Vicarious liability an imposition of responsibility - Free Essay Example

Sample details Pages: 8 Words: 2536 Downloads: 9 Date added: 2017/06/26 Category Management Essay Type Narrative essay Did you like this example? Vicarious liability in the context of the principal-agent relationship means an imposition of responsibility on the principal on the acts of the agent. This form of liability finds its basis on the common agency law principle of respondeat superior ÂÂ ­or let the master answer, imputing the actions of the servant agent) on the master (principal). On the assumption that there is indeed a general liability on the part of principals for the tortious acts of their agents, it is necessary to compare the rationale for this type of liability against the rationale for vicarious liability. Don’t waste time! Our writers will create an original "Vicarious liability an imposition of responsibility" essay for you Create order In the agency context, Dal Pont has identified three reasons underlying the imposition of liability on a principal for the tortious acts of his or her agent.[71] First, the principal selects the agent and has better means of ascertaining the quality, strengths and weaknesses of the person.[72] Secondly, as the principal has delegated the performance of a certain class of acts to the agent, it is not unjust that the principal, who will derive the benefit of the agents efforts, should bear the risk of the agent exceeding his or her authority.[73] Thirdly, the principal has given the agent general authority to commit the wrongs.[74] Employers are vicariously liable, under the respondeat superior doctrine, for negligent acts or omissions by their employees in the course of employment (sometimes referred to as scope of employment).[1] For an act to be considered within the course of employment it must either be authorised or be so connected with an authorised act that it can be cons idered a mode, though an improper mode, of performing it. Liability incurred by a business for acts other than those of its own employees. This particular situation may arise when an Independent Contractor is hired. The business can be held liable for negligent acts of the contractor to the extent that its representatives give directions or exercise control over the contractors employees. Courts sometime distinguish between an employees detour or frolic. For instance, an employer will be held liable if it is shown that the employee had gone on a mere detour in carrying out their duties, whereas an employee acting in his or her own right rather than on the employers business is undertaking a frolic and will not subject the employer to liability. The owner of an automobile can be held vicariously liable for negligence committed by a person to whom the car has been loaned, as if the owner was a principal and the driver his or her agent, if the driver is using the car primarily for the purpose of performing a task for the owner. Courts have been reluctant to extend this liability to the owners of other kinds of chattel. For example, the owner of a plane will not be vicariously liable for the actions of a pilot to whom he or she has lent it to perform the owners purpose. In the United States, vicarious liability for automobiles has since been outlawed with respect to car leasing and rental in all 50 states. In some situations, a person may be held liable for the actions of another that is in their employ or following their directions. Vicarious liability is the legal concept which allows for one party to be held liable for injuries or damages sustained by another party, despite having had no active involvement in the incident. People or legal entities that are typically charged with vicarious liability include individuals in supervisory positions or companies. This is because these two groups bear the responsibility for the actions of their employees. Like any legal concept, there are a variety of situations where vicarious liability can apply. One of these instances is in the event that a contractors subcontractor fails to complete a job, performs a job inadequately, or is found guilty of some other contract violation. The contractor, since he or she hired the subcontractor, is held liable for the subcontractors actions because the contractor was employing the subcontractor. Business Associations Agency and Partnership Fiduciary duties between principal and agent The law of agency creates a fiduciary relationship between the principal and the agent. A fiduciary relationship means that the principal is placing trust or confidence in the agent to be faithful and loyal and to conduct the principals business with care. When you deposit money with a stockbroker with instructions to buy stock in your name, the broker is in a position of trust and confidence, or a fiduciary position, with respect to your stock purchase transaction. Consequently, when a fiduciary relationship exists, the law implies certain duties that both parties must perform on behalf of the other, which may be amplified or supplemented by a written agreement. An individual in whom another has placed the utmost trust and confidence to manage and protect property or money. The relationship wherein one person has an obligation to act for anothers benefit. A fiduciary relationship encompasses the idea of faith and confidence and is generally established only when the confiden ce given by one person is actually accepted by the other person. Mere respect for another individuals judgment or general trust in his or her character is ordinarily insufficient for the creation of a fiduciary relationship. The duties of a fiduciary include