E-Flite Blade Sr 120
E-Flite Blade Sr 120
Blade 120 SR Heli Advanced Swash Plate Setup and Maiden Flight
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3.7V 160mAh 15C LiPo Batteries for Micro Helicopters E-flite MSR /SR/ BMCX $15.83 Tenergy 160 Mah 1S LIPO battery used mainly with E-flite MSR /SR helicopter and with E-flite 4-SITE bi-plane and even better with ParkZone Sukhoi 26M 3D plane. Will give more PUNCH and ROBUST performance due to its higher current output and power. Features and Benefits * Single cell Li-Polymer 160mAh battery. |
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E-Flite Blade 400
E-Flite Blade 400
how to stop my helicopter from spinning?
Hi a E-Flite blade 400 3D was given to me by someone that did not know how to fly it and it had a few problems that I fixed but now when I push up the throttle on the heli the body starts to spin how can I stop that?
You must increase the tail rotor speed to compensate for the torque from the main rotor. In other words, every time you increase main rotor power you must increase tail rotor and vice versa. This assumes steady state flight of course.
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Dynamite Cop Dreamcast Cheats
Dynamite Cop Dreamcast Cheats
Dynamics Of Structures Solutions Manual
Dynamics Of Structures Solutions Manual
Be A Dynamic And Effective Compliance Officer
The role of the compliance officer is a scary job with difficult and growing pressures. It is nonetheless an exciting and challenging role for someone who desires to be in the middle of what is making things happen and keeping things rolling. Before taking a position, it is advisable to meet the CEO and the CFO and understand the business. Do not just walk into a can of worms where you would be required to do the clean up.
The compliance officer is a gatekeeper whose role is to stop and prevent wrong doing in the firm. The compliance officer is there to maintain the integrity of the firm and be the first line of defence against fraud, market abuse, misconduct. The compliance officer is there to demonstrate the firm’s discharge of its duties of due care, skill and diligence. The role is usually mandatory under financial services regulations.
Get support from the Top
Imagine not having the full support of the Board and they keep overriding your policies, you will be ineffective. You definitely need that tone from the top that will help propel the message of compliance and risk. Senior management generally have the fear factor of personal liability and criminal allegations, this empowers you to be able to mandate a culture of compliance. Your power and authority also comes with the pressure to ensure that the firm is not put at risk. If senior management don’t listen to you when you put your foot down, the firm will be at serious risk. You should not limit your capacity to bring issues to the Board; as such your reporting structure should facilitate direct access to the Board.
Market your programme
It is not enough that you are telling the Board that everything is fine and in order. The Board needs to be familiar with the compliance programme and understand its effectiveness. To bring compliance high up the agenda, you have to market compliance to the Board and demonstrate to them that a strong compliance culture will help the firm to gain competitive and strategic advantage. You need to engage with the Board so that near misses in risk are quantified and communicated. Ask yourself how often you report to the Board, does the Board act on your recommendations, how often do you detect problems rather than it being discovered by regulators, how reliable is your report that deficiencies have been rectified?
Create a positive culture
Having a compliance manual is not enough to prevent a breach of rules. The whole compliance programme has to penetrate to those who are likely to get the firm in trouble and those who will get the firm out of trouble. Apart from regular real time monitoring, there has to be ongoing reinforcement of compliance behaviour. You have to harness personnel from other units like HR, Internal audit, Accounting, Risk management, IT, Legal to help facilitate compliance so as to drive it down to the employee on the line who can put the firm at risk.
Know the business
You would need to be able to give advice pretty much on the spot but be careful with people who just want to cover themselves at your expense; they give a few sketchy facts and request drive-by compliance opinions. Make sure you get the full facts before forming a view. You need an up-to-date knowledge of products and a thorough knowledge of the business. If you don’t know what makes the business tick or the style of the firm, you cannot add value. You need to keep abreast of changes in regulation, in the organisation and in the industry.
Have Authority
It is important that you have the authority to remedy any inappropriate conduct so that you can sanction, hire, fire, reward and penalise. What would drive effectiveness of your compliance programme is the ability to link compliance directly to the manager’s salary. Once you tie remuneration to compliance so that risk assessment feeds into the performance appraisal and the pay/bonus of the managers, you can reward those who are complying and penalise those who are not.
Have stature and credibility
Use your authority to request information and get yourself involved in significant discussions and decisions. You have to be at the table both with senior executives involved in strategic planning and other managers implementing. This will give you credibility, authority and stature. Your stature would be strengthened by your capacity to shape decisions around compliance. You also need the cooperation of all employees when investigating issues.
Be Visible
You need to have a face and be visible. If you and your compliance programme are discrete, people may not let you know what is going on. You need to make people feel free to phone you on your hot line. You need to get out into the field and the business lines. People should feel free to raise questions and concerns without being shut down. You need to establish a dialogue otherwise your compliance manual will just sit on the shelf and gather dust and people will be breaching the rules and not letting you know what is going on.
Be accessible
You should be introducing yourself to people so that your first contact with them is not to say they have breach a rule but to say that they can feel free to come and get any guidance from you. It’s about winning the hearts and mind of people so that later on you can challenge them if they contravene a rule. Every interaction with the business must add value; it is not just about saying “No” or being a showstopper, it is about giving people options.
Be approachable
Don’t see people as coming to you with problems; see them as coming to you for guidance. You have to be open, interested and informative ready to explain, advice and help. You are not there just to approve, check and sign-off papers, you are there to be more of a consultative business adviser that translates legal obligation into business solutions effectively and efficiently as part of a change management strategy to protect the brand and enhance the reputation of the firm.
Build strong relationships
You should be embedded into the business units and know the business inside out. Watch out for the flipside of this which is that you can develop such strong relationships that perspective becomes clouded and your ability to address compliance issues becomes hampered by friendships. This can creates difficulties for you to report up as you are obligated to do because you have lost objectivity. Make sure you find the balance.
Be tenacious
It is important to understand the pressure that the business units are facing e.g. traders handling time sensitive transactions may overlook compliance. You should be pragmatic yet ensure that oversights do not recur. Business units must take responsibility and not pass the buck, your role is to measure the process as set and look for full compliance whether or not any risk has crystallised, so that if a regulator comes on site, they will see full compliance.
