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Bloomsburry Family law

Practice management

The British Funeral Service

In the first half of the 20th century funeral directors, or undertakers as they were more commonly known, were to be found almost on every street corner in the larger towns and cities, undertaking duties which were ancillary to other business activities, such as joinering or building. In the late fifties a significant change occurred: chapels of rest were being introduced by more and more funeral firms and relatives no longer had to have the coffin brought into the home or kept at the hospital until the day of the funeral. By the sixties the multitude of urban undertakers was dwindling rapidly, due mainly to the proprietors reaching retirement age with no children to take their businesses and, therefore, no inclination to spend capital on providing chapels of rest. Many other firms continued their joinering work but abandoned the role of undertaker

Enduring Powers of Attorney: Guidelines for Solicitors, September 1999

The Mental Health and Disability Sub-Committee of the Law Society has just published an update on its previous (1996) guidelines for solicitors. It contains a number of additions to the original guidelines which focus, almost exclusively, on the scope for abuse offered by EPAs in respect of vulnerable clients. Para 3.1 states: Many EPAs are made when the donors are already losing capacity, consequently they could be unaware of the implications of their actions and are more likely to be vulnerable to exploitation.

Mobile communications in the legal environment: the users perspective

In a follow up to last months article on ''Mobile Communication'' from Michael Robinson, of Bevan Ashford, Heather Robinson Head of Information and Library Services, Stuart Whitfield, a Partner in the commercial department, and Erika Hodkinson, the Communication Executive, give their views on how this technology has assisted them in their work.

Behavioural Drivers

What is it that drives an individual to share? Recognition, attention and reciprocation of emotion are enough reasons for people to share and survive social interactions in their personal lives, but how does human nature react in the simulated environment of daily work? In the final article of this series, Kirstie Chapple and Professor Amin Rajan explore the behavioural drivers some companies are using to inspire employees to part with their knowledge.

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