounter with the potential employer. Ideally, at this initial stage the employer must set them up for success. In order to do so, employers must chuck into consideration numerous aspects of human resource management, which, lastly serve as the objectives of the orientation and induction process.Orientation and induction aims at enhancing comfort in new employees by reducing any anxieties or capable negative emo tions. Compton and Nankervis (2009184) indicate that induction programs need to consider the feelings experienced by employees during their initial days in the new workplace. Indeed, employees often exhibit tendencies of fear and disinclination to engage fully in their duties during their first days cod to various issues. For instance, it is likely that a new employee will be unaware of where a particular department or is within the organization. They may fail to ask for directions because they are afraid or anxious about other employees perceptions of them. Consequently, there is a likeliness that they will waste time dwelling on their state of discomfort or trying to locate the department. Organizations can plan to have new employees lie with various locations in order to ease their discomfort. Furthermore, employers aim at creating an impression by appealing to the employees psyche while assuring them of their remarkable competencies and abilities. In addition, orientations a nd inductions can involve having individual sessions with the new employees and instilling in them the organizational spirit of cooperation. This objective spills over to enhancing employee satisfaction and thus reducing turnover rates, absenteeism, and other hindrances to higher(prenominal) productivity.Orientation and induction not only allows new employees to adjust to their new workplace however it also offers tentative information about their duties and responsibilities. Abernathy and Bell (20103) highlight that induction provides employees with knowledge on the organizations structure and on how they can utilize different available resources in enhancing their performance. In gaining this knowledge, employees are able to develop mediocre expectations on their new roles. New employees often have limited knowledge on the organization and the induction process ensures that any existing gaps are addressed and as Evans and Verlander (20064) explain, emphasis is put on ensuring th at employees understand the organization and its operations accordingly. At the end of the orientation and induction, new employees are fully socialized and have understood and accepted the values and systems found within the organization. This implies that they are able to communicate effectively with the management, develop a sense of belonging and contentment with their new jobs and to gain high enthusiasm for hard work. Essentially, orientation and induction serves an informative and motivational role in enhancing employee productivity. Lawson (200719) emphasizes that orientation and induction processes need to incorporate cognitive, affective, and behavioral forms of learning. Cognitive learning will instill information about the organization affective learning promotes the development of positive employee attitudes while behavioral learning serves to try the employees skills and abilities.Employer and Employee ObligationsOrientation and induction programs involve the partici pation of both the employer and new employees. From the initial stage of adjustment, these two players serve different roles. Carrell, Elbert, Hatfield and Grobler et al, (2002) showcase that at the orientation build human resource managers are obligated to meet the new employees and provide them with descriptions of their duties and responsibilities. They also provide details on the organizations chain of command and information on employees supervisors and expected protocol. While they do this, managers give room for employees to interact with their colleagues or team members. This interaction also allows them to learn the roles played by other employees within the organization. The employer also stipulates the organizations expectations of the new employee as well as the present conditions of work. This involves informing them of the organizations values, mission statement, and vision. Most importantly, they point out the significance of employees aligning their individual objec tives with those of the organization. In addition, they must ensure that they ease the new employees discomfort, peak their interests in the organization and work and provide any information regarding work.Furthermore, Bennet and Graham, (1990) indicate that human resource managers are also expected to acquaint the employees with the physical facilities within the organization by giving them a tour. Apart from these obligations, employers also need to inform new employees of any existing laws, regulations, and policies with respect to their jobs and conduct. Other issues that need to be addressed by employers include accommodation, transportation, and payment procedures among others. New employees must be acculturated from their very first day in the organization. Managers must ensure that the organizational culture