Be firm
Managers will give excuses that transactions are time critical, procedures are not clear; they have not been trained on the procedures etc. Your response should be that they should have sought guidance before going ahead with any transaction. Make it clear that procedures have been set by the firm, agreed and adopted by senior management to enable the firm to meet its legal and regulatory obligations; and any material or significant variance from the procedures is not acceptable, as it puts the firm at risk.
Develop compliance policies
As a compliance officer, you need to design and develop written policies and procedures in form of a compliance manual. You must frequently revisit your manual to determine its effectiveness. Not having an up-to-date compliance policy is like having no procedures at all. Use you manual as a basis for conducting regular training, outreach and periodic monitoring and surveillance.
Organise training outreach and workshops
Regular training helps you to get the compliance message out. This helps you, being a representative of the compliance agenda, to make yourself approachable and visible. With this, people will start to respond positively, knowing that the compliance message is continually developed throughout their time at the firm and they have not merely been handed a copy of the manual and left to get on with it.
Conduct monitoring/risk assessment
Risk assessment is a very useful tool to give you a foundation from which to speak and say to the firm what specific regulatory risk the firm is exposed to. The assessment also helps in calling for resources needed to mitigate any risk. Compliance is not usually seen as bringing any immediate tangible benefit to the firm and so is sometimes not high on the priority list of resources allocation. The risk assessment is useful for obtaining the proper resources you need. You can report to senior management the risks you have identified, the frequency and severity and you can demonstrate how the risks would be prioritised, controlled and mitigated. You can also show that the firm cannot afford to slip in the risk areas and it appears that trends are indicating that the firm might slip.
Manage the regulators
You are the primary contact between your firm and the regulator. The regulator has the power to enter and inspect any document they wish. This is a sensitive and delicate area which appears more like an invasion of privacy. However as the firm is registered as a regulated firm, all right of privacy have effectively been signed away so you have to let the regulator into your business and welcome them warmly and professionally, giving them a good impression of your firm. Notify the regulator of changes in your firm rather than them finding out from other sources.
Put you house in order
Don’t let the regulator come in and discover deficiencies and defaults that you are not already aware of. The best way to ensure this is to conduct mock visits. You can do the mock visits yourself or use independent outside consultants. You must also keep accurate records. If there are any rules that you cannot comply with because they are unduly burdensome to your firm, do not hesitate to apply for a waiver or dispensation. Endeavour to maintain regular contact with your supervisory contact in the regulator for individual guidance on policy and interpretation of rules that are amorphous. Untruthfulness and dishonesty can get you in jail so ensure that you are open with the regulator. It is easy to be suspicious that your openness could be used to get enforcement action against you; but you have to balance between concealing and being open and candid. If you have agreed to rectify a default, ensure that you do it immediate and don’t let the regulator come back and find that it was ignored.
Defend your firm
If the regulator finds breaches and deficiencies, you can defend your firm against the findings. Robustly advocate your case, proving it with facts and evidence, showing all mitigating factors, showing if the customers or investors have been redressed, showing if you have improved your surveillance to ensure that the breach does not recur, showing that your firm has not been negligent or reckless but has acted with judgement where different firms may come to different conclusions with the same established facts. If the rule in question has not established clearly an obligation e.g. it state “the firm should” rather than “the firm must”, then show that you acted reasonably in the absence of a set legal standard. Show that you had consistently sought help, advice and guidance from the regulator on the issue or you have relied on independent external legal advice on the issue -the regulator may be lenient with your firm. Defend your firm if findings are based on inaccurate information or the penalty is unduly harsh or disproportionate. Show that the breach or violation will not pose significant risk to customers or investors or to the confidence of the market and the financial system.
Compliance officer failure
Listed here are some instances where compliance officers was criticised by regulators and in some instances removed from their role because they were found wanting.
A Compliance officer‘s conduct was found to have fallen short of what is expected of the Compliance officer because he was aware of activities in the office which were designed to conceal details from the tax authorities and regulatory authorities and he failed to enquire and challenge the activities but appeared to be facilitating tax evasion.
A Compliance officer was removed from the register because it was felt that she did not exercise effective influence over the staff and senior management. It was found that she admitted that she did not have sufficient knowledge of the regulatory requirement, which made her inadequate to identify regulatory defaults in the firm. Regulators found that she did not meet the required standard in terms of competence and capability expected of a Compliance officer.
Another Compliance officer was criticised for allowing his assistant to perform the substantive element of the Compliance officer’s role for a year without registering that individual with the regulators. He did not inform regulators that he had relinquished his compliance responsibilities to concentrate on accounting and finance matters (and was a Compliance officer “in name only”).
The Compliance officer was criticised in that he was not properly trained to do his job. He merely self -assessed his own training needs with no organised or formalised training. His training should have been timely, planned, appropriately structured and evaluated.
A Compliance officer was rebuked because it was found that he reported only verbally to the Managing Director but there was no evidence of formal interaction and no written report and no formal reporting line. It was found that the compliance manual he presented were all out of date.
A Compliance officer was criticised for allowing traders to manage difficult (in the sense of potentially compromising) market distortion situations themselves disregarding the regulatory implication of any impropriety.
A Compliance officer was criticised as being unable to oversee the firm because the officer worked one day a week in the firm and could not monitor the day to day activities of the firm as he had a full time job elsewhere where he was MD and compliance officer.
Another Compliance officer was rebuked for his ’s failure to ensure that the firm obtained KYC before giving advice, the compliance officer did not ensure record keeping as there was no record of the basis of advice given to clients, there were incomplete applications forms. The Compliance officer even though he conducted file reviews and audit only to confirm that the transactions were approved before effected, the review failed to examine the files to see if advice and recommendations made to clients were suitable for them.
It was found that one Compliance officer could not challenge traders who carried on instructions for clients that had no apparent economic purpose (legitimate commercial rationale) other than to manipulate and or distort the market price. The officer was found to have not called for adequate resources from senior management and failed to maintain and make available to the traders well defined policies and procedures and did not provide training to the traders and properly monitor them.
There has also been a prosecution brought against money laundering reporting officer, for transferring funds without the consent of the regulatory authorities when there was suspicion of money laundering. The prosecution did not pursue the case, as it was “unlikely to bear fruit”.
Conclusion
A good book for compliance officers to read is “Essential strategies for financial services compliance” by Annie Mills. You need to have skills of professionalism, commercialism, leadership, communication, passion, customer focus and accountability. So long as you are very comfortable with managing change, problem solving, decision making, planning and organising, you are well on your way to being a dynamic and highly effective compliance officer.
