...Human Resource Accounting Human Resource Accounting Literatur Review To measure human value as a part of the goodwill, HRA was introduced in the accounting literature in the 1960s (Flamholtz, 1985). In 1968 Brummet, Flamholtz & Pyle used the term “human resource accounting” for the first time. In 1973 the American Accounting Association’s Committee on Human Resource Accounting defined HRA as “the process of identifying and measuring data about human resources and communicating this information to interested parties. It provides information about human resource costs and values, serves to facilitate to decision making, and motivates decision makers to adopt a human resource perspective (Sackmann et al., 1989,). Research to examine the way in which human resource variables affect the efficiency of firms could be performed in a number of ways including analyzing the association between different aspects of human resources and firm performance (Bassi & McMurrer, 1998; Boudreau & Ramstad, 1997; Grojer, 1998). Looking at different proposals (Conner, 1991), the resource theory considers human resources in a more explicit way. This theory considers that the competitive position of a firm depends on its specific and not duplicated assets. The most specific (and not duplicated) asset that an enterprise has is its personnel. It takes advantage of their interdependent knowledge. That would explain why some firms are more productive than others. With the same technology, a solid human...
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...Professional Knowledge and Abilities American Accounting Association Introduction The following will describe the American Accounting Association (AAA), the ability the organization can attribute to my professional career and knowledge, and how this knowledge can be an attribute to my career success. How it will also help me to develop strategies and skills that will in the long run allow me to be a great asset to any agency in which I choose to work for . Describe AAA The American Accounting Association promotes worldwide excellence in accounting education, research, and practice (AAA, 2010). The AAA, founded in 1916, was first known as the American Association of University Instructors in Accounting until 1936 when the association name was changed. The American Accounting Association is composed of voluntary persons and professionals that are interested or involved in accounting, accounting education, and research (AAA, 2010). American Accounting Association Mission The American Accounting Association mission is “to further the discipline and profession of accounting through education, research, and service” (AAA 2010). The Association acknowledges that its members share a number of common values, which include the importance of their personal integrity, their objectivity, sense of community, open communications, respect for each other, high ethical values and personal behaviors, and an obligation to serve important stakeholders, including the broader society...
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...© 2000 American Accounting Association Accounting Horizons Vol. 14 No. 2 June 2000 pp. 235-250 Earnings Management: Reconciling the Views of Accounting Academics, Practitioners, and Regulators Patricia M. Dechow and Douglas J. Skinner Patricia M. Dechow is an Associate Professor and Douglas J. Skinner is a Professor, both at the University of Michigan. SYNOPSIS: We address the fact that accounting academics often have very different perceptions of earnings management than do practitioners and reguiators. Practitioners and reguiators often see earnings management as pervasive and probiematic—and in need of immediate remediai action. Academics are more sanguine, unwiiiing to beiieve that earnings management is activeiy practiced by most firms or that the earnings management that does exist should necessarily concern investors. We explore the reasons for these different perceptions, and argue that each of these groups may benefit from some rethinking of their views about earnings management. INTRODUCTION Despite significant attention on earnings management from regulators' and the financial press,^ academic research has shown limited evidence of earnings management. While practitioners and regulators seem to believe that earnings management is For example, SEC Chairman Levitt delivered a major speech on earnings management in the fall of 1998 in which he advocated a niunber of initiatives to improve the quahty of financial reporting (Levitt 1998). As part...
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...such that m(8) m(77') That is, the standards if and only if 77R77'. are used to single out a most preferred alternative. Using the standards, we are able to compare any two accounting alternatives and decide which of the two is superior or whether they are equally desirable. Presumably, the comparisons are also transitive. One way of describing such a choice process, which we adopt, is to view the standards as providing a hypothetical numerical ranking for each of the alternatives. Note, however, that the domain of this ranking function is limited to E itself, without any reference to the individual's preferences and beliefs. A fundamental question now arises: does any such function, m(.), exist? In selected settings the answer is, no doubt, affirmative. But, in general, the answer is negative. This is discussed below. THE IMPOSSIBILITY RESULT max A E(U I y, 7, ay*)D(y | X7EXc YEY (2) (2) Observe that this characterization of the choice, or specification, of an accounting alternative is but an expected utility variant of the situation initially discussed. We provide for comparison of any pair of alternatives; and our comparisons are transitive. We place these comparisons in an expected utility format simply because it is convenient. Reliance on standards to specify the most preferred accounting alternative follows a somewhat different tack. The purpose is to select the preferred alternative, but the method of analysis does not...