loyalty and reasonable care of the assets within custody. All of the fiduciarys actions are performed for the advantage of the beneficiary. Agents generally owe their principals the duties of obedience, care and loyalty. An agent has a duty to obey a principal and to perform all tasks the principal has directed, as long as those tasks are consistent with the engage of the agent. The principal also has obligations of the agent that are implied by law and that may be amplified or supplemented by an agreement. Generally, a principal is obligate to compensate an agent, according to the reasonable value of the agents services, unless the agent has agreed to act without pay. The principal has a further obligation to provide the agent with the means to perform the agents services, such as an office, samples of products the agent is expected to sell, transportation, or clerical assistance. The principal may be obligated under an agreement with the agent to provide other benefits for the agents service. The principal has an additional obligation to indemnify the agent for any payments or liabilities incurred by the agent whenever the agent is performing a transaction on behalf of the principal. Since the agent is acting for the principal, any expenses or liabilities incurred belong to the principal, and the principal must pay them. The principal is also expected not to embarrass the agent or act in a manner that is harmful to the agents reputation or self-esteem, and the principal must not interfere with the agents performance by making the tasks more difficult or by sabotaging the agents ability to perform the job. Business Associations Agency and Partnership Fiduciary duties between principal and agent Duty of care Agents have a duty to use as much care and to act as prudently as they would if managing their own affairs. Agents must take the time and effort to perform their principals assigned tasks. For example, officers of corporations must base their decisions on information, not guesses, and must ensure that their decisions are carried out by employees. An agent who does not use reasonable care is liable to the principal for any damages resulting from a lack of care. When an agent does not make adequate travel arrangements for a speaker, the agent is liable to the speaker for damages that result from the speakers nonappearance at an engagement (Jennings, 2005). The agent is bound to the higher standard of a professional in the field which extends the standard of duty to investigate within the means of the profession, to ensure the maximum protection and information be provided the principal. Must prepare themselves through education and study to competently represent the Seller in a ll matters. Each agent is expected to use reasonable care and diligence to accomplish the principals objectives. This means that an agent should use personal skill and knowledge to perform all tasks diligently while working for the principal. For example, an attorney would be required to know the law to be applied in the clients case, and an insurance agent would be expected not to permit a policy of insurance to expire or terminate without appropriate notice to the policy owner. Even if an agent is performing without compensation, the agent owes the principal the obligation to use due care and prudence in performing all duties. Consistent with the duty of care is agents duty to act in a manner that will not embarrass the principal or bring the principal into disrepute, and an agent always has a duty to provide full information concerning any matters the principal would want to know in regard to the transaction undertaken by the agent (Moye, 2004). The agents duty to perform i s a duty to perform with reasonable care and to obey reasonable direction from the principal. An agent who performs in a careless or negligent manner, causing harm to the principal, may be liable, for the tort of negligence, as well as for breach of contract (Schneeman, 2010). Put simply, a director owes a duty to exercise good business judgment and to use ordinary care and prudence in the operation of the business. They must discharge their actions in good faith and in the best interest of the corporation, exercising the care an ordinary person would use under similar circumstances. . Business Associations Agency and Partnership Fiduciary duties between principal and agent Duty of loyalty An agent is required to act only for the benefit of the principal, and an agent cannot represent both parties in a transaction unless each knows about and consents to the agents representation of the other. Further, an agent cannot use the information gained or the offers available to or by the principal to profit personally. For example, an agent hired to find a buyer for a new invention cannot interfere with the principals possible sale by demonstrating his own product. Neither can an agent hired to find a piece of property buy the property and then sell it secretly to the principal (Jennings, 2005). The agents duty of loyalty requires that the agent act solely for the interests of the principal while accomplishing the transactions for which the agent is employed. This duty requires the agent to report to the principal the amount of any profits received by the agent on the principals behalf and to disclose fully any personal adverse or conflicting interests that would affect t he agents ability to act for the principal. Therefore, if an agent were engaged by the principal to fund a particular parcel of property for the principals business, and the agent also had an interest in acquiring a similar piece of property in the same area, the agent could not