Xray Crystallography Research Paper Example | Topics and Well Written Essays - 1250 words

Xray Crystallography - Research Paper Example With the advancement in technology and discovery of X-rays, crystallographers found a powerful source of obtaining complete information about any type of crystal. With a wavelength of the order of 1010, comparable to that of the diameter of an atom, X-rays have the ability to penetrate into the crystal and get diffracted by atom, ions or molecules in their way. With the discovery of this technique in 1940s, the scientists used the specific wave-particle nature of X-rays to determine the arrangement of the constituent specie in a crystal. Crystal and its pattern: Crystal is a three dimensional pattern obtained by the repetition of unit cell, the smallest possible, arranged volume of any crystalline solid. In crystals, the atoms, ions or molecule (the constituent species) are held into their orderly arranged positions by inter atomic, inter ionic or inter molecular forces respectively. The scientists were searching for a way to determine the pattern of their arrangement. Once the patte rn could be known, all the other information about the substance was easy to get. Crystals were not studied, deeply, until the 17th century. â€Å"Crystal symmetry was first investigated experimentally by Nicolas Steno (1669), who showed that the angles between the faces are the same in every exemplar of a particular type of crystal, and by Rene Just Hauy (1784), who discovered that every face of a crystal can be described by simple stacking patterns of blocks of the same shape and size.† (â€Å"X-ray Crystallography. Wikipedia†)... Only X-rays have the ability to penetrate into a crystal and determine the three dimensional pattern by getting diffracted by the constituent particles. The technique of X-ray Crystallography: X-ray Crystallography uses a focused X-ray beam to reveal the structure of a crystal. X-rays strike the particles in a crystal and spread into many specific directions. Censors present around the crystal then cense the angle of diffraction and the strength of the beam reaching them. The pattern produced by the diffraction of X-rays through the closely spaced lattice of atoms is recorded and analyzed to reveal the structure of the crystal. The very basic fact exploited by this technique is that X-rays are diffracted by crystals. With the invention of this technique, Crystallography was completely revolutionized and improved. X-rays and their production: â€Å"X-rays are electromagnetic radiation with wavelengths between about 0.02 A and 100 A (1A = 10-10meters).† (Nelson) They are produce d when electrons from a cathode strike the electrons in the inner shells of transition elements. As these electrons are hit, the energy from moving electrons is transferred to them. Thus, these electrons excite and during de-excitation, these electrons emit radiations of high energy, whose wavelength lies in the invisible region of electromagnetic spectrum. These high energy, less wavelength possessing waves can penetrate into most of the crystals. X-ray Diffraction and Bragg’s law: As X-rays hit a row of particles in a crystal, they are diffracted. Actually, the diffraction is the interaction of separate waves of X-ray beam. It can be considered as the reflection of X-ray beam from the row of constituent particles that are arranged in a crystal. There are

Final Research Paper Example | Topics and Well Written Essays - 1250 words

Final - Research Paper Example Erik Erikson and his Psychosocial Theory Erikson was viewed to be ‘the most important’ person to have contributed in knowing some of the developments in the early years of a man’s life. Such significant developments coincide, not just with the physical state of man being perceived as a toddler or an adult, but also with the ability of the toddler or the adult to think and act based on what a toddler, or an adult thinks. He believed that in every action man makes corresponds to an inert thinking, which was influenced by some events that had happened in the past and the culture where one belongs (Berk, 2006, p. 18; Douvan, 1997, p. 15). A prominent psychoanalyst just like Erikson, Sigmund Freud was the one who first initiated the whole idea into a study and made a point that such developments were basically driven by one’s hidden and innate pleasures that are then guided with the rationality of thinking when one becomes mature, and also by the so-called †Å"conscience† being the man’s highest thinking capability (Berk, 2006, p. 17). Consequently, Erikson’s psychosocial theory emerged when he intently thought that although Freud was correct with his notion about motivating the occurrence of man’s significant developments, those motivating factors Freud had pointed out, for Erikson, are not enough. Erikson, in his theory, had stressed the presence of a â€Å"positive† motivation, coining that it is not just the man’s sense of right or wrong, or his/her innate pleasures as a way for changes to occur, but an individual is driven to change because everyone must contribute something to the