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...Directions In Part I, next to each item listed, you will identify which statement the item would appear. You will need to determine whether it would appear on the income statement (I), balance sheet (B), or statement of cash flows (CF). Then, for each group, explain the difference among the items listed. Finally, in Part II, discuss the relationship between the three financial statements. Part I Set 1: ____B_ Inventory, ending balance ___I__ Cost of goods (inventory) sold during the period __B___ Cash paid to suppliers during the period __B___ Accounts payable, ending balance Difference: Accounts payable is purchases on credit, Inventory ending balance is amount of stock at end of year, cost of goods sold is an expense, cash paid to suppliers is cash flow Set 2: ___B__ Accounts receivable, ending balance ___B__ Cash received from customers ____I_ Sales Difference: Accounts receivable is money owed to a company by its debtors, cash received is cash flow Set 3: ___I__ Wage expense for the period __B__ Wages payable, ending balance _B____ Cash paid for wages during the period Difference: Wage expense is compensation earned by employees, wages payable is money not yet earned for work already completed. Set 4: ___B__ Property, plant, and equipment, ending balance __CF__ Cash paid for property, plant, and equipment during the period ___B__ Cash received from selling property, plant, and equipment during the period ____I_ Depreciation expense during...
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...entirely intangible. And even goods, while they can be seen, often can': be tried out before they are bought. Underjitanding the degree of a product's intangibility can affect hoth sales and postsales follow-up strategies. While services are less able to be tested in advance than goods, the intangible factors in both types of products are important for convincing prospective customers to buy. Sellers of services, however, face special problems in making customers aware of thi; benefits they are receiving. The author considers the intangible factors present in all products and also advises producers of services about how best to hold on to their customers. Mr. Levitt is the Edward W. Carter Professor of Business Administration and head of the marketing area at the Harvard Business School. He has written nearly two dozen articles for HBR, including the well-known "Marketing Myopia" {published in i960 and reprinted as an HBR Classic in September-October 1975) and "Marketing When Things Change" [November-December 1977). //lustration hy ]im Kingston. Distinguishing between companies according to whether they market services or goods has only limited utility. A more useful way to make the same distinction is to change the words we use. Instead of speaking of services and goods, we should speak of intangibles and umgibles. Everybody sells intangibles in tbe marketplace, no matter wbat is produced in tbe factory. Tbe usefulness of the distinction becomes apparent when we consider the...
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...Chesbrough and David J. Teece Creativity Is Not Enough Theodore Levitt r0208k In Closing Stumbling into Brilliance Danny Hillis r0208l BEST OF HBR 1985 The Discipline of Innovation by Peter F Drucker . How much of innovation is inspiration, and how much is hard work? If it’s mainly the former, then management’s role is limited: Hire the right people, and get out of their way. If it’s largely the latter, management must play a more vigorous role: Establish the right roles and processes, set clear goals and relevant measures, and review progress at every step. Peter Drucker, with the masterly subtlety that is his trademark, comes down somewhere in the middle. Yes, he writes in this article, innovation is real work, and it can and should be managed like any other corporate function. But that doesn’t mean it’s the same as other business activities. Indeed, innovation is the work of knowing rather than doing. Drucker argues that most innovative business ideas come from methodically analyzing seven areas of opportunity, some of which lie within particular companies or industries and some of which lie in broader social or demographic trends. Astute managers will ensure that their organizations maintain a...