About the Author
Jide specialises in assisting clients on who seek detailed legal and regulatory advice on Compliance with the UK’s Financial Services and Markets Act regime, impact of European legislation including the Markets in Financial Instruments Directive (MiFID) BIPRU. Preparation of regulatory business plans, compliance policies and manuals Preparation of standard terms of business and other documentation. Advice on the operational compliance requirements of a new business and making an application for authorisation. Advice to incoming EEA firms on their obligations under the Financial Services Authority Designing, developing and implementing operational and compliance processes and procedures by drafting all account opening application documentations, client agreements, custody agreements, trade confirmation and contract notes templates, client money trust letters and procedures, collateral management procedures, compliance manual and monitoring programme. Being the main point of contact with regulators and ensuring that all financial returns ad hoc reports, notification and transaction reporting, RMAR, Pillar 2 information reports are made on a timely basis using the Gabriel FSA reporting system. Drafting and reviewing the firm’s ICAAP Regular compliance advice and/or monitoring on a pro temp basis. Cover for short term situations or assistance in sourcing full time replacements. Organising and delivering training to enable staff to be aware of the regulatory standards to which they must adhere such as standards on market abuse, conflict of interest, AML, data security, fraud, TCF, whistle blowing.Advice on response to allegations concerning legal, regulatory and ethical actions of a firm or its personnel. Assistance to management regarding the Financial Services Authority’s disciplinary process or impending litigation.
Jide spent almost 7 years working as a regulator at the FSA and two years as a compliance manager in a Big 4 in UK. Contact Jide for on the spot assistance on babajide.oniwinde4@ntlworld.com Compliance Consulting Nigeria www.oniwinde.com
Dynamics Nav 2009
Dynamics Nav 2009
Corporate ERP Selection Notes: SAP B1, Dynamics GP Great Plains
Corporate ERP System is a must for small and mid-size business, when you plan to lead your company to the point, where the business has stable market value, and it is ready to be open for micro and small capitalization, venture capital, or simply be placed for sale. Corporate ERP is one of the first parameters to be checked by potential investors or business buyers. In this small publication we would like to share our vision of midsize and small company corporate ERP selection, implementation and support:
1. Stick to the ERP brand: Microsoft Dynamics, SAP Business One, Oracle – these names are sound and you in our opinion should select reliable and recognizable Corporate ERP brand versus little known new venturing ERP application, where its future fate, technical support and versions upgrade are unstable and exposed to business venture volatility. This process might to some extent resemble old painting collecting, where you bet on little known modern artist, who may or may not become new Rembrandt in twenty years from now. In our opinion this betting options should be left for Corporate ERP market professional envision gurus, and the rest of us should not risk and stick to proven Corporate ERP brands: SAP, Microsoft, Oracle
2. Microsoft Dynamics GP or former Great Plains Dynamics. If you are thinking about Axapta Dynamics AX, Navision Dynamics NAV, or Solomon Dynamics SL, please read our earlier articles on these Corporate ERP applications and let us concentrate on Dynamics GP Great Plains. GP is matured Corporate ERP and MRP application, hosted in Microsoft SQL Server (and this means that it is very reliable with its current versions 10.0 and 9.0). MRP functionality covers Discrete Manufacturing business model. Dynamics GP is popular in tandem with Microsoft CRM 4.0 (as we are writing these lines in June 2009). Great Plains is very reliable Corporate ERP brand and being chosen it should lead you ten or twenty years of future Corporate ERP progress
3. SAP Business One. Here you have the opportunity to pick Corporate ERP system platform which is by all means intuitive for regular Salesperson, AR and AP Accountant, Inventory clerk, Warehouse worker, Service Technician. If you own pretty small business, where you need attributes of mid-size business Corporate ERP: simple discrete manufacturing, bill of materials, service warranty contracts, consignments, rentals contracts, picking and packing, seamlessly integrated CRM module. SB1 modern user interface allows you to design custom business processes by appealing to writing down data entry and processing procedure. Some ERP consultants believe that SAP B1 is scaled down small business ERP (lacking such important features as Batch Posting), while others believe that SAP BO ERP is well rounded and could be further advanced by SAP B1 SDK programming or SB1 Data Transformation Workbench Integration
About the Author
Andrew Karasev, Alba Spectrum, help@albaspectrum.com http://www.albaspectrum.com 1-866-528-0577. Please visit our info portal Pegas Planet: http://www.pegasplanet.com Local Service in Chicago, Atlanta, San Diego, Los Angeles, Orange County, Houston. We also have SAP Business One Software Development Factory and SB1 Technical Support Call Center, serving USA country side businesses and internationally: Canada, Brazil. Illinois practice: Naperville, Aurora, Plainfield, Marseilles, Ottawa, DeKalb, Springfield, Oakbrook, Glenn Ellyn, Wheaton, Bolingbrook, Romeoville, Lisle, Melrose Park, Brookfield. San Diego and LA practice: Rancho Bernardo, Oceanside, Poway, Long Beach, Irvine, Mission Viejo, San Marcos, Carlsbad, La Jolla, Escondido. Houston Practice: Dallas, Galveston, Sugar Land, Pearland, Katy, Pasadena, Rosenberg, League City, Galena Park
Microsoft Dynamics NAV 2009
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Managing Your Supply Chain Using Microsoft Navision $14.20 Maximizing Your Supply Chain provides a simple yet comprehensive explanation of how to use Microsoft Navision in small-to-midsize firms involved in manufacturing and distribution. Describing usage in a wide variety of environments and illustrated with numerous case studies, it covers how the entire system fits together to coordinate supply chain activities within the company and with business pa… |
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Microsoft Dynamics NAV 2009: Professional Reporting $49.99 This book doesn’t assume any prior experience with Dynamics NAV reporting. It is designed as an easy to follow guide, where each chapter builds upon the previous one, but can also be read completely separately. Basically this book is for everyone who is using Microsoft Dynamics NAV or has an interest on the reporting capabilities of NAV 2009. The book does not have major prerequisites, although it… |
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Microsoft Dynamics NAV 2009 Programming Cookbook $52.08 You won’t find any fluff here. This book is written in a direct, to-the-point style to help you get what you need and continue working in NAV. At the same time it provides enough explanation so that you understand what we are doing and why it is necessary. In many programming books you will find yourself searching through paragraph after paragraph to try to find what you are looking for. That’s no… |
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Clarion Mobile Electronics CX501 – 2-DIN CD/Bluetooth/USB Receiver $179.98 Dbldin cd blutooth recvr. Clarion cx501 double-din cd/bluetooth/usb receiver. Specs: double-din bluetooth cd/usb/mp3/wma receiver; cd/usb/mp3/wma playback; built-in bluetooth interface (hfp, hsp, opp, pbap, a2dp, avrcp); built-in microphone; 728 color variable lighting display & buttons; sirius direct connect ready; hd radio ready with optional thd301; 50w x 4 built-in amp; subwoofer volume contro… |
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Pioneer AVIC-D3 In-Dash GPS Navigation System with DVD Player A great navigation system should be simple to use, provide intelligent routing with rich data, and feature entertainment options that make driving more enjoyable and convenient. The Pioneer AVIC-D3 in-dash navigation system comes with two DVD-ROMs containing a massive Tele Atlas database, enabling the unit to provide a gigantic network of turn-by-turn routable roads. You get fast processor calcula… |
Dynamics Of Democracy 5th Edition
Dynamics Of Democracy 5th Edition
Exceed Linux
Exceed Linux
Ubuntu / Linux… Parellels Desktop for Mac?