society (Berk, 2006, p. 18). The Strengths and Limitation of Psychosocial Theory Being psychoanalytic in nature, psychosocial theory suggests that to know two contrasting ideas present in every period of man’s development and identify which of the ideas are suited to the person, based on some past events, c an actually determine possible reasons why a person is acting that way or is thinking such, a strength powerful enough for a society to understand the people that it comprises (Berk, 2006, p. 19; Capps, 2012, p. 270). If Freud had identified a gradual change from birth to adolescence, it was Erikson who had pointed out such observation of Freud until the old age, making Erikson the first one to pinpoint the â€Å"lifespan† of man (Berk, 2006, p. 18). To know what one has felt when he/she was still a baby and predict the feeling when he/she gets old are part of the process of viewing one’s lifespan, another strength noteworthy to be inculcated in the hearts of people since knowing how one had lived life can lead to improving oneself. With the theory’s strengths come also its limitations. According to many authors (e.g. Cairns, 1998; Thomas, 2000; Westen & Gabbard, 1999) who have proven the point of Berk (2006), Erikson’s theory is limited to only identifyi ng the value, i.e., choosing whether a person had demonstrated â€Å"initiative† in carrying out a task when he/she was a toddler or had been guilty towards the task, and is â€Å"vague† for individuals who are interested in psychoanalysis to assess the stated values through experiments (p. 19). It is also not reliable in terms of getting numerical data (Prelinger & Zimet,

Challenges Of The Hr Specialist Management Essay

Challenges Of The Hr Specialist Management Essay As a HR specialist, what are the challenges you may face and what HR intervention mechanisms would you consider using in an attempt to drive individual and organisational performance in a multinational company? Critically evaluate this question by utilising the appropriate academic literatures. This thesis proposed the challenges of the HR specialist when there engage in attempt of increasing the individual and organisational performances in Multinational Companies through developing a set of coherent HRM best practices, especially relating to employee recruitment and selection, performance management and staff retention. Since the organizations are multinational number of concerns are arises such as dealing cultural issues with the organizational goals as well as individual goals. Furthermore organizational behaviors and tools such as engagement, motivation and empowerment are basically highlighted; without those it is merely a dream to achieving the business goals. Basically Multinational companies are aiming profits and there for individual and organisational performance are very vital for their existence. HR has been organized in a different ways over the years. Some functions have emphasized delivery by location or by business structure. In these models an integrated HR team has serviced managers and employees at specific location or with in specific businesses units, with some more strategic or complex tasks reserved for the corporate centre. The degree to which these different arms of HR were centralized or co-located and the question of whether they were managed by the business unit varied. Within the HR teams, depending up on their size their might have been specialization by work area (especially for industrial relations in the 1960s and 1970s) or by employee grade or group (responsibility, say, divided between those looking after clerical staff from those covering production) The advancement of personal management starts around end of the 19th century, when welfare officers came in to being. This creation was a reaction to the harshness of industrial conditions, coupled with pr essure arising from the extention of the franchise, the influence of the trade unions and the labour movement and the campaigning of enlightened employers, often quakers, for what was called industrial betterment. (CIPD Research Role of HR) Personal Management(PM) is mainly concerned with obtaining, organizing and motivating the human resources required by the corporation (ARMSTRONG, Michael, 1977) PM includes a range of activities which deals with the workforce other than the resources and also more administrative in nature. HRM deals with soft issues rather than administrative tasks of personnel management and explain a wide vision of how management would like the resources to organise to the success of the organization. Becker and Gerhart (1996) and Wright,Dunford and Snell (2001) have concluded that although the traditional view as HR acost to be minimised (Becker Gerart,1996:779)is being challenged by the rise of strategic HRM, the conventional view is still prevalent in the professional domain. Wright, Dunford and Snell(2001)expand on this by stating that the HR function hasconsistently faced a battle in justifying its position in organisations (Wright,Dunford Snell 2001:701) and during times of economic hardship, the HR function is usually