is reflected in the orientation and induction in order to ensure that employees are a superb fit for the organization.Benefits of Orientation/InductionOn EmployeeAccord ing to Gibbs and Maxwell-Crawford (20034), research has indicated that well planned and implanted orientation and induction programs accrue major benefits. As the new employees are acquainted with their new roles, they are able to gain confidence in their new job. Enhanced familiarization allows for high productivity and peaked individual performance, as employees are able to work comfortably. This comfort reflects a lack of fear or anxiety and heightened positive attitudes towards work, colleagues, and managers. As employees gain knowledge on the organizations culture, they are able to assess their level of compatibility with the organization. Indeed, they manage to weigh the benefits of working for the organization with respect to such factors like career development. At this early stage, it is quite discriminatory for an employee to acknowledge whether this organization will serve their needs. They establish whether there are training programs, promotion and other appraisal stra tegies, which will foster their career development. If thus an organization does not offer what they need, then they are able to cease progress and thus avoid future disappointments.Akdere and Schmidt (2007 326), propose that orientation and induction programs are significant in nurturing employees views on leadership and vision. As they learn about the organizations goals, they understand the significance of these aspects. This allows them to develop working strategies, which aim at ensuring that the organizations vision is upheld. During orientation and induction, new employees are welcomed warmly and as the organization reinforces the employees significance, they develop a sense of worth and value. Consequently, they become more motivated and indeed decide to work there. Essentially as highlighted by Hamilton (2002), the new employees first impression of the employer plays a major role in their decisions to either progress with work or change their employment.On EmployerEarly t urnover is a challenge, which plagues most modern organizations. Johnson and Westwood (20041) highlight that in the future, organizations will experience a scarcity of work force due to increased rates of employee turnover. It is at the orientation and induction stages that the risk of early turnover can be addressed. Indeed, studies have shown that beginning employees engaged in induction programs are less likely to terminate their current employment (Ingersoll and Smith, 2004). Orientation and induction fosters retention in numerous ways. First, when employees are provided with adequate knowledge on the organizations procedures and support systems, they are influenced by the ease with which they execute their daily duties. In addition, the socialization process, which occurs during such a program, promotes the development of individual and collective relationships amongst colleagues. This interaction builds a perception of team spirit and cordial working relationships, which event ually amount to high productivity and competent performance. These factors not only reduce early turnover, but they are also responsible for an earlier increase of employees productivity, commitment and work efficiency.Employers also avoid other negative effects, which often accompany early turnover. These cost include reduced revenue, and productivity, high recruitment costs, unfavorable publicity, and loss of competitive advantage. Orientation and induction programs serve as a platform for the employer to weigh an employees competence and behavior. Furthermore, as new employees are highly susceptible to taking on an organizations culture, employers are able to influence and observe the employees potential for assimilation into the company. Orientation is a stage for instilling value and laying an impeccable foundation for excellence, which will ensure that new employees utilize their abilities maximally.Sample of Orientation/Induction ProgramThe orientation and induction program must be planned carefully in order to enhance its effectiveness. Prior to the beginning of the program, all necessary requirements should have been put in place for smooth implementation. This involves notifying current employees of the arrival of the new employees, setting up offices and relevant facilities among others.Complementary for OrientationSample Orientation ChecklistOn their first day, new employees are expected to fill in forms stipulated in the processing-in checklist.Name of EmployeeDepartmentOrganization Policies and ProcedureCompany HistoryOrganization Chart ladder of the CompanyClassification of EmployeesInsurance BenefitsLife InsuranceWorkers CompensationOther BenefitsChild CareHealth ServicesHolidaysInduction KitThe induction outfit may comprise of participant materials and guides. Lawson (31) highlights the use of organization materials like policy guides and maps among others.Sample Orientation/Induction ProgramTimeActivity800- 900 a.mProcessing-In900- 1000 a.mW elcome by Organization CEO1000- 1100 a.mMeet with supervisor1100-1130 