use negotiations for the principal to assist the agent in personal negotiations for the property, and the agent must disclose to the principal that the agent is also personally seeking a similar piece of property (Moye, 2004). The obligations arising the duty of loyalty are more subtle. An agents duties of loyalty stem from the agents basic obligation to act loyally for the principals benefit in matters connected with the agency relationship. An agents more specific duties of loyalty include: A duty not to acquire a material benefit from a third party in connection with transactions or other actions taken on behalf of the principal or otherwise through the agents use of position; A duty not to deal with the principal as or on behalf of an adverse party; A duty not to compete with the principal or assist the principals competitors during the duration of the agency relationship; and A duty not to use property of the principal, and not to use or communicate confidential information of the principal, for the agents own purposes or those of a third party. Loyalty is one of the most fundamental duties in a fiduciary relationship. Basically, the agent has the duty to act solely for the benefit of his or her principal and not in the interest of the agent or a third party. The duty of loyalty also means that any information or knowledge acquired through the agency relationship is confidential. It would be a breach of loyalty to disclose such information during the agency relationship or after its termination. Examples are trade secrets and customer lists (Miller Jentz, 2008). Business Associations Agency and Partnership Fiduciary duties between principal and agent Duty of obedience An agent has the duty to obey reasonable instructions from the principal. The agent is not required to do anything criminally wrong or commit torts, of course; but he is required to operate according to the principals standards and instructions. Failure to do so could mean the agent has gone beyond the authority given and is then personally liable for the conduct (Jennings, 2005). The duty of obedience is often overlooked or included in one of the other two fundamental fiduciary duties, precisely because it is so basic as to be almost invisible. To see why this is so, we need to examine the very foundation of fiduciary duty. The irreducible root of the fiduciary relationship is one persons acting for another. The duty of obedience derives directly fromindeed, is virtually synonymous withthat basic principle. The root of the fiduciary relationship is this directive from the principal to the fiduciary: Serve the one the principal designates, as the principal designates. The fiduci ary must, at the most basic level, obey that directive; that directive is the duty of obedience. (Atkinson, 2008). When an agent fails entirely to perform her or his duties, liability for breach of contract normally will result. Obedience as a fiduciary duty requires you as an agent to follow the instructions of your principal. Obedience is sometimes referred to as faithful performance. The only limitation on adhering to the duty of obedience is if the clients instructions are illegal or unethical. If your sellter client gives you instructions that violate some provision of fair housing laws regarding marketing the property, your fiduciary duty of obedience doesnt require you to break the law and obey the clients order. The obedience requirement also doenst extend to keeping things confidential regarding problems with the property itself. If your seller client instructs you not to tell potential buyers about a leaky roof, you wouldnt obey the client, because buyers have a r ight to have this kind of information. The agents duty of obedience is an obligation to follow the principals instructions and directions essentially, an obligation to do what the principal tells the agent to do. If a principal authorizes an agent to buy goods for the principals business and to pay for them with a check from the business checking account, it is a violation of this duty if the agent purchases the goods on credit from the supplier. The principal could recover the interest that the supplier charges on the credit account, since the agent did not precisely follow the principals instructions (Moye, 2004).

Should the Internet Replace the Book As the Chief Tool of...

At present, the Internet and other technology are well-developed and keep improving. People use those new tools to do everything, and try hard to make human life easier and more perfect. From business to finances; industry to entertainment; services to education, the use of the Internet has increased and become more mainstream. Some people believe that the Internet and other electronic technology can replace all kind of jobs that humans do, including teaching students with screens and keyboards instead of books. They emphasize that the Internet can help people interact to each other beyond the barrier of distance, so books are somehow not necessary in human lives. However, in my opinion, this idea cannot be more ridiculous. Books are†¦show more content†¦. . . all it needs is light, a human eye, and a human mind† (2008,  ¶ 2). On the other hand, generally speaking, the publishing process for the book is more stringent and credible than online resources. As people rea lize the fact that the Internet is so open and free that everyone can write anything on the web, a great amount of misleading information have been circulated for perusal around the network. It is a great challenge to distinguish which of them is true or credible; however, information from books is basically, generally believable. One of