Management Law Tenants

Management Law Tenants Property management as defined in wikipedia is the operation of commercial and/or residential real estate. The duties of property management includes accepting rent, responding to and addressing maintenance issues, advertising vacancies for landlords, and doing credit and background checks on tenants. One important role of property management is that of liaison between the landlord and tenant. There are several definition of property management, one is that property management might mean keeping their own property safe, secure and pleasant to the eye. For others, property management could mean paying someone else to make sure your property is in tip top shape. Some types of properties that may need property management are; houses, condos, duplexes, town homes, apartments, shopping centers, malls, offices buildings, airports and public transportation buildings, hospitals and many more. Property management is very similar to the role of management in any business. In this coursework the writer will analyze the complaints and problems presented to the property manager of Megadosh Management by their client. To be able to do so we need to define important terms such as landlord, tenant and rent. The writer also presented the roles and rights of each person involve in the business. Property management agreement depends on the service needed by the client. The payment of their service is also mentioned. Upon understanding the role of property management the writer will now present the responses on the letter sent to the property manager. Discussion of each letter and identifying the problem is needed to response on their inquiry accurately. In the conclusion the paper will include his point of view and some important facts. Definition of Terms Landlord as defined in www.lectlaw.com, is an owner of real property who leases (rents) that property to a tenant under a lease agreement. He is bound to perform certain duties and is entitled to certain rights. His obligations are: (www.lectlaw.com) To ensure that he abide on the covenant that they both agree. To secure to the tenant the quiet enjoyment of the premises leased; but a tenant for years has no remedy against his landlord, if he be ousted by one who has no title, in that case the law leaves him to his remedy against the wrong doer. But the implied covenant for quiet enjoyment may be qualified and enlarged or narrowed according to the particular agreement of the parties and a general covenant for quiet enjoyment does not extend to wrongful evictions or disturbances by a stranger The landlord is bound by his express covenant to repair the premises, but unless he binds himself by express covenant the tenant cannot compel him to repair. His rights are: (www.lectlaw.com) To receive the rent agreed upon and to enforce all the express covenants into which the tenant may have entered To require the lessee to treat the premises demised in such manner that no injury be done to the inheritance and prevent waste To have the possession of the premises after the expiration of the lease. Tenant as defined in Thesaurus as the one who pays the rent to use or occupy land, a building, or other property owned by another. In law, the one who holds or possesses lands, tenements, or sometimes personal property by any kind of title. (www.landlordzone.co.uk). Tenants Legal Right and Obligations Commercial Obligation It is the obligation of the tenant to pay the exact amount for rent. It is the obligation of the tenant to pay the rent on time. Commercial Right It is the right of the tenant to have a comfortable property. Residential Right Know the terms of the tenancy. Know the name and address of the landlord (normally included in the agreement) Accommodation which is in a good tenantable state of repair free from defects. Reasonably quick and effective repairs if you report defects. Safe accommodation, all electrical, gas and other systems and appliances meeting modern safety standards and are subject to regular checks. A CORGI Gas Inspection Certificate annually and on entry to the accommodation  Ã‚   Operating instructions, safety warnings and emergency procedures where appliances and systems may be unfamiliar. Peaceable and quiet enjoyment of the accommodation, free from demands for access without notice and/or interference with utilities or other supplies to the property. A rent book if the rent is payable weekly. A reasonable (statutory) period of notice if the landlord wants you to leave. The return of the security deposit within a reasonable period Residential Obligation Give honest and truthful statements during the tenancy application process.   Pay a reasonable (market) rent. Pay the rent as and when it is due. Respect and care for the landlords property, furniture and fittings. Pay the landlord for any damage (beyond normal wear and tear) at the end of, or during a tenancy. Pay the landlord for any exceptional cleaning and rubbish removal at the end of a tenancy. Report defects to the landlord immediately they become apparent. Not use the premises for any purpose other than residential accommodation. Not keep pets, unless approved by the landlord and the tenancy agreement. Not do anything in or around the premises which would cause nuisance, damage or annoyance to the landlord or the neighbours. Not bring into occupation other residents without informing the landlord. (Such additional   adult occupant/s will be required to sign a tenancy agreement) Not leave the accommodation unoccupied for more that 14 days without informing the landlord