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...Question 1 Communication across Computime is lacking. According to Wolcott and Lippitz, Computime lacks formal communication channels between Research and Development (R&D) and business unit engineers (2008). If the R&D unit is unaware of how Computime’s customers are innovating a product, how can the department anticipate needs and make adjustments prior to unveiling a new product? Communication needs addressed. Chinese engineers “tend to be less accustomed to sharing problems, offering ideas, and working in teams” (Wolcott & Lippitz, 2008). This is a barrier for Computime, as Chinese engineers may not be able to communicate effectively with the R&D units. To improve communication channels, Computime can use Frans Johnansson’s concept of making barriers fall, by embracing a range of cultures (2004). Computime can hire engineers who are familiar with the Chinese culture and have experience with Chinese workers. By hiring people who know best how to work with the Chinese, communication can improve. Through improved communication, employees will be able to share ideas about customers’ needs and further anticipate future products. Computime will need to create a sense of urgency regarding the importance of improved communication (Kotter, 2002). To create a sense of urgency, Computime will show videotapes of angry customers to employees. Hearing and seeing customer frustrations will help employees better understand the need for improved communication (Kotter, 2002). In order...
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...than customers’ needs, create a “marketing myopia” resulting in business nearsightedness or shortsightedness. The most important question is therefore, “What business are we really in?” from the perspective of what customer want. What do people really want when they acquire a product or a service? This question directly impacts the strategy and the value proposition definition Companies need to understand the difference between a product and a commodity: • A product is what customer feels about your business • A commodity is anything for which there is a demand, but which is supplied without qualitative differentiation across a market Kodak is a great example in which marketing myopia was present. The digital camera was invented at Kodak in 1975. But instead of marketing the new technology, the company kept it under wraps for fear of hurting its lucrative film business. And when Kodak decided to get in the game it was too late. Kodak had the myopic view that the company was in the film business rather than the story telling business. But customers aren’t buying cameras and film as much as they are buying a record of their memories. Kodak therefore misdefined the business they were in: instead of focusing on the product: capturing stories, they hooked on the commodity: selling film. Marketing Myopia is the title of an important marketing paper written by Theodore Levitt and published in 1960 in the Harvard Business Review • ◦ #Kodak ◦ #Marketing ◦ #Innovation • 1 year ago • 10 • Permalink...
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...Leadership Reflection This paper reflects on the following questions: What do you think is your passion? Why do you say this is your passion, as it may be manifested in your personality, personal history and lineage? --- As I was reflecting on this intently, I came across this online article from Harvard Business Review where Peter Drucker, one of the most influential people in the area of modern management, talked about the topic on managing oneself. And an excerpt from this article below quite interests me the most. “Most people think they know what they are good at. They are usually wrong. More often, people know what they are not good at—and even then more people are wrong than right. And yet, a person can perform only from strength. One cannot build performance on weaknesses, let alone on something one cannot do at all.” - by Peter F. Drucker, Harvard Business Review: “Managing Oneself”; http://hbr.org/2005/01/managing-oneself/ar/1 This struck me quite a bit as I found this a bit ironic, because this somehow describes how things are unravelling, particularly on the state of my profession right now, and the state of things, in general. Well, I am not quite sure what I’m really good at. It’s not like I’m inept. It’s just that I am not sure if I’m really good at something. I’ve always engaged myself with so many things back then as my personal history reveals, as “jack of all trades, master of none” identity. For example, I have passion for creating...
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...Introduction This review is about the article ‘Sustainability in the Boardroom’, written by: Lynn S. Paine. Lynn S. Paine is a John G. Mclean Professor of Business Administration and senior associate dean for faculty development at Harvard Business School and also the coauthor of Capitalism at Risk: Rethinking the Role of Business and the author several other Harvard Business Review articles. The article, published by Harvard Business Review in 2014, includes 9 pages. Vol. 92, Issue 7/8. A committee dedicated solely to corporate responsibility or sustainability is a useful addition to many, if not most boards in at least five ways: as a source of knowledge and expertise, as a sounding board and constructive critic, as a driver of accountability, as a stimulus for innovation, and as resource for the full board. No more than 10% of U.S. public company boards have a committee such as Nike has. The committee has proven to be a successful addition for Nike. In this article it will be explained why the committee has been successful by looking at how the corporate responsibility committee has served each of these functions. The five ways are stated in the one-sentence summary. Conwell had set up the committee board at Nike using her knowledge and expertise. The committee board has been founded with a reason. Committee board has to address the risks and opportunities arising from problems such as climate change, water pollution, corruption and uneven access to wealth, health...