the first function to feel the full effect of organisational streamlining and cost cutting efforts. There are various models exists to explain the peoples role in an organization. The business oriented approach to people management described by Storey (1989) as Hard HRM emerged as a method of responding to and supporting the enterprise culture of the 1980s. Hard HRM and Soft HRM are two contrasting styles that helps to tackle workforce in an organization. Hard HRM mainly focused on achieving organisational goals while Soft HRM deals with more insightful functions like Human Resource Education, Leadership Development, Organization Culture, Relationship building while the achieving organisational goals. More recently the importance of involving and developing people which is characteristic of current approchches to personal management has been emphasized by the resource based theory of the firm formulated by Barney(1991). This explains that competitive advantage is achieved if a firm can obtain and develop human resources which enable it to learn faster and apply its learning more effectively than its competitors. An approach based on this concept will aim to improve resource capability(Kamoche,1996)achieving strategic fit between resources and opportunities and obtaining added value from the effective deployment of these resources.(The name has changed but has the game remained same, Armstrong) Ulrich described how HR practitioners employ in a set of roles defined along two axes: strategy versus operations and process versus people. The four key roles that become known from these two dimensions are Strategic partner, Administrative Expert, Employee Champion, Change agent. Strategic Partners help to successfully accomplish business strategy and meet customer needs. Administrative Experts continuously improve organisational efficiency by reengineering the HR function and other work process. Employee Champions maximize employee commitment and capability while Change Agent delivers organisational transformation and culture change. (CIPD Resarch Of HR, 2007) There have been considerable tensions around the conceptualizations of roles and how the work of Ulrich and others has been interpreted. According to Ashton and Lambert (2005),while Ulrichs original four roles have been influential, whether and how they are put in to practice varies. (The changing HR functions) There are some organizations where HR is seen as a central, corporate function with little advancement to business units. Some other organizations position themselves in the opposite direction, with a very small corporate centre and all the activity distributed to business units. The question of best structure is how the function best organizes itself between the pulls of centralization and the pushes of decentralization.(The changing HR functions) The HR assumptions and HR practices observed in high performing firms are the key elements to the formation of the Best Practice theory. Employment security, selective hiring, self managed teams, high pay contingent on company performance, extensive training, reduction of status difference, and sharing information are the key element of the theory. However less concern about the organisational goals and culture are given as draw backs for the theory. According to the best fit theory a firms that follows a cost leadership strategy designs narrow jobs and provides little job security, whereas a company pursuing a differentiation strategy emphasizes training and development. In other words this argues that all SHRM activities must be consistent with each other and linked to the strategic objectives of the business. Selective hiring of new employees are greatly support to achieve both individual and organisational performance. Recruitment and selection is more or less subjective in its nature, with the objectives of any given business at the forefront of process. To select the best fit there is no specific way. It is clear that combining techniques greatly increases accuracy. The combination of intelligence test or work sampling leads to a substantial improvement in validity (Shmidt and Hunter(1998)). Comprehensive recruitment and selection policy will be enable an organization to become competitive with in the market and also, with right people in the right place at the right time, will lead to a high performing culture with in the organization while adding extra value to the organisation. The main focus of Employee Recruitment is to generate a pool of appropriate candidates for the selection process. This to be carried out in cost effective way and while remain in lawfull. Organizations can de cide whether to select externally or internally. Internal recruitment may not always be beneficial. Ex: no one suitable or stagnation. Best way is to recruit both internally and externally (Torrington, Hall Taylor, 2008). But many organisations prefer to look to recruit internally first especially when this represents a promotion (Newall Shackleton, 2000) To select the best fit there is no specific way. It is clear that combining techniques greatly increases