a.mTea1130-1230Tour of the premises and facilities1230 -100 p.mIntroduction to team members and colleagues100- 130 p.mLunch130- 230 p.mProviding mentors230- 330 p.mViewing the organizations documentary pictorial matter330- 430 p.mQuestions and AnswersTimeActivity800- 900 a.mProcessing-In900- 1000 a.mWelcome by Organization CEO1000- 1100 a.mMeet with supervisor1100-1130 a.mTea1130-1230Tour of the premises and facilities1230 -100 p.mIntroduction to team members and colleagues100- 130 p.mLunch130- 230 p.mProviding mentors230- 330 p.mViewing the organizations documentary video330- 430 p.mQuestions and AnswersSample Induction CourseTimeCourse8 30Organization Structure, Vision, Mission and Objectives10 30Tea with group members11 00Ethical Regulations12 30Lunch with Supervisor13 30Conflict Resolution Procedures14 30Group Interaction16 00Discussion and Review

Creditor and Debtor Relationship in Contract Law

Creditor and Debtor Relationship in let LawFor an agreement to become binding, the parties must show that they supplied consideration Currie v. Misa (1875)1, and such consideration may pull through of either in almost righteousness, interest, profit, or benefit accruing to the one party, or some forbearance, detriment, loss, or responsibility given, suffered, or under behaven by the other. In simple terms, it bureau that each party must do or give something in return, for what is acquired from the other party. Thus, if a party wishes to sue upon an agreement, it must first show that they themselves provided some form of consideration to the other Tweddle v Atkinson (1861)2. Hence, consideration is an integral component for the implementation of contracts. Pollack, provides a simpler explanation that it is an act or forbearance of one party, or the promise thereof, is the price for which the promise of the other is bought, and the promise thus given for value is enforceable3. And , it is this very definition which Lord Dunedin embraced in the fireside of Lords (HOL), in pneumatic Tyre Co Ltd v Selfridge and Co Ltd (1915)4, a seminal case on the issue of consideration.Consequently, it begs to reason that a promise to forbear part of your consideration, as final settlement, does not make much sense in light of Mr. Pollacks definition. Yet, Sir Edward Coke, created a third estate law exception in Pinnels Case (1602)5 that where a debitor promises to provide, as final settlement of the debt, a lower sum which the creditor accepts, will provided be binding, provided that the creditor accrues some extra benefit, for the loss suffered. This case was affirmed by Baron Alderson in Sibree v Tripp (1846)6, on the basis that solo where the debitor is bound to do something more than what he was already bound to do, in the superior contract, post his part payment be considered acceptable. These extra elements, ranged from providing the debt at an earlier date, to providing chattel instead of money and lastly, providing the debt at another location7, then the one prescribed in the original agreement. The rule in Pinnel was later applied by the HOL in Foakes v. Beer (1884)8, where the court upheld the claim of the debtor for the remaining balance of the sum owed, despite, the humans of a promise by the debtor to forgo the balance. The court reiterated that a promise to forgo part of a debt owed cannot itself form enough consideration, to withh old(a) the debtor form exercising his strict legal right. This approach was recently adopted in Re Selectmove Ltd (1995)9, where the COA held that a reiterated promises to do the same, which you are already bound to do, can only amount to valid consideration if the other party was to receive a practical benefit.These cases opened the gates on the issue of the creditor and debtor race and how the law of contract gradually eased its restrictions on debtors. Slowly, yet gradually, equity came to the resc ue of the debtors, thus, in the process creating exception to the principles founded in Pinnel. But for the time be where a debtor does not provide an added benefit for his part payment, and the creditor accepts the lesser sum surely common law, as per the decision in Pinnel Foakes would not obturate the creditor from enforcing his strict legal right, post acceptance of the lesser sum. This very question was the focus of the case, Hughes v Metropolitan Railway Co (1877)10 where the equitable doctrine of promissory estoppel came into existence and subsequently revived, some 70 years later, in the Dicta of Lord Denning as a recognized principle of equity Central London situation Trust Ltd v naughty Trees House Ltd (1947)11.Hughes involved a populate, who under contractual obligation, was obliged to keep the premises, in his possession in good repair. The landlord, served the tenant a notice 6 months prior to the termination of the lease but nearing the end of the lease, negotiat ions took place between the parties and the tenant informed the landlord that they will not beam out the repair, in the meantime. By the end of the lease, the landlord, claiming that the tenant had not carried out to repair the premises, forfeited the lease. The HOL, applying the principles of equity, held that the landlords behavior