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...Oct. 24 2014 Yinan Wang (Nancy) Title: Marketing Myopia Author: Theodore Levitt Year: 2004 Source: Levitt, T. (2004) Marketing Myopia, Harvard Business Review, Jul-Aug, pp138-149; originally published in Harvard Business Review, July/Aug. 1960, pp. 45-56. Insight：Interesting Readability: a little hard to read Relevance: good practice Overall: 7.5 Key Content: The article focus on trade will get successful when they cater for customers’ demands rather than selling their products for clients. The effective corporate management is very essential for development of companies. Some firms’ business stopped growing because of failing business management, such as incorrect business orientation and purposes, concrete matters. The article showed that petroleum industry makes its business get success because improved manufacture oil product’s efficiency, products innovation and gas and oil transmission, in particular, developed domestic central-heating system to compete with rivalry. Also pointed that the car industry’s ford company through saving its product costs to reduce its cars price to meet more customers’ demands to purchase its cars and increase industry profits. Therefore, for pursuing enterprise business success, corporations must pay attention to customer creating and customer-satisfy organism through a powerful leadership. Learning / Reflection: In the article, successful company leader utilize marketing...
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...terms Search Results 1. Jamie Turner Case - Essays - Yayayaa www.termpaperwarehouse.com › Business and Management o Cached o Similar May 4, 2014 - Read this essay on Jamie Turner Case . Come browse ... Case 2: Jamie Turner at MLI, Inc ... How did Turner get himself into this predicament? 2. Jamie Turner_百度文库 wenku.baidu.com/view/4695dfcf5fbfc77da269b186.html o Cached o Similar Nov 30, 2012 - Problem Statement Jamie Turner joined the MLI Company as vice ... Analysis In the case, there are five major conflicts between Jamie and ... 3. [PDF]“Jamie Turner at MLI, Inc.” Discussion Questions - Timothy A ... www.timothy-judge.com/.../JamieTurnerDiscussionQuestions3.pdf o Cached o Similar How much of Jamie Turner's predicament would you attribute to mistakes he made? 3. ... How should Turner approach Cardullo at the end of the case? 5. 4. Jamie Turner at MLI, Inc. - Case - Harvard Business School www.hbs.edu/faculty/Pages/item.aspx?num=41781 o Cached o Similar The case describes the evolution of an interpersonal mismatch between a previously successful manager, Jamie Turner, and his new boss, Pat Cardullo. Turner ... 5. Jamie Turner at MLI, Inc. - Harvard Business Review https://hbr.org/product/jamie-turner-at-mli-inc/4254-PDF-ENG o Cached...
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...on an outcome without a time deadline. According to Drucker (2003) successful innovators use both the left and right side of the brain when generating ideas or problem solving. Once the innovative idea has been developed they will then turn their attention to the potential users and analyse their expectations and needs. This analysis creates constraints, other constraints as pointed out by Mayer (2006) include resourcing and time. Kanter (2006) believes that a common leadership mistake is to “strangle innovation with tight controls” (Kanter, 2006 p79). The article goes on to add that a remedy for this is to add flexibility to planning and control systems as well as surrounding innovators with a supportive culture of collaboration. A business needs to find a balance between creating an environment that fosters creativity whilst having the suitable constraints that enable the focus...
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...a lecturer in Business Administration at the Harvard Business School; now, he is a full-fledged professor. The Harvard Business Review has sold more than half a million reprints of this article and each reprint has no doubt been copied several times over. There will be few marketing students who have not read this article which is about how an organization can guarantee its sustained growth a big question? To quote from the summing up of this article, Marketing Myopia answered that question mark in a new demanding way by urging organizations to define their business broadly to take privilege of development opportunities. Using the example of the railroads, Levitt showed how they declined as technology highly developed since they define themselves too narrowly. To continue growing, companies must ascertain and act on their customers' needs and desires, and not bank on the presumptive longevity of their products. Even more dramatic is the first paragraph of this seminal article which reads: “Every major industry was once a growth industry. But some that are now riding a wave of growth enthusiasm are very much in the shadow of decline. Others which are thought of as seasoned growth industries have actually stopped growing. In every case the reason for growth is threatened, slowed, or stopped is not because the market is saturated; it is because there has been a failure of management”. Well I am with Levitt, those companies who have not defined there business or had defined...
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