accuracy , the combination of intelligence tests with structured interview, integrity test or work sampling leads to a substantial improvement in validity (Schmidt Hunter (1998).) At the interview stage attitude based competencies should give more priority in order to select the best candidate. In addition during the recruiting and selection process psychological contract between employer and the employee is distinct and specify. According to the report Engaging for Success: enhancing performance through employee engagement,engaged employees have a sence of personal attachment to their work and organization; they are motivated and able to give of their best to help it succeed and from that flows a series of tangible benefits for organization and individual alike'(Macleod Clarke 2009:7) HRM uses various technologies to direct employees behavior towards objectives and tasks that deliver approved organisational performance. Many organizations try to frame these levers with an overall performance management system, and attach incentives and rewards to achievements of objectives and targets within this. In recent years PM has become massively popular. The basic idea was to fix behavior to targets and attach financial rewards. Howe ever performance related pay was not always introduced for the best reason; there was a preoccupation with defining measures to which individual rewards could be attached and the connection with performance was often tenuous (IPM/IMS, 1992) For many line managers PM is still means no more than the appraisal process and it seen as time consuming, bureaucratic, paper driven and top down with little reference to organisational performance and goals.(Egan,1995) Despite significant efforts to present performance management as a systemic process and to raise managers sights (eg.Armstrong,1994;Hartle, 1995) many fundamental problems remain. A PMS may, indeed, support employee development, but this is often undermined by number of problems, among the most important which are, The link between individual behavior and business objectives, Defining and aligning objectives, Motivation theory and managers own assumptions and beliefs, Performance management as a management process, The impact on the employment relationship etc.. A analysis of above issues highlights fundamental questions about performance linkages and how rewards are attached to these and how the motivation to control unnecessarily and inappropriately vitiates the design of rewards and incentives.(Human Resource Management Journal, vol 10-No-3) In addition people performance is vitiated by the obsession with control and therefore is liable to undermine, rather than contribute to, performance. It should only be done within a context of strict attention to corporate business objectives and limited number of specific improvement goals. Engagement is a crucial organisational tool that can generate both individual and organisational performance and can be defined as a set of positive attitudes and behaviors enabling high job performance of kind which are in tune with the organization mission'(Storey, Wright Ulrich 2008) Recent research concluded that there are 3 broad groups of employees. Engaged (loyal, productive, would recommend their organization to friends) , Non-engaged (productive but not bonded, tempted by job vacancies, instrumental, focus on hours JDs), Disengaged (physically present but psychologically absent, negative, uncooperative, hostile, uninvolved) (Buckingham (2001) What a waste PM October) We can perhaps distinguish between two types of employee turnover: Functional vs Dysfunctional turnover functional turnover serves to promoted ideas and methods and can thus renew a stagnating organisation (Carrell et al, 1995, 177). According to Hom and Griffeth (1995), functional turnover is more common than dysfunctional: In addition, high turnover is often less troubling in relatively low skill occupations; especially customer-service related ones (fast-food restaurants, telesales, etc). Kearns (1994) suggests this is because organisations want to harness short-term enthusiasm. Thus, empl oyee turnover may not be a bad thing, however, there is likely to be a point beyond which it is unhealthy. Taylor (2008) suggests this is a rate of 5-10%. The more valuable the employee to the organisation, the more damaging the resignation especially if he/she chooses to work for a competitor Indirect concerns/costs include:-Productivity losses,Impaired quality of service,Lost business opportunities, An increased administrative burden,Employee demoralisation Direct costs include: Recruitment costs (advertising, admin, etc),Induction/training costs,Other admin costs associated with new hires,Overtime/ cost of temporary workers,Reduced productivity during induction Taylor (2008)-The employee turnover decisi Evaluate existing job, Experience job dissatisfaction, Think of quitting, Evaluate expected utility of search for new job and cost of quitting, Decide to search for alternatives, Search for alternatives, Evaluate alternatives, Compare best alternative with present job, Decide whether