or his agent. Give notice to quit in writing, which must be at least 4 weeks, where the rent is paid monthly. Not to use the security deposit in lieu of rent. Observe all the terms of the tenancy agreement Property Management Operation of property as a business, including rental, rent collection, maintenance, and so on. Role of Property Management One important role of the property management is to negotiate between the landlord and tenant. The property management should be aware of the laws and rights of both the landlord and the tenant. Problems and conflicts usually arise when the project managers are not aware of the covenants agreed upon by the landlord and the tenant. Property Management is being performed by the project managers. In exchange of the service they provide, property management companies charge landlords a percentage of the gross rent collected each month, in addition to lease commissions. Property managers may manage construction, development, repair and maintenance on a property. A property manager relation with tenants gives a face to the landlord and provides them the necessary buffer servicing their desire to profit and distance themselves from their tenant constituency. The property manager or the property management company has a primary responsibility to the landlord and a secondary responsibility to the tenant. Relationships the property manager or property management team have with the landlord and with the tenant are crucial in forming the expectations of both parties to the lease since both parties will seek and expect certain rights and benefits out of it. Owners expectations from the property manager/ property management team are to carry out the owners instructions, control costs and maximize revenue to maintain a stabilized cash flow as a return on capital invested, exercise control over the building to safeguard the capital invested, provide a duty of care through proper maintenance of the building, to be professional and well informed, enhance the value of the property by making improvements that will increase its market value, retain and enhance pride of ownership Problems in Property Management Property Management is the one responsible for the covenant that the landlord and tenant agreed on. Any problems or violation of the said agreement would lead to problems and misunderstanding of both parties. This is where the role of the property management enters. They are the one who mediate and solve the agreement. When problems happens property management usually work hand in hand with the trained attorneys. During this situation the focus will be given on landlord/tenant law and most commonly evictions, non-payment, harassment, reduction of pre-arranged services, and public nuisance. Therefore, it is a necessity that a property manager be current with applicable municipal, county and state laws and practices. The Megadosh Management In the last few days Megadosh received four letters from their client stating several points regarding their request for maintenance, end of lease and extension of property. Megaosh need to reply on the four letters, to be able to do so we must need to analyze the problems and the covenant between the landlord and the tenant. In the first letter, Mr. Smalls request to renew their lease for another term of 21 years. The landlord has the right to terminate or to not allow the renewal of contract. The request of Mr. Smalls would depend on the decision of the owner as to renew it or terminate the agreement. The contract ends on March 24, 2008, if the owner does not want them to renew the contract the tenant has the right to request for a 3 months extension to have them the time to relocate. The extension for lease may not be given authority of the owner since he is planning to renovate the whole area and putting up building as residential. If given extension on the contract Mr. Smalls still has no right to do the construction without the consent of the owner. In Commercial Tenancies Act R.S.O. 1990, c. L.7, the Lease until Breach (3)  Ã‚  For the purposes of this section, a lease limited to continue only as long as the lessee abstains from committing a breach of covenant is and takes effect as a lease to co ntinue for any longer term for which it could subsist, but determinable by a proviso for re-entry on such a breach. R.S.O. 1990, c.  L.7, s.  20  (3). In this Act of Tenancies it shows that landlord has the right to refuse continuation of lease as well as expanding the property. The Letter forwarded by Ms.K. Holmes of Unit 22 Desolation Row Shopping Centre on February 28th, 2008. Includes suggestion and request for the repair of the part of the structural roof of the Shopping Centre, which directly covers her unit. The tenant asks for the repair to be on summer. She also refuses to replace the lights because she cannot afford it. The question would be who will replace the lights? Whose obligation is it? Specimen Lease of Business Premises includes the following rights of the tenant: the Lessee may occupy and use any portion of the Leased Premises, subject to payment as daily rental for each and every day of the period up to the date of commencement of the Term of the Lease during which any portion of the Leased Premises is so occupied and used by the Lessee, at the end of such period, of the aggregate of the amount determined by multiplying. Internally you said you wanted me to change all the lighting to low energy bulbs, and to renew some damaged plasterwor k on one of the walls. Another question would be who is the legally assigned person to handle