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The article evaluates the ultralight aircraft Samba XXL from Urban Air SRO.

'Make the stars know they're appreciated' has replaced, 'If they're good enough to keep, they're good enough to get a raise.' To many accountants and even some managers, how organizations [...]

With little to go on, potential employers tend to judge you more by the image you project than by your accomplishments. You may not have met your Member of Parliament, [...]

Business executives should be wary of overly impressive job candidates because falsification of job qualifications has become a common practice. Studies indicate that as many as 5% of job applicants fake their qualifications. This fraudulent practice usually involves submitting false transcripts of school records, giving names and addresses of fictitious references, exaggerating previous job titles and salaries, omitting unimpressive jobs, and altering employing dates. Employers who insist upon degrees should not rely too much on the images that applicants present.

Ways to minimize the possibility of adverse legal actions following employee layoffs are described; among them are: (1) attempt to find another position for the employee within the firm, prior to the layoff, (2) consult with lawyers prior to implementing a layoff, (3) provide reasonable (but not excessive) severance pay, (4) ensure that personnel directors attend exit interviews conducted by employees' immediate supervisors, (5) rehearse exit interviews with personnel directors, (6) limit public announcements of the layoff, (7) schedule layoffs to occur at the beginning of the work week, (8) limit exit interviews to 10 or 15 minutes, (9) avoid negotiating, (10) avoid discussions of employee performance during the exit interview, (11) detail ways in which the company will help the employee find another position, (12) follow up exit interviews with relocation counseling, and (13) inform surviving staff members of the layoff after it has occurred.

Management accountants, because of a sluggish economy and a multitude of candidates, should expect much job hunting competition leading to few employment choices over the next three years. Still, one must choose carefully to avoid a costly job failure, and such failures are often due to a lack of prior knowledge of the specific company culture.Awareness of a specific firm's culture is necessary because firms differ in: expectations; delegation; controls; organization; philosophy; sophistication; and forthrightness. Examples of culture related failures are given to illustrate the need for careful and thorough research of prospective employers, and suggestions are given.

Ten questions are asked to help people in their assessment of their career development. Successful career development depends upon establishment of a career objective and the monitoring of progress toward that objective. Certain work attitudes may be symptomatic of a required change, including: a dislike for overtime; the perception that days often drag by; staying in the same position for four or more years; decreasing responsibilities; the lack of a mentor; the lack of supervisory duties; the feeling of being left out at work; being passed over for promotional opportunities; and the development of overly specialized expertise.

Many accountants will have the option of relocation counseling services as part of their separation package from the employer. Accountants who are out of work must prepare wisely for their next job. Job-hunting methods and other kinds of help are available from relocation counseling service centers.

Resumes are important vehicles when conducting a job search. Effective resumes should detail accomplishments, rather than recite job duties and experiences. When listing accomplishments, resume preparers should be careful to list the accomplishments honestly and to list only those that can be verified by previous (or current) employers. Moreover, resume writers should avoid sensationalism and overselling, which will most often make them appear to be naive, dishonest or unbusinesslike. When preparing a resume or completing a job application form, people should also be careful not to be too candid and keep non-essential personal details to themselves.

Six of the most common reasons job applicants are not hired are discussed. These are: (1) the applicant's apparent lack of interest in the position for which there is an opening, (2) the applicant's lack of realistic career goals, including wanting to get ahead too quickly, (3) the applicant's inconsistent or unstable work record, (4) the applicant's inability to describe previously held positions in terms of benefits realized by the employers, (5) the applicant's failure to ask questions about the company or position applied for, and (6) the applicant's expressed dislike for a duty or job responsibility integral to the position applied for. During the discussion, several incidental suggestions are made to the prospective job applicant, such as leaning forward in your chair as you are being interviewed and researching the company prior to submitting your application.

Some of the most frequently asked job interview questions are discussed. Questions such as: Why do you want to change jobs?; What have you liked of disliked about each job?; and What do you look for in an employer? are common. Anticipation of an interviewer's questions and careful preparation of the answers will distinguish the qualified job candidate from other applicants.

The article describes a chromatic association approach which provides a solution for differentiating devices and refining selection using a color-based feedback system. Six logical steps consist the chromatic association process, which are discovery, filtering, assigning of colors, presentation or the rendering of an interface, selection of devices and refinement. Also shown is the operation of identical chromatic association layers on both the control and source/sink devices.

The article reports on the degree program offered by Seneca College's School of Aviation and Flight Technology in Toronto, Ontario, which targets pilot shortage. The college is cited as the only Canadian college to offer an integrated Bachelor of Applied Technology--Flight (B.A.T.) program. The aircraft used by the college in its program include eight Cessna 172s, five Beech F33 Bonanzas and two Beech 58 Barons.

The article focuses on Canadian Flyers International Inc. of Markham, Ontario. A transition course is being offered by the company which consists of six hours of briefing and 10 of flying in a Cirrus SR20. It is noted that the emergence of the so-called technologically advanced aircraft (TAA) contributed to the growth of a secondary training market.

The article presents views of professional cyclists on their perfect Tour de France team. The views of Greg Mitchell, Yvonne Scarrott, Neil Macdougall and Peterson Chad are included. Also included is Yvonne stating how he adores Greg LeMond for winning the Tour three times, and Phil Northcott talking of not wishing to ride against Sean Yates.

The article announces that York Soaring founder Walter Chmela has received the Queen's Diamond Jubilee medal on October 16, 2012.