the reasons for this is that people can easily find out who the author and publisher are of a book. In contrast, an article from a web page may have trouble to prove its credibility. In short, the Internet cannot always provide valuable message and information that respects to intellectual property rights. Therefore, people should keep using book as the chief tool of learning. Another important reason why the Internet and other technology should not replace the book is that the use of the Internet and other technology may be a travers of developing social skills. It has been confirmed by sociologists and anthropologists that the face-to-face communi cation between people is too important to be ignored in the society. To be honest, it isShow MoreRelatedSmartphones Should Be Allowed in the Classroom1411 Words   |  6 Pagesfor relaxation to improve the learning environment, provide knowledge in the advancing world of technology, and allow for better and more efficient use of work time in and out of the classroom. As of now school policies state that the use of electronics during and in between classes is prohibited and I believe that this policy is restricting the potential of learning that is done by the students. 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A fierce battle was fought between those seeking to commercialise the radio and people who argued that the radio spectrum should be considered a part of the commons – to be used only non-commercially and for the public good. The United Kingdom pursued a public funding model for the BBC, originally a private company but incorporated as a public body by Royal Ch arter in 1927Read MoreTechnology Essay11684 Words   |  47 PagesTechnology is a great way to stay entertained but it is disconnecting people. Today’s Internet users have many ways to be occupied online. These days we have the ability to communicate on websites like facebook, ways to watch TV shows and clips mostly on YouTube, and play entertaining games like on addictinggames, all while on the computer. And we wonder why we have no in person friendships and dysfunctional families. 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Leadership Philosophy Free Essays

Eisenhower said once said, â€Å"Leadership consists of nothing but taking responsibility for everything that goes wrong and giving your subordinates credit for everything that goes well†.   (http://www.maxwell. We will write a custom essay sample on Leadership Philosophy or any similar topic only for you Order Now af.mil/au/awc/ns/electives/sld/sldsy.htm) Any deliberation about leadership must begin with the recognition of the fact that people want to be led. It is obvious to a great extent in the face of a calamity they find comfort and inspiration from their leaders. This is also true on a day-to-day basis. People tend to need and seek out guidance from strong leaders. â€Å"Leaders organize people—whether in a multinational corporation, a civic or charitable enterprise, a family business, or a high school.† (Ashby and Miles, 2002) According to Fairholm (1998), â€Å"one of the fundamental characteristics of leadership philosophy is its emphasis on a few values held in common by group members†. These values are summed up in a vision of what the group and its members are and can become. â€Å"In the United States, the vision typically integrates values described first by the founding fathers. These values include personal liberty, respect for life, justice, unity and happiness. These are widespread values that are essentially held and to the achievement of which most people dedicate their energies. Unless leaders tap these energizing values, they risk not being able to lead†. (Fairholm, 1998) A Policeman’s life is riddled with high standards of selfless service. They have to have integrity and it is widely known that they have worked hard without waver since their inception. A question which arises often is â€Å"How do you lead men in such a way that they will put their life on the line for you in an encounter situation in times of danger, and work twenty hours a day for weeks and sometimes months to resolve a crisis?† Of course this can be achieved through perpetual torture and extreme fear of the leading officer but Constables and Lieutenants under such a Captain will not give their job a 100 percent and the direct negative outcome of that will be that the team will not be functioning at full capacity. Firstly a leader must illustrate devotion and commitment to a life of service. Secondly, it is of vital importance that a leader must be considerate and concerned about his people. (Puryear, Jr.) These tie in with the principle of observation of a role model. A leader’s subordinates have to see that their leader is entirely dedicated to his job and doesn’t only treat it as a job or simple tasks which have to be performed out of duty. A leader must display his love of the occupation so that his subordinates have a role model to follow. However, they will not follow him without question if he doesn’t demonstrate affection for those under him. There is no need for physical forms of affection. The kind of affection needed can simply be demonstrated by thoughtfulness from a leader. A leader needs to be genuinely concerned about the safety of those under him. In a job such a police officer’s this is particularly important. An officer’s subordinates need to know without any doubt they their lives are in the hands of someone who cares. Brilliant examples of concern for staff have been littered through the US military history, â€Å"Gen. Vandenberg invited a colonel to sit in on a conference with the legendary Macarthur. Gen. Twining gave up his Christmas vacation to permit Quesada to catch up on his flight training. General John P. Ryan took coffee to mechanics working late at night. General Brown allowed a crewman to release his frustration by putting on his cowboy hat and boots. He also provided flights home during temporary duty for his officers and men, and he saw to it that enlisted personnel living in barracks could have a leisurely breakfast on Sundays.