the replacement of the light bulb? In the specimen lease covenant it was stated that lessor will be the one who will handle the repair and replacement of the light bulbs. To support the claim of the writer we will present the part of the Generic Lease/ Specimen Lease of Business Premises. Below is part of the Agreement to help Megadosh decide on this matter. Services and Equipment The Lessor shall, at all times during the Term, at the Lessors own expense and to the satisfaction of the Lessee provide for and to the Leased Premises, maintain, and as appropriate, install and keep in good repair and operating condition, all in accordance with the Schedules entitled Standards for Leased Accommodation and Cleaning Specifications appended hereto: a constant supply of hot and cold water to all washbasins and sinks; a drinking fountain on each and every floor of the Building in which the Leased Premises are located; all heat, ventilation, air conditioning, air circulation and humidity control required in and for the Leased Premises; lighting and all electrical power required on the Leased Premises except as herein specifically otherwise provided, and, as lamps, bulbs, ballasts and fuses wear out, replacement thereof; a fire alarm system for use in emergency situations; an auxiliary supply of electricity and power for emergency services and systems throughout the Building, whenever a failure in the normal supply of electricity and power occurs; a constant supply of all dispensary items and deodorant blocks and all maintenance and repairs from time to time required to keep lavatory and toilet room equipment and accessories in good operating condition; removal of ice and snow from all outside parking areas and the roadways, walks, steps and fire escapes leading to and from the Building, all such parking spaces, roadways, walks, steps and fire escapes to be kept, at all times, free and clear of snow and ice; all maintenance and repairs required to keep the common areas at all times clean, tidy, free and clear of any refuse, garbage, waste products and, obstructing materials whatsoever, and in good condition and repair; where available, removal of garbage and recyclable materials from the Leased Premises whenever and so often as may be necessary and, in any event, not less often than once daily, to keep the Leased Premises at all times neat, tidy and free and clear of any refuse, garbage, waste products and obstructing materials whatsoever; all labour and materials for the cleaning of the Leased Premises, the Lessees Improvements and the furnishings therein, the windows of the Leased Premises and the common areas and the Lessor shall, at all times during the Term, clean the said Leased Premises, Lessees Improvements and furnishings, windows and common areas and keep the same clean and free of dust and dirt and maintain the grounds forming part of the Lands in the manner and not less often than as specified in the Schedule entitled Cleaning Specifications; all elevator service required with one or more elevators in operation and available for use at all times, throughout each and every hour of each and every day of the term and the remainder of which shall be in operation daily at all times throughout the period from 6:30 to 18:30  hours in each and every day, except Saturdays, Sundays and holidays observed by the Lessee and on which the Leased Premises are closed to the public generally; window and floor coverings and replacement thereof whenever required by reason of wear and tear; safe and convenient access for persons with disabilities to and from the Lands, the Building and the Leased Premises and the facilities for the use of persons with disabilities situated in and out of the Leased Premises; if so requested by the Lessee, a mutually acceptable location for bicycle racks, provided by the Lessee and in the care of the Lessor, having a capacity of at least bicycles; provide all labour and equipment necessary for the collection, storage and removal of recyclable material in order to comply with the Multi-material and Paper recycling program of the Lessee, to the extent that a recycling infrastructure is operational in the community in which the Building is located, with the understanding that the Lessor will make available to the Lessee any records the Lessor has at his disposal on the total weight of recycled material removed from the Building; Clause # 4 supports the claim of the lessee not to shoulder the expenses for the changing of the lighting and the repair of the plasterwork on the wall. Megadosh can work this out with the owner. It is better to review the agreement carefully to avoid further problem and conflict. Another letter from Mr and Mrs Hiolternionen was forwarded with the subject for early termination of lease. Upon reviewing their agreement it was stated that: ‘If the Tenant wishes to determine this lease on the 25th March 2008 or on any date thereafter and of such wish gives to the Landlord not less than six months written notice and up to the date of expiry of such notice pays all rents due under this Lease and materially performs all the other obligations of the Tenant under this Lease then on the expiry of such notice this Lease shall forthwith determine. A six month rent deposit is still on the hand of the owner. The said amount will be returned when the Lease is at end. In this case the tenant should have given the landlord or forwarded a letter to Megadosh 6 months before they decided to move out. It was clearly stated in the agreement that they should have informed the landlord thru written notice not less than six months. Under the Leases (C0mmercial and Retail) Act 20 01 Sect 119 the lessor may contest termination    (1)       The lessor may, within 14 days after being served with a termination notice, contest the termination by application to the Magistrates Court.    (2)       The only ground for contesting a termination under this section is that— (a)       the lessor acted honestly and reasonably and ought reasonably to be excused for doing the thing that constituted the ground for termination under section 117 (Right to terminate—no disclosure statement etc) or section 118 (Failure to notify material change in disclosure statement); and (b)       the tenant is substantially in as good a position as the tenant would have been in had the lessor not done the thing. The tenant should stay on the location for 6 months until they will be able to get the 6 months deposit they have given the property management. This will be the respond of Megadosh on their letter. If question arises they can read the copy of the agreement signed by them. Until all of their obligations are paid in full the refund for the deposit will be given to them at once. The last letter comes from Mr. Pants he is requesting to let Harry Trash to use the rear part of the yard for repairs. Upon reviewing the lease of Mr. Pants Megadosh found the only restriction on assignment, it contains tenants covenant. The tenants covenant are as follow ‘not without the prior written consent of the Landlord, such consent not unreasonably to be withheld, to assign this Lease; the user clause in the Lease states: ‘The Tenant covenants (a) not to use the building comprised within the premises otherwise than for the retail sale of gentlemens clothing or for such other specific retail purpose as the Landlord may from time to time approve in writing, such approval not unreasonably to be withheld, and (b) not to use the rear yard otherwise than for parking and loading of vehicles and/or for temporary storage of goods in connection with the authorised use of the building.

Psychology “working alliance”

The effectiveness of therapy in counselling is dependent substantially on two factors; namely, the patient’s cooperation, and the expertise of the therapist. Many experts in the field of Psychology have observed the significant contribution of the client to the over-all process. The individual’s perception of the therapist is extremely crucial to the ensuing treatment. Without the needed initial positive perception of the therapist on the part of the one seeking treatment, the whole process will not generate a desired momentum that would set the entire scheme in a strategic stance.Of course, the expertise of the therapist is another major factor – actually, the other half – but it’s a given to the whole package of treatment (Borys and Hope, 1989). Since a â€Å"working alliance† has to be established first before the actual treatment is administered, there are important or vital considerations for this â€Å"working alliance† between c lient and therapist to occur, which can be influenced greatly by the occurrence of transference and counter-transference, and this is in precis, the intentions of this paper.This will be considered as part of the issues and challenges that therapists face as they practice their profession (Corey, 2004, p. 36-112). Discussion The past baggage of the client. From any vantage point, the level of trust by client on his therapist, whether that perception is based on attractiveness, trustworthiness or as someone who knows what he may be dealing with in terms of credentials, are valid, and is the utmost concern of the helping relationship. Trust in the part of the client is necessary for the healing process.However, because the full ramifications of the issue almost always hinge on the perceptions of the client, the problems and hindrances need to be addressed or at least cited for clarity and deliberation at the outset of the relationship (Corey, 2004, p. 36-145). As hinted above, the cli ent may be bringing (emotional) baggage into their mutual involvement which may be due to prior engagements with other professionals in the therapeutic relations, whether positive or negative.Oftentimes, in many cases, these may be liaisons which were unsuccessful, distasteful or even traumatic for a few. The author pointed out that any form of future therapy will be affected due to these previous experiences, and it has to be dealt with right away at the outset (Horvath & Luborsky, 1993, p. 4). Defining transference and counter-transference It was a Freudian conception that catapulted â€Å"transference† into a much recognized terminology within the counseling practice.This was first observed when in the practice of psychotherapy, patients or clients developed strong emotionalities such as attachments and even fantasies that were not realistic. In greater sphere today, transference does not happen within psychotherapy but rather a common encounter by many. Closest to the ter m transference, is an illustration such that a person can be considered a biological time machine, when something is recalled based on certain situations or conversations that trigger the recollection and bring episodes and passions to the current reality.The elements of a person’s past needs in emotionality and psychological areas are transferred into the present. Furthermore, the feelings can be confusing as to the reasons of its appearance and oftentimes powerful enough an influencer of relationships and conduct of one’s affairs. Illustration 1. (Source: Dombeck, 2009) For most