to stay or quit, Quit on process Mobley(1977), ten stage model. There are ways to investigate why employees leave from the organisation.,Exit interviews (89%)Anon. exit questionnaires (28%),Word of mouth (25%),Extrapolate from staff attitude surveys (23%),Exit interviews external consultant used (2%),Surveys of ex-employees (rare) (CIPD survey 2009) Following ways are considered as most effective way to address staff retention.Realistic job previews, Job e nrichment, Workspace characteristics (environment), Induction practices, Leader-member exchange, Employee selection, Reward practices, Demographic diversity,Managing inter-role conflict (Hom Griffeth, 1995) Multinational Corporation has its facilities and other assets in at least one country other than its home country. Such companies have offices and factories in different countries and usually have a centralized head office. Nearly all dominant multinationals are American, Japanese, or Western European such as Nike, Coca-cola, Wal- Mart, AOL, Toshiba, Honda and BMW. MNCs may take any of four forms: a decentralized that has a strong home-country presence; a global and centralized corporation that can acquire a cost advantage through centralized production; an international company that builds on the parent companys technology or research and development; or a transnational enterprise that combines all three of these approaches. In the modern world the capabilities and the knowledge incorporated in an organisations human resources are the key to performance. So on both the cost and benefit sides of the equation, HRM is crucial to the survival, performance and success of the enterprise. For MNCs, the additional complications of dealing with multicultural assumptions about the way people should be managed and differing institutional constraints become important contributors to the chances of that success. A culture is a set of basic tacit assumptions about how the world is and ought to be that a group of people share and that determines their perceptions, thoughts, feelings and to some degree, their overt behavior. Culture manifests itself at three levels. The level of deep tacit assumptions that are the essence of the culture, the level of espoused values that often reflect what a group wishes ideally to be and the way it wants to present it self publicly and the day to day behavior that represents a complex compromise among the espoused value, the deeper assumptions, and the immediate requirements of the situation. (1996)(Sloan Management Review/fall 1996) Geert Hofstedes theory of cultural dimensions describes the effects of a societys culture on the values of its members, and how these values relate to behavior, using a structure derived from factor analysis. The theory has been widely used in several fields as a paradigm for research, particularly in cross-cultural psychology, international management, and cross-cultural communication. The original theory proposed four dimensions along which cultural values could be analyzed: individualism-collectivism; uncertainty avoidance; power distance (strength of social hierarchy) and masculinity-femininity. (task orientation versus person-orientation) With compared to UK Asian countries characterized by high power distance and week uncertainty avoidance. The HRM approach in Asia generally accepted as being humanists rather than materialistic. Therefore MNCs in Asia focus much concentration on personal growth and development of employees. In return for an organization creating opportunities, employees reciprocate with increased commitment and lower levels of absenteeism and turn over. (Ayree, Chen and Budhwar,2004) In European context highly focus on Individualism and masculine with low power distance and week uncertainty avoidance Hofstede,1980). Performance Appraisal Systems (PAS) basically aimed towards being achieving individual-level targets for employees and preparing cutting edges to identifying performance ratings for rewards. Individualism is more common in western cultures unlike Asian culture is more parental. Therefore western HR practice may be not measured the required standards in Asian MNC employees performance if it not ideally matched for the cultural and organisational targets. However some argues that the world is becoming more globalised, all aspects of business and HRM are becoming more alike which indicate the convergence divergence debate. In conclusion there is evidence to suggest that including the practice out line within this thesis organisational behaviours and tools can used to drive organisational and individual performance in Multinational companies. It is essential to have suitable recruitment and selection process, Performance Appraisal System and Staff Retention plan to ensure the right people, In the right place, at the right time with right attitude. Training and development is also vital to improve HR performance. In addition HR Specialists role will be more specific when these techniques applying in to multi cultural environments where people perceptions and behavioral patterns are different from each other.