† (Fairholm, 1998) With such an amazing array of leadership in our country’s history, one should take a leaf out of their book. Some may think that all leaders would comprehend and be aware of the significance of looking out for those underneath your authority, yet such is not always the case. A primary principle which policemen follow is to develop a sense of responsibility among their subordinates. General Marshall would say throughout his career to his subordinate officers, â€Å"Fix the problem, not the blame†. At times, a leader has to rely on himself and more imperatively, on his workforce to see him through the storm or bad weather. (Barber, 2004) It is of vital importance that the subordinates discover that they are capable of achieving more, the subordinates assessment of what constitutes of difficult is a direct consequence of their frame of reference. This problem can be solved with mentorship. Part of mentoring someone involves placing a subordinate in contact with people at the top who are making the toughest decisions. As Murphy and Riggio (2003) put it, â€Å"Opportunities such as observing another’s leadership and management skills in action or gaining self-awareness through another’s perspective are just a few of the benefits of mentoring†. Using Gen. Shy Meyer’s definition, a mentor is someone who provides â€Å"guidance, counseling, advice, and teaching† and, with that, â€Å"door opening† -meaning opportunity. â€Å"The result of door opening and mentorship is that with progress in rank and responsibility one gets the toughest jobs, the longest hours, and the greatest sacrifices in family life.†Ã‚   (Puryear Jr., 2000) Unfortunately many leaders have developed the â€Å"one-size-fits-all† mentality. This blunder is the outcome of an ironic combination of overconfidence and under confidence in the value of an old, recognized and formerly victorious plan and under confidence in being able to master or develop an original but new and so strange plan.   Sometimes Police officers want to get fast results and so get impatient and apply this theory their operations. One’s previous knowledge is always an advantage and it is a huge part of any operation but it must only come into play in the context of the present circumstances. Some may attribute the habit of to a lack of ability to comprehend or even mental laziness. Inductive reasoning is required to avoid such am error.   This entails the skill to look at and understand the bigger picture. Of course this may require the investigation of hundreds or thousands of concrete facts and observations, then set aside those which are insignificant and of no great consequence and finally amalgamate the remainder of it into tiny basic conclusions and standards. The final question has to be â€Å"What does this all add up to?† This can be done through two ways; Inductive reasoning and Deductive reasoning.   Inductive reasoning is based on simplification prioritizing. It involves turning complexity into simplicity by imposing order on seeming chaos and identifying what has to be done before any other outcomes can be achieved. What is a fundamental need to be considered and this fundamental feature is what everything else will rely on and function upon. Deductive reasoning works in another manner. It involves integrating what has been discovered with prior knowledge and then applying it to the current situation. Some may find the level of complexity required too great. So they bluster and make demands on subordinates and use familiar strategies, but they never get to the real heart of the problem because they do not know what it is. There may be a lack of creative imagination as well. All of this is very hard mental work and requires intelligence and logical thinking; a policeman’s work is not only restricted to physical activities! A few leaders often do not know that they cannot handle the job properly. More often than the foundation of their self-esteem is always being right and always being in control of things. They would feel humiliated and degraded if they admit that they cannot complete a task correctly. They lie to themselves by convincing themselves that they can do it and fall into a whirlwind of desperate, inept measures. None of them could be right but that point they stop thinking. They replace thinking with clumsy actions. When things begin to go bitter, they lash out at their subordinates and then segregate themselves so that they will not have to hear the bad news. All this makes them progressively less able to fix what is really wrong with the operation. (Murphy and Riggio, 2003) Henry L. Stimson, the secretary of War through 1990 and 1911 once said, â€Å"I had been accustomed throughout my life to classify all public servants into one or the other of two general categories: one, the men who were thinking what they could do for their job; the other, the men who were thinking what the job could do for them.† (Puryear, 2009) True leaders who others follow without any doubts or questions even in the worse of circumstances are those who do the former. References Barber, E. Brace. (2004) No Excuse Leadership: Lessons from the U.S. Army’s Elite Rangers. Hoboken, NJ. Wiley. Fairholm, W. Gilbert. (1998). Perspectives on Leadership: From the Science of Management to Its Spiritual Heart. Westport, CT. Quorum Books. Murphy, E. Susan Riggio, E. Ronald. (2003). The Future of Leadership Development. Mahwah, NJ. Lawrence Erlbaum Associates. Puryear, F. Edgar, Jr.(2000) American Generalship: Character Is Everything The Art of Command. Presidio Miles, A. Stephen Ashby, D. Meredith (2002) Leaders Talk Leadership: Top Executives Speak Their Minds. New York Oxford University Press. AWC Elective: Strategic Leader Development http://www.maxwell.af.mil/au/awc/ns/electives/sld/sldsy.htm Accessed January 5, 2007    How to cite Leadership Philosophy, Essay examples