implied a promise for the tenants to halt repair savings bank the time the negotiation finished. Thus, the HOL, saw that the time of the 6 months notice ran from the date when the negotiations between the parties finished. Lord Cairns explained that the decision stood for the proposition that where parties, bound by contractual obligation, come negotiations, their strict legal rights would be held in abeyance12 thus, any party reverting to their strict legal rights would be estoppeled from doing so.This equitable principle saw new heights, in the hand of Lord Denning, a good deal criticized for expanding the principle out of its conventional limits in Central London Property Trust Ltd v High Trees House Ltd (1947)13. The claimant, a landlord, leased part of his property to the suspect however, war broke out, thus, both(prenominal) parties renegotiated the contracts rent, on temporary basis, till the war lasted. However, once the war ended, the claimant, brought an action against the defendant for the balance of the payment as agreed upon in the original lease and the reversion to the original rent for the hereafter. Lord Denning, allowed the claimants plea that the rent should revert backward to as originally negotiated between the parties, as before the war. He found that, although for the time of fracture, i.e. the time of the war there existed no consideration for the debtor to genuine the reduced sum. But, he state that the debtor would be obliged due to the equitable principle, which states that a promise intended to be binding, intended to be acted on and in fact acted on, is binding so far as its terms properly app ly14. In fact, what Denning had through was expand the limits which Hughes had set. Hughes only talk about the suspension of rights, but in High Trees, Denning takes this a bit further, relying on equity, that once a debtor accepts part payment and the creditor relies on the promise this act destroys the debtors right to recover the rest. Nonetheless, Lord Denning distinguished the decision in High Trees with Foakes on the grounds that a plea of estoppel needs to be specially raised, which was never done in Foakes.Irrespectively, in essence the real implication of this decision was that it was in direct contradiction with Foakes, which restricted part payment of a debt as faulty consideration Hughes, which held that estoppel could not be used to variate the terms of the contract, unless there existed some new consideration to support such variation. In reality, Lord Denning was, often criticized for his expansion of the doctrine, although which remains to be the law. Elizabeth Coo ke, claims that Lord Dennings notion of promissory estoppel, single handedly, tries to abolish the debtors strict legal right to recover15. Secondly, Denning in High Trees, was also disliked for ignoring the rule in Jorden v. Money (1845)16 which held that grounds for an estoppel can only be assumed for current or preceding facts, not to those facts which relate to some future conduct. Although, the decision of Jorden is subject to many exceptions the rule in Hughes being one as well Lord Denning maintained that High Tress could also be views as an exception to Jorden thereby beckoning equity as to disallow a party to revert on a promise, once the other party relies on that promise.A few years after the decision in High Trees, Coombe v Coombe 195117 illuminated that the doctrine can only be used as a defense to a claim, not the other way around, as the basis for a claim thus limiting its scope, in equity. However, Lord Denning, in Coombe, did reiterate the position he maintained in High Trees and said that a creditor is not allowed to enforce a debt which he has deliberately agreed to throw in the towel if the debtor has carried on business or in some other way changed his position in belief18 of the creditors promise. This case illuminated the factor of reliance as a decider in case of promissory estoppel.Consequently, HOL in Tool Metal Manufacturing Co Ltd v Tungsten Electric Co Ltd (1955) acknowledged Dennings estoppel, and further the view that the doctrine could establish rights, without consideration, based on reliance. The issue involved a manufacturer, who under license of a Patent, produced a certain number of goods. During the war, both parties agreed in letting go of their rights to remuneration and awaited new negotiation, at the conclusion of the war. Once, the war settled, the patent owners, on breaking down of negotiations, claimed for the compensation which would have been due from the time that the war finished. The HOL held that the assu rance to suspend rights was binding during the period of the war and the owners could, on giving reasonable notice to the manufacture, revert to their old legal regime. Thus, the court established that promissory estoppel merely suspends the rights of the debtor and only, if the creditor can establish that he could not resume his previous position then only can, promissory estoppel suspends that right, completely. Thus, Lord Denning MR, in D C Builders v Rees (1965)19 dismissing the appeal of the defendants stated that it is worth noticing that the principle may be applied not