Cousin Marshall and the Role of Responsibility, Charity, and Suffering

‘Cousin Marshall’ and the Role of Responsibility, Charity, and Suffering Harriet Martineau, in her story â€Å"Cousin Marshall,† addressed the separate spheres of work and responsibility between a husband and wife in the figures of the Mrs. Bell and Mrs. Marshall. Martineau intended the story to act as a lesson to her readers and this is reflected in the dualistic portrayal of the two women. Cousin Marshall is portrayed as the height of womanly responsibility and suffering while Mrs. Bell is portrayed as a blight on society. Martineau assigned the financial management of the household to women. While she did indicate that it was the husband’s role to bring in wages, it was the wife who was responsible for maintaining and managing the expenses of the household. Mrs. Bell turns away her sister’s children after their mother dies saying â€Å"don’t expect me to put any such dead weight on my husband’s neck† (Martineau 11). Marshall objects with the fact that Bell’s â€Å"husband earns better wages than [hers]† (11). In this exchange, Martineau places the decision within the context of the respective families’ financial concerns. The issue of charity arises in Marshall’s discussion with Mrs. Bell. â€Å"You have found the gentry very kind to you this year; so much so that I think the least you can do is to keep these children from being a burden on the rates† (Martineau 12). The particular phrasing that Martineau selects here is of particular interest. Her objection is not one of sympathy for the children but to prevent them from â€Å"being a burden on the rates† (12). If sent to the workhouse, Martineau argued, it would fall upon the state to support the children, raising the rates that good, hardworking people pay, often to their... ...dissolute to mock at those who prize independence, and who bind themselves to self-denial that they may practice charity. (129) Thus, it is the woman’s responsibility not only to live responsibly, but live by example in a role of quiet victimization. Martineau clearly had a strong political agenda in writing this story, however in doing so, she addresses the fundamental difference she sees in the roles of responsibility in marriage. In her mind, the husband and the wife have clearly defined roles, not so much along lines of production, but rather in terms of the household. That which is in the household, whether it is the domestic duties or financial responsibility, falls to the wife while it is the husband who is responsible for the income stream. Work Cited Martineau, H. Illustrations of Political Economy No. VIII. London: Charles Fox, 1832.

Internal Control Essay

4. Organisation background Inkwell Limited is a manufacturer of re-cycle inkjet and laser toner printer cartridges. Inkwell Limited printer cartridge is widely applicable. The main commercial focus is on strong retail market that demand cheaper and greener products Inkwell Ltd has a couple of small main suppliers that produce 4.1 Inkwell Limited is a limited company, established in 2003. The head office and Warehouse is based in Birmingham West Midland. 4.2 Their business model is to offer a part exchange facility whereby customer either post used cartridge to the company’s on the line shop or physically take them onto one of over 60 shops in the company’s chain that are situated in all major UK cities, and many large towns. If customers do bring their old cartridge in they are then given a 10% discount against the cost of a replacement cartridge. 4.3 Its mains mission is to save customers money by not compromising quality and at the same time help ensure a greener environmental future by better use of inkjet and toner cartridge. 4.3 Inkwell is a company, mainly owned by shareholders. The managing director own the most numbers of share, while both the sale director and the finance director own equal shares. 4.4 The three directors and the company accountant are the main decision makers in the company with the help of managers and supervisors. 4.5 The shop managers are responsible for their own staff by preparing rotas and ensuring adequate staff coverage for all of the opening hours of their shop. 4.6 Finance, Marketing and Sales are the main departments In Appendix a there are a organisation Chart. 5. Structure and Function of the accounting System at Inkwell See Appendix a for Organisation Chart 5.1 Inkwell is a ‘tall’ structure company. They are different levels of people, each level is control by the level above. This very common of such a big organisation where each level is centralised. 5.2 The accounting function is a small section of Inkwell Limited. It consist of Anil Gupta as the Finance Director who his fully responsible for all finance, legal and accounting procedures and systems. This in tail producing the company annual report, dealing with all banking and finance issues. Michael O’Panye the Company Accountant, who’s duties are producing the monthly management report, approving all payments to suppliers. However his main role is to manage the work of the accounting technicians and clerks. 5.3 Alex Fox, account technician compiling this report, have worked for Inkwell for the past 6 months reviewing the company’s systems and procedures pin pointing any recommend charges where needed. The main duties that’s covered within the account department by others consist of sales and purchase ledger entries, preparing supplier’s payment, payment allocation, cash book entry, petty cash summary, cost analyst, bank reconciliation, payroll run and personal data up keep. 6. Weakness and finding of the current system 6.1 A SWOT analysis has been carried out on the current accounting function in Inkwell showing the Strengths, Weaknesses, Opportunities and Threat (Appendix – ) From the SWOT analysis it can be seen that there are the following key weaknesses in the payroll process. 