Hello,
I was running Windows XP via Bootcamp and purchased Parellels to eliminate the need to reboot every time I want to access Windows. After setting everything up I was informed that my license for Windows would not allow an additional instalation through Parellels. Even after deleting the Bootcamp partition with Windows I still got the message that windows has exceeded the number of licensed uses.
So now I have Parellels and figured I could just install Ubuntu / Linux with it. I am not a programer or anything like that, so what benefits would I realize but installing and using Ubuntu or Linux? Essentially, why would I want to do this?
Thanks!
Well, if all the software you need to run, runs on windows, then you wouldn’t want to do it. except for the sheer joy of exploring a new system and finding NEW software…
I feel like if you call Microsoft and make enough noise, they’ll give you a key that will work. you paid for the software, so not being able to use it on your current computer is bogus.
Plus, what with Vista being a travesty, I don’t think Microsoft is in a good position to tick off their customer base. If you really want to use XP in parallels, just call them and rattle their cages till they give you a new key.
Exceed.it
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SanDisk 4 GB Memory Stick PRO Duo Flash Memory Card SDMSPD-4096-A11 $5.99 SanDisk Memory Stick PRO Duo cards give you plenty of room to capture and store your world. And they’re built to last, so you can be confident that all of your precious files will be there when you want them…. |
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Kingston ValueRAM 1GB 533MHz DDR2 Non-ECC CL4 DIMM Desktop Memory $15.99 Kingston 1024MB PC4200 533Mhz DDR2 Memory… |
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Kingston DataTraveler I – 8 GB USB 2.0 Flash Drive DTI/8GB $8.50 Kingston DataTraveler I 8GB USB 2.0 Flash Drive Lighten your load without emptying your wallet. Get affordable, mobile USB storage. Now you can store, carry and transfer files quickly in an affordable, convenient device. The DataTraveler from Kingston helps budget-conscious users break storage barriers, allowing you to easily store and move files in a device no bigger than a pocketknife. As easy … |
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Linux market to exceed $35 billion by 2008.: An article from: Software Industry Report $5.95 This digital document is an article from Software Industry Report, published by Millin Publishing, Inc. on December 13, 2004. The length of the article is 417 words. The page length shown above is based on a typical 300-word page. The article is delivered in HTML format and is available in your Amazon.com Digital Locker immediately after purchase. You can view it with any web browser.Citation Deta… |
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EXCEED MULTIPLF $21.50 Exceed arms the enterprise with the latest desktop to X technology advancements, meeting all connectivity requirements. Exceed permits applications, normally available only on expensive UNIX workstations, to be readily accessed by a company’s existing Windows NT, Windows 95/98, and Windows 3.x-based personal computers. Exceed includes innovative features that accelerate performance, simplify syste… |
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Exceed Multiplatform Multilanguage 7.1.1 $74.95 … |
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Exceed Multiplatform English 7.0.0 Upgrade $25.95 … |
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175 Watt Power Inverter Car Adapter for the Acer, Aspire 8920-6671, Aspire 9300-5005 , Aspire 9800, Aspire 9810-6829, Aspire AS9504WSMi, and Aspire One (Linpus Linux Lite, White) (by Wasabi Power®) $78.99 Transforms your car lighter socket into an AC Power Outlet to charge or run laptops, cell phones, camcorders and game consoles. Converts 12 Volt DC power from car battery into household electricity. Automatic shutdown circuitry prevents total battery discharge. Overload and over temperature protection. Internal fuse protects your equipment. Three-prong AC outlet to handle all chargers and adapters… |
E-Flite S75
E-Flite S75
E-Flite S75 Servo to DC Geared Motor Conversion?
Hopefully someone can help. I have a E-Flite S75 Sub-Micro servo and I am trying to convert it to a DC geared motor. I read “Ted Pavlic’s Servo Motor Conversion” on the net but it is vague and now that the servo is apart I don’t know what to do. The servo motor has 3 wires red, black and blue. As well, this connects to the circuit board then to the pot (I assume). Now do I cut out the board and pot wires out which only the motor remains? If so, what is the blue wire on the motor for (signal?) should this be cut too? Any help would be appreciated. I just want to use the servo as a regular DC motor. Please…I’m not a whiz at this stuff can someone explain to me what to do in easy to understand language. Many Thanks!
The servo works by using a signal that represents a particular position, and angle that ranges from the servos extreme positions, this is important because the servo determines its current position using the pot, you’ll notice that the pot has a key that fits into the gear that you attach the servo arm to.
you need to modify the pot so that it cannot turn, the simplest way would be to cut the pot’s shaft or “knob” to a point that it does not reach the gear. The servo will now think that it is still in whatever position you leave the pot at before you close it back up. What you’ll want to do is center your transmitter, and turn the servo on, and then turn the pot so that servo stop moving the motor in either direction, you have now calibrated center, or zero acceleration on this particular servo.