only so as to suspend strict legal rights but also so as to preclude the enforcement of them, thus reinforcing the idea that promissory estoppel may in certain circumstance extinguish rights all together.He added that, consequently, a creditor may only be restricted from enforcing his strict legal right where it would be inequitable for him to insist upon them20. Similarly, Lord Denning, expanding the purview of the doctrine, was reported in Alan Co. Ltd V El Nasr Import Co,21 stating that the only requisite for the establishment of the doctrine was the fact that one was bring on in believing that the other party would not revert back to their strict legal rights. Nonetheless, it must be noted that the HOL has still, yet to date, to give their praise on the doctrine of promissory estoppel. However, in a recent case, Collier v P MJ Wright (Holdings) Ltd 2007 22 Arden LJ makes a number of points, enforcing the views established by Lord Denning. She said that where a creditor settles in accepting part payment as full sum, and the debtor pay the part payment, in reliance of the creditors promise the creditor will be estoppeled from reverting to his strict legal right. However, interestingly, vindicating the Dictas of Lord Denning in High Trees23, she stated that because reversion by the creditor would be inequitable such a move on his part would have the effect of extinguishing his righ t to the remainder of the debt. Although, it seems that part payment of a debt has became an exception to the rule of consideration, it remains to be seen what stance the HOL would take on the matter. Interestingly, Alexander Trukhtanov24, argues that Ardens approach is flawed, as it portray the idea that the creditor must establish real reliance, before equity helps, by way of promissory estoppel. He claims that the doctrine of promissory estoppel developed as an answer to the harshness of the rule in Foakes, and the application of this equitable doctrine is not the solution because any readjustment to these rules, according to him, requires the legislatures intervention.As far, as the Australian legal system is concerned they aptly adopted promissory estoppel within their legal system Waltons Stores v Maher25, to the issue of recognizing detrimental reliance where the debtors reliance on the creditors promise causes him to suffer a detriment, it obliges as enough evidence to res trict the creditor from enforcing his strict legal rights. It remains to be seen how the UK legislature views and adopts or either reject, this doctrine. Nevertheless, the legislature must remember the importance of such principles, as correctly stated in Crabb V. Arun DC (1976)26 that equity comes in to mitigate the rigours of strict law. Practically speaking, the doctrine of promisor estoppel, is no more than a blessing for debtors, entrapped under debt to their creditor. In conclusion, it seems hard to imagine that, what started as an exception in Hughes, by the help of Lord Denning approach, became a whole new exception to the fact of consideration, and its effects on the enforceability of contracts.(2342 Words)BibliographyBooks ArticlesCasebook on Contract Law by Jill Poole, 13th editionTextbook on Contract Law by Jill Poole, 13th edition.The Modern Law of Estoppel by Elizabeth Cooke (2000).Pollock on Contracts, 8th edition.Foakes v Beer reform of the common law at the expens e of equity By Alexander Trukhtanov, (2008) 124 LQR 364, 366-367.CasesAlan Co. Ltd V El Nasr Import Co. (1972) 2 QB 18Central London Property Trust v High Trees House Ltd 1947 KB 130Collier v P MJ Wright (Holdings) Ltd 2007 EWCA Civ 1329Coombe v Coombe 1951 2 KB 215Crabb V. Arun DC (1976) 1 Ch 179Currie v Misa (1875) LR 10 Ex 153D C Builders v Rees (1965) 2 QB 617Foakes v Beer 1884 UKHL 1Hughes v Metropolitan Railway Co (1877) 2 App Cas 439.Jorden v. Money (1845) 5 H.L.C 185Pinnels Case (1602) 5 Co Rep 117aPneumatic Tyre Co Ltd v Selfridge and Co Ltd 1915 AC 847Selectmove Ltd, Re 1993 EWCA Civ 8Sibree v Tripp (1846) 15 M W 23Tweddle v Atkinson (1861) 1 B S 393Vanbergen v St Edmund Properties 1933 2 KB 223.Waltons Stores (Interstate) Ltd v Maher 1988 HCA 7 High Court of Australia1 Currie v Misa (1875) LR 10 Ex 1532 Tweddle v Atkinson (1861) 1 B S 3933 Pollock on Contracts, 8th ed., p. 175.4 Pneumatic Tyre Co Ltd v Selfridge and Co Ltd 1915 AC 8475 Pinnels Case (1602) 5 Co Rep 117a6 Sibree v Tripp (1846) 15 M W 237 Vanbergen v St Edmund Properties 1933 2 KB 223.8 Foakes v Beer 1884 UKHL 19 Selectmove Ltd, Re 1993 EWCA Civ 810 Hughes v Metropolitan Railway Co (1877) 2 App Cas 439.11 Central London Property Trust v High Trees House Ltd 1947 KB 130.12 Ibid at 1013 Ibid at 1114 Ibid15 The Modern Law of Estoppel by Elizabeth Cooke (2000)16 Jorden v. Money (1845) 5 H.L.C 18517 Coombe v Coombe 1951 2 KB 21518 Ibid19 D C Builders v Rees (1965) 2 QB 61720 Ibid21 Alan Co. Ltd V El Nasr Import Co. (1972) 2 QB 1822 Collier v P MJ Wright (Holdings) Ltd 2007 EWCA Civ 132923 Ibid Para. 4224 Alexander Trukhtanov, Foakes v Beer reform of the common law at the expense of equity (2008) 124 LQR 364, 366-36725 Waltons Stores (Interstate) Ltd v Maher 1988 HCA 7 High Court of Australia26 Crabb V. Arun DC (1976) 1 Ch 179