people, there is recognition of the presence of a triangle in the figure above; a recognition when in reality, no triangle is actually present.This optical illusion of a triangle exists due to prior exposure to a similar figure. The presence of a triangle is similar to transference experience wherein prior exposure to people and relationships bring many resulting experiences to the present ev en without much effort or strain (Dombeck, 2009). In therapeutic relationship, the understanding of the presence of transference in all of one’s relationships helps a practitioner to also provide the client insights into complications comprising transference (Corey, 2004).Actively evaluating these possibilities of the practitioner’s transference tendencies can help eliminate or reduce problems that hinder the therapeutic relationship. Hating a therapist or developing an infatuation are strong feelings that can be experienced by a client which are examples of transference. Therefore, it is within the context of the helping profession and it is legitimate for a therapist to search or evaluate together with the client what similar treatments he experienced before had he felt the same emotions.Self-awareness is an important aspect in emotional growth and/or maturity hence awareness of the therapist’s own tendencies is a fundamental ingredient in the practice. This m ust also be effectively conveyed to and understood by the client (Kitchener, 2000, p 45). Moreover, the occurrence of counter-transference in which the therapist develops attitudes and feelings (transference) towards his client can be real and more often counter productive. Dealing carefully with the issues that the therapist possesses are critical aspects of the profession.Only experts and those who intentionally had established ethical ways of dealing with patients or clients can better handle counter-transferences that occur (Welfel, 2005, p. 320). Bereavement, loss and termination Bereavement is loss of a loved one and any form of loss such as death, separation and the termination of relationship of whichever kind as long as these relationships were vital to the psychological well-being of an individual are all considered similar or the same (Jacobs et al. , 2000).All these human experiences are common to one’s existence and unavoidable or inevitable in one’s lifet ime. When a person experiences grief, he goes through a state of mourning and various upheavals in his emotions and psychological functioning arise. It can range from panic disorder, major depression, anxiety disorder or even PTSD (posttraumatic stress disorders) which may result to drug or alcohol use or the increase of the consumption of toxic and harmful substances (Jacobs et al. , 2000; Jacobs & Prigerson, 2000, p.23). Transference and issues of loss or termination The experience of grieving for loss can be possible also when a client has to terminate his or her therapeutic relationship. Prior experiences of loss such as death or separation like divorce can probably trigger similar emotions when the therapist finally says goodbye and closes the professional relationship with this client. This was true with a friend who had gone through therapy and for the long while attained a semblance of well-being because of the sessions.However, because this was already turning to a progress ively successful helping relationship, her therapist slowly accented the possibilities of the need for terminating the therapy. This friend came home and started to experience similar to a panic disorder which she went through when her husband announced that he was divorcing her. Waves of anger and frustration, and mostly grief and loss and emptiness seemed to engulf her, threatening to overwhelm her again. This was a critical episode of her life which might unravel the strengths she had gained in the therapy (Jacobs & Prigerson, 2000, p.23). Therapist’s counter-transference on client’s issues of loss, bereavement or termination As mentioned, awareness of one’s issues must be a matter of choice and constant self-monitoring and evaluation since this can be critical to the client’s optimal functioning or recovery as well as the therapist’s own retention of psychological and physical well-being (Welfel, 2005, p. 235-355). Thus, issues of loss, bereave ment or termination that once affected the therapist should also be dealt with and preparations in handling for potential occurrence are a must (Neimeyer, 2000).In my case, it is undeniably true that I have had occasions that a therapeutic relationship turned sour because of counter-transference. In the issue of termination though, another friend-client of mine went through grief counseling because of the death of her child whose demise was untimely in a sense. It was an accident of which she was also a witness. In the course of their helping relationship, this client-friend soon overcame her grief and loss and was restored to the normal day to day conduct of her affairs. Thus, there was time to say goodbye, and this client-friend turned to say goodbye to her therapist.Unbeknownst to her, the therapeutic relationship was already awakening deep issues within her therapist. There developed a counter-transference that though the therapist was trying to avoid and limit had already gone its course. Until the termination came to its final stage, this client-friend never knew of what was happening because her therapist never made her aware of the dilemma. I came to know about it because I knew both the therapist and the client as I was partly instrumental to their meeting. In short, the therapist