Next you need to modify either the main servo arm gear, or the casing so that the main servo arm gear can freely rotate over 360 degrees, continuously. There are physical plastic stoppers on the gear and on the enclosure casing, one or both of these need to be removed, or the servo will not be free to continuously rotate.
next reassemble the servo making sure that the pot will not be moved any more by the rotating of the main servo arm gear, if the servo is working just right for your application, then consider adding a small amount of glue onto the pot’s shaft to make sure it doesn’t wiggle into another position which will off-center it and make it run continuously.. you transmitter (controller) may also have center adjustments that will change the signal’s center position as will, also fixing this calibration problem.
TEAM DIGITAL DCC CONTROLLER SMC 4 SERVO E FLITE S75 Sub Micro
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3D Arm Set with Screws(4):S75, HS-55 $2.98 … |
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E-Flite Standard Arm Set, Fine Spline: S60, DS75 $1.86 Standard Arm Set, Fine Spline: S60, DS75E-FlitePart EFLRSA100… |
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E-Flite 7.5 Gram Sub-Micro S75 Servo $13.99 E-flite’s S75 Sub-Micro Servo… |
Dynamics Crm Pricing
Dynamics Crm Pricing
eCommerce B2B and B2C integration with Microsoft Dynamics GP technology notes
eCommerce existing websites with shopping carts, customer specific price lists and items catalogs integration projects are in rapid expansion mode, especially considering huge number of Great Plains Dynamics GP installations USA and Canada nationwide and internationally: Spanish Speaking Latin America, UK, Australia, New Zealand, South Africa, Oceania, English speaking South East Asia. This small article targeted to mid-size businesses IT departments, considering complete or partial ecommerce application integration to Dynamics GP, formerly known as Great Plains Dynamics and eEnterprise:
1. eCommerce integration technologies. Dynamics GP eConnect is perfect tool for Microsoft Visual Studio ecommerce programmer, it has scenarios and code samples in C# and VB, so feel comfortable to deploy your programming language of choice. In eConnect you probably want to program real time ecommerce shopping cart and customer invoice integration. If you are OK with batch level integration: one time per day or every hour or even every twenty minutes, please consider Dynamics GP Integration Manager. In this article we would like to share our philosophy, where we are trying you first to consider out of the box tools and modules, before you begin considering Dynamics ISV Partners Add-Ons and Custom Modules. eCommerce is not an exception from general Corporate ERP Implementation rule, where you stay away from customizations and third party products and try to consider native functionality and technology on the first place. As you know Dynamics GP ERP application requires customer participation in MBS Dynamics annual enhancement program, and each Dynamics GP ISV partner has its own annual enhancement program, and this simple fact may make your life really dependent on membership extension dates
2. Dynamics GP ISV Partners eCommerce Solutions selection process. If you think that Dynamics GP Integration Manager does not do the job for your ecommerce shopping cart integration, and eConnect SDK is too complex for your IT department programmers, or learning curve is too long, please consider Great Plains Partners maintained Add-ons, sometimes referred as GP Satellites/ Let’s talk about Dynamics GP ecommerce add-ons. Alba Spectrum offer wide range of products: Dynamics GP Posting Server (allowing you to post GP batches directly from ecommerce application code, as the reminder – eConnect cannot post Great Plains Batches, this logic is reserved architecturally to GP user), Great Plains Order Connector (where we are adding new Accounting and Corporate ERP applications to the list of connectable systems). Order Connector has multiple popular ecommerce templates and shopping cart integration plug ins, please check with us for details
3. B2B ecommerce integration via Microsoft Dynamics CRM 4.0. Here you have out of the box functionality, which allows you to integrate Customer Quotes and Sales Orders directly to Dynamics GP Sales Order Processing Module. There are add-ons for MS CRM, allowing you to run it as simple B2B ecommerce portal. If you do not have MS CRM implemented in your organization and you are not familiar with MS CRM as a user, please go on to the next paragraph
4. Dynamics GP Business Portal. We are enthusiasts of Microsoft Dynamics Business Portal. Even if at this time it is limited in its functionality and Dynamics GP ecommerce ISV partners could offer better logic, in the long run we are staking on native Microsoft Dynamics Business Portal solution. At this time, October 2009 we feel that we are one of the leaders pushing Dynamics GP Business Portal Modules: Electronic Document Delivery, Order Management, Requisition Management (with Requisition Approval Hierarchy), Human Resources Employee Self Service (Pay Stubs and W2 reports printing). There are several competing clones to Dynamics GP Business Portal Requisition management and Order Management modules from Dynamics GP ISV partners, we recommend you to take conservative approach. In GP Business Portal, please review Order Management module, as it is intended for B2B ecommerce
5. Dynamics GP ecommerce for legacy Great Plains Versions. If you are without Microsoft Business Solutions Annual Support and you still use old Great Plains Dynamics versions 8.0, 7.5, 7.0, 6.0, 5.5, 5.0, 4.0 3.2 or Great Plains Accounting for DOS, Windows and Mac (often referred as Macintosh), we strongly recommend you to upgrade first to Dynamics GP Version 10.0 or 9.0, where eConnect SDK came to its maturity. In our opinion it doesn’t make sense to program Great Plains eCommerce to pull data from GPA for DOS Btrieve tables. However we respect your opinion and case, if you have old Great Plains version, please give us a call: 1-866-528-0577
6. How to get help? Please, feel free to call us: 1-866-528-0577, outside of USA: 1-630-961-5918 or email us help@albaspectrum.com We are very technical and real Dynamics GP Dexterity, SAP Business One SDK programming gurus. We have Great Plains Software Development Factory and could support unlimited Dynamics GP Customization and Programming needs. Plus we speak English, Chinese, Spanish, Portuguese, Russian, and not only as native speaking sales folks, but as real technical consultants. If you prefer skype: albaspectrum
About the Author
Andrew Karasev, Alba Spectrum , help@albaspectrum.com 1-866-528-0577 http://www.albaspectrum.com Serving ERP and MRP community since 1994, local service in Chicago, Houston, San Diego, Atlanta, Los Angeles. Information portal: http://www.pegasplanet.com We serve you USA and Canada nationwide from our Dynamics GP and SAP Business One call center: California, Illinois, New York, Florida, Minnesota, New Jersey, North and South Carolina, Georgia, Louisiana, Texas, Ontario, Quebec, Washington, Missouri, Iowa, Nebraska, Kansas, Colorado, Nevada, New Mexico, Utah, Arizona, Montana, Oregon, New York, New England. International clients welcome from Australia, New Zealand, Oceania, South Africa, UK, Brazil, Caribbean, Russia, Central America: Honduras, Costa Rica, San Salvador, Panama, Nicaragua, Guatemala. Plus South America Paraguay, Peru, Uruguay, Argentina, Bolivia, Ecuador, Chile, Venezuela, Colombia, and in Caribbean Dominican Republic
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Dynamic Programming Problems Mit
Dynamic Programming Problems Mit
Management. Company structure
Massachusetts Institute of Technology (MIT) team was asked to explain what happened to industrial performance of the United States during the past 20 years and to suggest what could be done to improve the situation. This team studied the problem and concluded:
- American organizations were not producing as well as they ought to produce or as well as they used to produce or as well as the organizations in other nations;
- American organizations certainly need to produce well, but to do this, they must be managed well.