6.2 System Integration – Whiles the payroll is integrated with the personnel data system, allowing them to talk to one another, information could be sent from one application to the other, it is not been used to its full potential due to time consuming caused by lack of experience and knowledge 6.3 Hourly paid – The weekly hourly paid staff pay is calculated manually from a weekly rota prepared by the shop manager’s. This situation is not ideal its open to mistakes and potential to fraud. By simply installing online time clock terminals lets managers control where employees clock in/out from by setting up specific time clock locations and shift planning’s web-based time clock software gets rid of the need for expensive stand-alone equipment while streamlining the process of time sheet management allowing the payroll clerk to take work data direct to payroll. 6.4 Time Management – The payroll clerk is responsible for managing a weekly payroll Including calculating overtime worked and sales commission for over 60 shops, two separate monthly payrolls (the total employee is around 180) issues all statutory forms required by HMRC, and the annual tax returns, updating and maintaining the personnel database. Managing a vast work load is very difficult and any possible ways of improving the processes to make them more efficient should be taken advantage of. By installing an online time clock terminal can allow mangers to plan shifts automatically. It reduce the time spent calculating individual time sheets and allow the payroll clerk the information direct to payroll. 6.5 Knowledge – The payroll clerk is responsible for the both the payroll and the personnel database which is integrated. As the payroll clerk only had one-day in house intensive training course on the system therefore the payroll found it difficult to get to grips with both the payroll and the personnel data system after just one day’s of training. By the company supplying training, the payroll clerk can perform more efficient and feel more confident. 6.6 Commission – All sales staff and shop managers earn a commission of 2% each on the first  £4000.00 of sales per month, and 5% on any sales over that figure, this is based on for each shop rather than the individual. Inkwell Ltd have over 60 shops, with 3 or 4 employee per shop with annual turnover of 16 million pound would suggest the average amount per shop per week is  £5,128.00. Every shop staff including managers would be paid commission each month 6.7 These four factors outline the main problems affecting the accounting function payroll. The commission to all shop staff is one of most obvious cost effective that could be saved each month, due to weekly intake’s from each shop over  £5,000.00. Not only would Inkwell save a great deal of money which in turn could be sent on other things such as improving the performance of the accounting system. 6.8 Cutting the commission to just individual per shop would mean also the Less time spent preparing the figures for bonuses, more hours gain to do other Things

Best Convention Venue in Singapore

Being the main convention venue in Singapore, the Sands Expo and Convention Center has held more than 700 events in its first year of opening. With its construction, the Sands is a turning point in Singapore’s MICE industry. While the Singaporean government heavily positions the destination to be a tourism and event hub, thanks to this concrete stepping stone, Singapore has successfully climbed up the ranks to second on the â€Å"Top international meeting countries† list according to UIA (2010). With this honor, Marina Bay Sands is definitely an important attraction that could not be missed. Secret of Marina Bay Sands: perfect locationAs the biggest MICE facility in Singapore, the Sands Expo and Convention Center locates only approximately 20 minutes from the Changi International Airport and 10 minutes from the city center, which makes good connectivity to be one of its strengths. As location is a crucial determinant to whether a convention center can be successful or n ot, proximity to city center and airport give valid reasons for the Sands to be one of the best locations for convention. Diversified infrastructure adds value to the convention center What impress me the most are the infrastructure and environmental elements in the Marina Bay Sands complex.To be a successful convention center, these two elements serve as other crucial determinants and the Sands Expo and Convention Center has fully displayed its strength in these aspects. While the convention center locates within the complex of Marina Bay Sands, on the way to Marina Bay Sands, one would pass one of the most historical accommodations in Singapore – the Fullerton. The historical feeling starts a wonderful journey into the Marina Bay Sands. Not to mention the iconic landmark of the three-tower design with a ship on top of the Sands Hotel and the lotus-like ArtScience Museum which adds ultural essence to the area, the SkyPark on top of the 57 storey-high building is another magn ificent location for special events. Imagine hosting a cocktail party after a long day of convention located directly opposite to the complex of hotel building, the SkyGarden gives delegates a chance to embrace a panorama view of the whole city of Singapore. This sensational experience would surely impresses and stays in the hearts of every delegate. The Sands also satisfy the green conscious new generation by surrounded by lots of green trees and grassland, the sustainable greenery also steps from the whole image of Singapore.While Marina Bay Sands provides stunning views of the water, first class attractions, relaxed atmosphere, tasteful accommodation and a state-of-art convention center, what more can we ask for? The Sands Expo and Convention Center has strategically located in a perfect area of Singapore and with its outstanding design and comprehensive infrastructure, it has all the things MICE development is looking for, no wonder Singapore could be the â€Å"Top Internationa l meeting City† (UFI, 2011). I would be very proud if Hong Kong could develop such mega integrated resort combined with attractions, hotels and landmark.