had developed strong feelings of attachment to the client.She said that when termination came it was as if feelings of rejection came all over again reminiscent of the time when her former husband of several years told her that everything between them was a joke and that he was leaving her for someone else. The separation was sudden and quick and she said she was not allowed time to stall the relationship or even convince her husband to stay. Her loss was devastating and it was an issue for her of trust, denial of friendship and deep seated anger for the plain thought of someone important just leaving her for not enough convincing reasons.It was for this therapist a very irr ational step to do to one who was faithful and true. Thus, though the situations were vastly different, there was the friendship that she caught her unawares and her reactions to the termination was something that surprised the therapist. Her issues on leaving and loss were critically revived at this point with her client. Probably, she was not critically aware of where the emotions will be aroused that triggers the counter-transference or that she let her guard down.Whichever, the important thing is that the therapist reassesses her vulnerability and must again provide ways that will enable her to handle her relationships better in the future (Kitchener, 2000; Welfel, 2005). Conclusion 2. The fitness of the therapist By fitness, we mean sufficient, wide-ranging exposure, and right training to the kind of illness/es or disorder/s that he may be dealing. Even with years spent in the academe will not guarantee the development of skills in handling such complex and true-to-life situati ons or scenarios.At times, the theoretic skills acquired, instead of enabling the new therapist, may deter or hamper the process. This means to say that the therapist must possess more than head-knowledge; he should not allow his schooling to affect him to the extent that it made him conceited with no room for more learning especially when additional knowledge are available in the patient himself. He must also have the sensitivity to employ his gut-feeling to at times, direct the course of the therapy (Davison et al. , 2000).Therapeutic relationships are almost always exhausting, but it will be an undesirable experience for the alliance partners when just one of them becomes disinterested, hence as Luborsky pressed that â€Å"reciprocity† must be established, cultivated or maintained until the relationship is terminated, hopefully because the client is well (Horvath & Luborsky, 1993, p. 4). Bibliography 1. Borys, D. S. & Pope, K. S. (1989). Dual relationships between therapis t and client: A national study of psychologists, psychiatrists, and social workers. Professional Psychology: Research and Practice, 20(5), 283-293. 2. Corey, Gerald (2004).Theory and practice of counseling and psychotherapy. Thomson Learning, USA. 3. Davison, Gerald C. and John M. Neale (2001). Abnormal Psychology. Eighth ed. John & Wiley Sons, Inc. 4. Dombeck, Mark (2009). Transference. Accessed June 2, 2009 at http://www. mentalhelp. net/poc/view_doc. php? type=doc&id=8253 5. Kitchener, K. S. (2000). Foundations of ethical practice, research, and teaching in psychology. Mahwah, NJ: Lawrence Erlbaum Associates. 6. Horvath, Adam O. , Lester Luborsky (1993). Journal of Consulting and Clinical Psychology, Vol. 61, No. 4,561-573 Copyright 1993 by the American Psychological Association, Inc.0022-006X/93/S3. 00 7. Jacobs S & Prigerson H. (2000) . Psychotherapy of traumatic grief: a review of evidence for psychotherapeutic treatments. Death Studies, 24, 479-495. 8. Jacobs, Shelby, Carolyn Mazure, and Holly Prigerson (2000) â€Å"Diagnostic Criteria for Traumatic Grief. † Death Studies 24 185–199. 9. Neimeyer R. (2000). Searching for the meaning of meanings: grief therapy and the process of reconstruction. Death Studies,24:531-558. 10. Welfel, Elizabeth R (2005). Ethics in Counseling and Psychotherapy: Standards, Research, and Emerging Issues: Wadsworth Publishing

Case Study Human Resource Management - 1723 Words

Introduction After the appointment of new Catapult Communications Ltd. (Catapult) General Manager, Sarah Westerly, a number of observations have been made, leading to the decision that operations need to be reviewed, and changes to processes need to be made, in order for Catapult to maintain a competitive advantage over other organisations within the internet service provider (ISP) industry. At present, Catapult’s teams are failing to meet their performance targets, and turnover of staff is high. Sarah needs to investigate the causes of Catapult’s issues, and implement strategies to fix them. This report will look at human resource management (HRM), strategic management, competitive advantage, analysis using SWOT and PEST, and Porter’s†¦show more content†¦Strategic Management Competitive Advantage Strategic management is the term given to the act of creating and applying strategies and processes that will assist an organisation in achieving their long-term goals and making sure they maintain competitive advantage (Schermerhorn, et al., 2014). The process contains the five following tasks, and asks the questions: †¢ Identifying and analysing current mission, objectives and strategies: to see what the company wants to be doing, and where they want to be in the future, does it still represent where they want to be? †¢ Analysing external and internal environments (by using a SWOT analysis): what are they doing right, what are they doing wrong? 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