The using the following principles can solve this problem:
- The application of effective management principles, programs and techniques in organizations must become commonplace
- Participative management. Quality assurance. Customer service programs. New technology implementation. Employee stock-purchase. Just-in-time production systems. Rewards programs. Entrepreneur programs. All these management approaches must be managed.
Management is the process undertaken by one or more individuals to coordinate the activities of others to achieve results not achievable by one individual acting alone. Peter Drucker (the well-known American business professor) believes that the work of management is to make people productive. To regain the competitive edge in the international arena, society must have managerial competence. Drucker states: “Management, its competence, its integrity and its performance will be decisive both to the United States and to the free world in the decades ahead”.
Another view o management is presented in the popular best-seller, In Search of Excellence, where Peters and Waterman emphasize mentorship, love for managing and working with people; managers are excellent communicators and value shapers, lightning rods to get the job done.
Learning about management is important for two reasons:
- Our society depends on specialized institutions and organizations to provide the goods and services we desire. These organizations are guided and directed by the decisions of managers. They allocate society’s resources, have the authority and responsibility to build safe products etc…they establish the condition under which people are provided jobs, incomes…
- Individuals not trained as managers often find themselves in managerial position.
Peter Drucker suggests that the work of a manager can be divided into planning (setting objectives), organizing, integrating (motivating and communicating), measuring and developing people. He has spelled out that managers do. In his opinion managers perform 5 basic operations:
- First of all, managers (especially senior managers such as company chairman – and women – and directors) set objectives, and decide how their organization can achieve them. This involves developing strategies, plans and precise tactics, and allocating resources of people and money. For this task, they need analytical ability;
- Secondly, managers organize. They analyse and classify th activities of the organization and the relations among them. They divide the work into manageable activities and then into individual jobs. They select people to manage these units and perform the jobs. For this, they not only need analytical ability but also understanding of human beings;
- Thirdly, managers practice the social skills of motivation and communication. They also have to communicate objectives to the people responsible for attaining them. They have to make the people who are responsible for performing individual jobs form teams. They make decisions about pay and promotion. As well as organizing and supervising the work of their subordinates, they have to work with people in other areas and functions. To succeed in this task managers need social skills;
- Fourthly, managers have to measure the performance of their staff, to see whether the objectives set for the organization as a whole and for each individual member of it are being achieved. Measuring requires analytical ability.
- Lastly, managers develop people – both their subordinates and themselves. They help to make people more productive, and to grow as human beings. They make them bigger and richer persons.
Obviously, objectives occasionally have to be modified or changed. It is generally the job of a company’s top managers to consider the needs of the future, and to take responsibility for innovation, without which any organization can only expect a limited life. Top managers also have to manage a business’s relations with customers, suppliers, distributors, bankers, investors, neighboring communities, public authorities, and so on, as well as deal with any major crises which arise. Top managers are appointed and supervised and analised (and dismissed) by a company’s board of directors).
In Peter Drucker’s view successful managers are not necessarily people who are liked or who get on well with others. They are people who command the respect of workers and who set high standards. Good managers need not to be geniuses but must bring character to the job. They are people of integrity who will look for that quality in others.
No one has had more influence on managers in the 20th century than Frederic W. Taylor, an American engineer. He set a pattern for industrial work with many others have followed, and although his approach to management has been criticized, his ideas are still of practical importance.
Taylor founded the school of Scientific Management just before the 1914-18 war. He argued that work should be studied and analyses systematically. The operations required to perform a particular job could be identified, then arrange in a logical sequence. After this was done a worker’s productivity would increase, and so would his wages. The new method was scientific. The way of doing a job would no longer be determined by guesswork and rule-of-thumb practices. Instead, management would work scientifically the method for producing the best results. If the worker followed the prescribed approach his output would increase.
He wanted companies to adopt a new approach to their work, which would change their thinking completely. The new way was as follows:
- Each operation of a job was studied and analised;
- Using this information, management worked out the time and method for each job, and the type of equipment to be used;
- Work was organized so that the worker’s only responsibility was to do the job in the prescribed manner;
- Men with the right physical skills were selected and trained for the job.
- Observing, analising, measuring, specifying th work method, organizing and choosing the right person for the job – these were the tasks of management.
Taylor’s approach produced results! He made a lasting contribution to management thinking. His main insight, that work can be systematically studied in order to improve working methods and productivity, was revolutionary. Also, he correctly emphasizes that detailed planning of jobs was necessary.
The weakness of his approach was that it focused on the system of work rather than on the worker. With this system the worker becomes a tool in the hands of management. It is assumed he will do the same boring, repetitive job hour after hour, day after day while maintaining a high level of productivity. Another criticism is that it leads to de-skilling- reducing the skills of workers. Because the tasks are simplified, workers become frustrated. And with educational standards rising among factory workers, dissatisfaction is likely to increase. Finally some people think that it is wrong to separate doing from planning. The two tasks can and should be don by the same person. A worker will be more productive if he is engaged in such activities as planning, decision-making, controlling and organizing. For all these reasons, a reaction has set in against the ideas of Frederick W. Taylor.
Although the tasks of manager can be analised and classified, management is not entirely scientific. It is a human skill. Business professors obviously believe that intuition and ‘instinct’ are not enough; there are management skills that have to be learnt. Drucker, for example, wrote over 20 years age that ‘Altogether this entire book is based on the proposition that the days of the “intuitive” manager are numbered, meaning that they were coming to an end. But some people will be unable to put management techniques into practice. Others will have lots of technique, but few good ideas. Outstanding managers are rather rare.
