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Disclaimer: This summary was generated by AI based on the content of the source document.
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Disclaimer: This summary was generated by AI based on the content of the source document.
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Disclaimer: This summary was generated by AI based on the content of the source document.
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No matter how one feels about supervisory and managerial. unionism, this level of organization must be pitted, as both concept and fact, against the larger context of law, sociology, economics, politics and business administration in a given society. This essay will develop no thesis, « pro » or « con ». It will lay emphasis on thelegal aspects, hoping for others to indicate, through careful research, the important differences (social, political, economic and administrative) existing between the European context (in which some form of supervisory and managerial unionism flourishes) and the North-American one (in which such unionism is practically non-existent).
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The Labor Code states that the word employee does not include « a person who, in the opinion of the investigation commissionner, is employed as manager, superintendant, foreman or representative of the employer in his relations with his employees ». To undertake the identification of employees affected by this definition, labor courts do not care much about job titles, but rather take a criterion as a basis : freedom of action in exercising management authority. Employees carrying on such a form of authority are called management members or line management.
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Presents the report of a special advisory group formed to assess the roles & functions of the Canadian military police, including the independence & integrity of the investigative process, against the delivery of effective police services to the Canadian Forces and the Dept. of National Defence. Work of the group included technical briefings, public hearings, examination of written submissions, interviews with Forces members, and round table discussions. The introduction provides background on the military justice system and evaluates possible reforms. Part 2 focuses on the relevant institutional framework, including the Judge Advocate General, the military police, and the investigative process leading to the laying of a charge. Part 3 deals with the hearing process that follows laying of a charge, and analyzes the two forms of hearings available: the summary trial and the court martial. Part 4 concerns the review process of decisions & actions taken from the investigation stage to the disposition of an alleged offence by a service tribunal. It also considers the establishment of an independent oversight mechanism for the Canadian Forces. The final part contains a consolidated list of specific recommendations for reform.
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Disclaimer: This summary was generated by AI based on the content of the source document.
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