The Bus Essay Example For Students

The Bus Essay The Bus I have this friend named Ted. Ted has an old school bus all spray-painted and beat up looking. This in and of itself is not that big a matter. What makes this bus different is he attached the top half of a Volkswagon van on top of the bus. This bus has been around for around fifteen years or so and has looked about the same if not worse the whole time. See, Ted used to live in this bus. Its a project he has been working on for some time now. Numerous people have asked him why he wont get rid of the ugly thing. His parents dont ask him to, they tell him to get rid of it. I have wondered myself why he has a bus such as he does and why he bothers putting so much money into it. I do notice a slight difference in Teds eyes when he is working on it though, so there must be something about it worth saving. Ted Jensen was born December 29, 1969 right here in Vancouver, Washington at the old Memorial Hospital (now a clinic I have been told.) His parents are still alive and kicking along with his brother and sister. I met Ted as my neighbor when I first moved to my current home. He has a strong sense of whats right and fair, as I feel I do. This must be the biggest reason why I like Ted. That and he would not intentionally hurt anybody without them deserving it completely. He may be a little headstrong at times, but he is very easy going most of the time. If I ever need anything, and I do mean anything, Ted is the guy I go to. If he does not already have it, or have access to the item or information I want, he can usually tell me who does. The year is 1986 and the location is a Grateful Dead concert. As Ted was enjoying the festivities of such a concert he came across a vehicle that pulled him to examine it closer. It was an old school bus that had been rebuilt and remodeled into a motor home of sorts. Ted knew then that he had to have one and proceeded to investigate his options. As luck would have it one of his friends needed some cash flow for a lawyer and had a 1976 school bus for sale to get it. This was the way Ted wanted to live, in a converted bus, and for four years he did just that. So began the life of the bus with Ted. A month after the bus was acquired another friend of his had a 1965 Volkswagon van to get rid of. The friend gave it to him and they immediately began getting it ready for major modification. The van was hauled up to the hills where Ted had chosen to set camp with the Bus. Ted had set up a hoist, way up in a few trees, so he could lift virtually anything he wanted off the ground. After attaching the straps to the four corners of the van, they got out the torch and proceeded to cut the van in half right at the middle joint. After it was removed from its bottom, the top of the van was hoisted up on to the bus. Ted positioned it towards the back of the bus so that it was facing backwards. This was so he could open the vans back door (which still had good hydraulics to hold it open) when he was at a drive-in, party, or concert, he could have a little deck to walk out on. Most of the vans features still work like the lights and the windshield wipers. .u0e5a85a4775dc7a6839e3d952a30361e , .u0e5a85a4775dc7a6839e3d952a30361e .postImageUrl , .u0e5a85a4775dc7a6839e3d952a30361e .centered-text-area { min-height: 80px; position: relative; } .u0e5a85a4775dc7a6839e3d952a30361e , .u0e5a85a4775dc7a6839e3d952a30361e:hover , .u0e5a85a4775dc7a6839e3d952a30361e:visited , .u0e5a85a4775dc7a6839e3d952a30361e:active { border:0!important; } .u0e5a85a4775dc7a6839e3d952a30361e .clearfix:after { content: ""; display: table; clear: both; } .u0e5a85a4775dc7a6839e3d952a30361e { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .u0e5a85a4775dc7a6839e3d952a30361e:active , .u0e5a85a4775dc7a6839e3d952a30361e:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .u0e5a85a4775dc7a6839e3d952a30361e .centered-text-area { width: 100%; position: relative ; } .u0e5a85a4775dc7a6839e3d952a30361e .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .u0e5a85a4775dc7a6839e3d952a30361e .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .u0e5a85a4775dc7a6839e3d952a30361e .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .u0e5a85a4775dc7a6839e3d952a30361e:hover .ctaButton { background-color: #34495E!important; } .u0e5a85a4775dc7a6839e3d952a30361e .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .u0e5a85a4775dc7a6839e3d952a30361e .u0e5a85a4775dc7a6839e3d952a30361e-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .u0e5a85a4775dc7a6839e3d952a30361e:after { content: ""; display: block; clear: both; } READ: Shakespeares Views On Love EssayThe bus had no generator for electricity inside other than when the engine was running, but the alternator would only supply enough to run the buss original wiring and no more. Ted needed a power source. Conveniently located by a river was a barn that belonged to a local farmer. The barn had power to it and was not far from the waters edge, which was exactly where the bus was