The 20th century emphasizes the transformation of management into science. Looter Gulic, a management theorist, states that management is becoming a science as it studies phenomena systematically, that is why it’s trying to understand why and how people work together in order to achieve some certain goals. On the other hand a lot of specialists highlight the idea that management is more an art than a science, for the reason that managers ought to have a good command of it and should be talented. The foundation of any science is the possibility to measure the phenomena objectively. Some aspects of organizations can be described in terms of quantity, exactly measured and analyzed. For example determination the most efficient ways of full filment the technical tasks. The authors in the field of scientific management analyzed successfully the performance of such jobs. This resulted in that some people strictly believed that management could become a science. Though this optimism had a limited life. The practicing executives have found out that it didn’t always worked to make a employee to do the job in the prescribed manner. People, as it was learnt, not as uncomplicated as mechanisms. Furthermore managers have to deal with not only particular workers but also with the groups. So many social factors act in a big group that it’s difficult to measure their size and importance. The same thing can be said about numerous factors of environment, which affects the organization. So, in our viewpoint management is at least partly an art. Managers should be trained through their experience and accordingly set practice against theory. Though it doesn’t mean that the management theory is useless. It rather signifies that managers should acknowledge the shortsightedness of theory and scientific research, and practice them where they are useful. The management theory shouldn’t be contemplated as the absolute truth, but as the tools, which help us to understand improvably complex world of the organization.
Company structure
Talking about company structure I’d start with the defining of what organizing function is. As it meant by managers the organizing function is the process of breaking down the overall task into individual jobs along with delegating authority to do those jobs and then putting them back together in units, or departments, of an optimal size according to some consistent bases. Thus we can describe the organizing function as dividing tasks into jobs, delegating authority, determining appropriate bases for departmentalizing jobs and deciding the optimal number of jobs in a particular department. Why was I speaking about this function you wonder? Nowadays I suppose in every efficiently-run company the activities of the various groups and the responsibilities of the individuals who work within them must be carefully defined in the organization structure. And I can give many reasons to improve this statement. First of all in the modern business world the process of management decision-making is very complex. But there is a limit to the number of decisions that can be made by one person. This means that companies should limit the amount of responsibility given to individual employees. Also there is an argued question about the number of people one person can manage directly in an efficient way. Thus the purpose of organizing function is to achieve coordinated and therefore more effective effort through the company structure and authority relationships.
Starting with company structure I can define it as the relationship between positions and people who hold the positions. It’s very important because it provides an efficient work system as well as a system of communication. Organizational structure can be compared with the anatomy of a living organism, acting as a framework, skeleton of the company. And it aims at providing an efficient work system, a mean of communication and satisfaction for the company personnel. Explaining the first point I can add that business must try to maximize the output of products and services which result from a given input or resources. This is possible only when company organization functions smoothly. Second point – providing means of communication – is obvious, because the success of a company depends on a steady flow of full and correct information. Therefore an appropriate communication system must exist to ensure that the right information reaches the right people. Finally speaking about satisfaction for the company personnel as an aim of company structure, what I can say is that in a system what is suitably organized this should serve as the basis for job satisfaction.
It ‘s rather hard to find the best suited company structure to the business. Throughout the history of management practice, managers have struggled with this complicated issue, but they had to accept that there is no the best one for all the organizations; rather the appropriate structure varies from situation to situation. It’s obvious that the structure of any organization should be dynamic thing, adaptable to changing circumstances. And the challenge to management is to design the appropriate structure.
Thus let’s go to the subject of different kinds of structures. There are a lot of different types of companies according to the aims they were created for. They can be charity or commercial one, private or public, parent company or affiliate, or we can classify them according to ownership to cooperative, governmental, enterprises and so on. We can also distinguish between unlimited liability companies (such as sole trader and partnership) which imply that the personal assets of the owners can be taken to pay any business debts, and limited liability organizations (Ltd. and Plc.) in which liability for business debts is limited to the amount of capital subscribed.
There can be two types of structure in organizations, classified in another way:
- Formal structure is one in which the relationship among organizational resources are outlined by management. An example of formal structure would be the combination of groups of people into department of management. Formal organization structure is represented graphically in an organization chart. Traditionally, an organization chart is constructed in pyramid form with individuals toward the top of the pyramid having more authority and responsibilities than individuals toward the bottom. Organizational chart shows the interrelationships of positions within an organization in terms of authority and responsibility.
Informal structure, on the other hand, is one in which the patterns of relationships among organizational resources develop informally because of the existence of organization members. Grapevine is an informal communication networks in organization.
As I have already said managers are trying to find the best organization structure and nowadays we can view several types of them set apart according to the chain of command and essence of them. and it’s obviously seen in the organization charts usually depicted somewhere in every company.
By the way it’s seemed I should mention a couple of words about the meaning of the chain of command. It’s the formal channel that determines authority, responsibility and communications; it’s hierarchy of jobs differentiated by authority. But let’s return to the subject.
Historically line structure is the oldest type of organization structure. The main idea of it is direct vertical relationships between the positions and tasks of each level, and the positions and tasks above and bellow each level. Most organizations have a hierarchical or pyramid structure, with one person or a group of people at the top, and an increasing number of people below them at each successive level. This is a clear line or chain of command running down the pyramid. All the people in the organization know what decisions they are able to make, who their superior is and who their immediate subordinates are.
When a business grows in size and becomes more complex, there is a need for specialists. In such case administrators may organize staff departments and add staff spesialists to do specific work. Thus the second type of company structure is staff one. These people are usually busy with services, they do not tied in with the company product. The activities structure is a form of the organization of the staff departments include an accounting, personnel, credit and advertising. The holder of staff position has no line authority, and is not integrated into the chain of command, e.g. an Assistant to the Marketing manager.
Yet the activities of most companies are too complicated to be organized in a single hierarchy. Shortly before the first world war the French industrialist Henry Fayol organized his coal-mining business according to the functions that it had to carry out. So the third structure, functional structure is a form of the organization based on functional performance; organizational departments created to fulfill organizational functions such as marketing, finance, and personnel. In other words related activities are grouped together in the functional areas with which they are most clearly identified. This means that for example that the production and marketing departments cannot take financial decisions without consulting the finance department. This type of the organization has characteristics of both line and staff functions. And the most distinguishing feature of this types is that staff managers may have line (functional) authority for their particular activities. For example an advertising manager having some ideas in an organization characterized by strict adherence to line and staff authority could only ask the sales people to perform his duty. But in functional structure the request could be an order. Functional structures are efficient, but the are three standard criticisms: 1) people are usually more concerned with the success of their departments that results in permanent battles between departments; 2) separating functions is unlikely to encourage innovations; 3) sometimes people have too many bosses.