Plane That Crashed Into the Empire State Building

Plane That Crashed Into the Empire State Building On the foggy morning of Saturday, July 28, 1945, Lt. Colonel William Smith was piloting a U.S. Army B-25 bomber through New York City when he crashed into the Empire State Building  at 9:45 a.m, killing 14 people. Fog Lt. Colonel William Smith  was on his way to Newark Airport to pick up his commanding officer, but for some reason, he showed up over LaGuardia Airport and asked for a weather report. Because of the poor visibility, the LaGuardia tower wanted him to land, but Smith requested and received permission from the military to continue on to Newark. The last transmission from the LaGuardia tower to the plane was a foreboding warning: From where Im sitting, I cant see the top of the Empire State Building. Avoiding Skyscrapers Confronted with dense fog, Smith dropped the bomber low to regain visibility, where he found himself in the middle of Manhattan, surrounded by skyscrapers. At first, the bomber was headed directly for the New York Central Building (now called the Helmsley Building) but at the last minute, Smith was able to bank west and miss it. Unfortunately, this put him in line for another skyscraper. Smith managed to miss several skyscrapers until he was headed for the Empire State Building. At the last minute, Smith tried to get the bomber to climb and twist away, but it was too late. The Crash At 9:49 a.m., the ten-ton, B-25 bomber smashed into the north side of the Empire State Building. The majority of the plane hit the 79th floor, creating a hole in the building 18 feet wide and 20 feet high. The planes high-octane fuel exploded, hurtling flames down the side of the building and inside through hallways and stairwells all the way down to the 75th floor. World War II had caused many to shift to a six-day work week; thus there were many people at work in the Empire State Building that Saturday. The plane crashed into the offices of the War Relief Services of the National Catholic Welfare Conference. Catherine OConnor described the crash: The plane exploded within the building. There were five or six seconds- I was tottering on my feet trying to keep my balance- and three-quarters of the office was instantaneously consumed in this sheet of flame. One man was standing inside the flame. I could see him. It was a co-worker, Joe Fountain. His whole body was on fire. I kept calling to him, Come on, Joe; come on, Joe. He walked out of it. Joe Fountain died several days later. Eleven of the office workers were burned to death, some still sitting at their desks, others while trying to run from the flames. Damage From the Crash One of the engines and part of the landing gear hurtled across the 79th floor, through wall partitions and two firewalls, and out the south walls windows to fall onto a 12-story building across 33rd Street. The other engine flew into an elevator shaft and landed on an elevator car. The car began to plummet, slowed somewhat by emergency safety devices. Miraculously, when help arrived at the remains of the elevator car in the basement, the two women inside the car were still alive. Some debris from the crash fell to the streets below, sending pedestrians scurrying for cover, but most fell onto the buildings setbacks on the fifth floor. The bulk of the wreckage, however, remained stuck in the side of the building. After the flames were extinguished and the remains of the victims removed, the rest of the wreckage was removed through the building. Death Toll The plane crash killed 14 people (11 office workers and the three crewmen) plus injured 26 others. Though the integrity of the Empire State Building was not affected, the cost of the damage done by the crash was $1 million. Sources Goldman, Jonathan. The Empire State Building Book. Paperback, St Martins Pr, 1856.Tauranac, John. The Empire State Building: The Making of a Landmark. Paperback, 1 edition, Cornell University Press, March 25, 2014.