An inherent problem of hierarchies is that people at lower levels are unable to make important decisions, but to pass on responsibility to their bosses. One solution to this is matrix management, in which people report to more than one superior on the same level. Matrix structure is a form of the organization that combines some aspects of both the functional and staff structure. Thus, complete line authority may exist horizontally as well as vertically. The personnel in the functional areas of marketing and production are under the authority of two bosses. Such a system creates problems not found in the more traditional organization structures, but the advantages of increased flexibility, as well as specialization and coordination are considered by many to be compensating factors. Furthermore, when the system is properly implemented, conflicts are resolved before they get to the top. As for criticism Thomas Peters and Robert Waterman in their well-known book “In Search of Excellence” insist on the necessity of pushing authority an autonomy down the line, but they argue that one element – probably the product – must have priority; four-dimensional matrices are far too complex.
Yet for a large organization manufacturing a range of products, having a single production department is generally inefficient. Consequently most large companies are decentralized, following the model of Alfred Sloan, who divided General Motors into seperate operating divisions in 1920. Each division had its own engineering, production and sales departments, made a different category of car (but with some overlap to encourage internal competition) and was expected to make a profit. Thus the last organizational structure is divisional, and it has two main variants: product (or brand) and geographical one.
The geographical structure reflects decentralization and pushes authority and responsibility close to the scene of action. Such an arrangement provides for better relationships with customers in handling their problems and adjusting complaint.
The essence of the product (or brand) structure is that the effort associated with the marketing of a particular product or group of products is coordinated and made the responsibility of a product manager. This form of organization is suggested when a multiproduct firm becomes so large as to result in excessive dilution of management expertise with respect to the expanded number of products in the firm’s offerings. But despite the popularity of the product-manager system, there have been many problems associated with its use. It’s argued, for example, that many product managers have had little advertising experience and therefore have only a halfhearted interest in that function. As a result, the system has undergone numerous changes over the years, and it is not possible to illustrate a universally accepted structure.
A further possibility to make a company more efficient is to have wholly autonomous, temporary groups or teams that are responsible for an entire project, and are split up as soon as it is successfully completed. Teams are often not very good for decision-making, and they run the risk of relational problems, unless they are small and have a lot of self-discipline. In fact thy still require a definite leader, on whom their success probably depends.
- The last point I’d like to cover is concerned with authority relationships. As I’ve said before the purpose of organization function is to achieve coordinated effort through the company structure and authority relationships. Thus, what concerns the work behavior of organization members, there are four variables: 1) responsibility; 2) authority; 3) accountability; and 4) delegation.
Responsibility is perhaps the most fundamental ingredient that channels the activity of individuals within the organization. Responsibility is the obligation to perform an assigned activity. Responsibility is a commitment that people take upon them to handle their jobs to the best of their abilities. A summary of an individual’s jobs activities within an organization is usually contained in a formal statement called a job description. A job description is simply a listing of specific activities that must be performed by the holder of the position.
Authority is the right to perform or command, it’s right to make a decision without approval by a higher-ranking manager. Authority not only allows its holder to act in certain designated way, but also allows its holder to directly influence the actions of others through orders that the holder issues. There are 3 types of organizational authorities:
- Line authority is the most fundamental type of authority within the organization. It reflects the existing superior-subordinate relationship, which involves the right of a superior to give orders to a subordinate;
- Staff authority is the right to advise or assist those who possess line authority and other staff personnel. Staff authority exists to enable those responsible for improving the effectiveness of line personnel to perform their required tasks. Line and staff personnel must work closely together to improve the efficiency and effectiveness of th organization;
- Functional authority is the right to give orders within a segment of the organization in which this right is normally nonexistent. It is generally established to cover only specific task areas and is operational only for designated amounts in time.
Accountability is a management philosophy whereby individuals are held liable or accountable for how well they used their authority and lived up to their responsibility of performing predetermined activities.
Delegation is the fourth and the last of the main variables that managers should consider in organizing the work behavior of organization members. Delegation is the process of assigning job duties and related authority to specific organization members. There are three steps of the delegation process: 1) to assign specific duties to the individuals; 2) to grant appropriate authority to the subordinate; 3) to create the obligation for the subordinate to perform the duties.
The issue of delegating authority involves balancing the advantages and disadvantages of centralization and decentralization of authority and has implications for the creation of a chain of command and the use of staff personnel.
Centralization implies that minimal amounts of job activities and authority have been delegated to subordinates by management. It is an organization along a strictly hierarchical model; no delegation of authority is permitted. Centralization’s benefits of clear direction and facilitated planning are offset by its inflexibility as well as poor accountability since no subunit has independent authority to act.
Decentralization means that significant amounts have been delegated. Essential decision-making and policy formulation done at several locations throughout an organization. The objective is to give decision-making authority to those most directly responsible for the outcome of those decisions, with first-hand experience and knowledge about the issues involved.
The advantage of decentralized authority is that first of all, it encourages managers to delevop their decision-making ability, it creates competitive climate and it motivates managers to contribute and perform. Under the decentralization managers are able to exercise more autonomy, and this freedom can lead to managerial creativity and ingenuity, which contribute to the profitability of the organization.
But decentralization has also some disadvantages. First of all it concirns the cost of training for managers, because mangers must often be retrained to make decisions oncemade at higher levels. A second problem is that decentralization requires more sophisticated planning and reporting methods. And the last problem concirns the process of ghanging from centralized to decentralized authority. Such a change requires top managers to delegate a portion of their decision-making authority to middle – and first-level managers and very often they may be unwilling or unable to do it, because they view delegation as undermining thier power and influence in the organization.
So to make the long story short, in any company the structure should be a dynamic thing, adaptable to changing circumstances. The structure should be organized and the assignments of authority and responsibility made on the basis of activities and positions, not people. Spans of control should be carefully considered and the total structure should reflect coordination among its various divisions.
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