...Accounting Standards Boards Paper Kristi Crow ACC/541 Accounting Theory and Research September 30, 2015 Valerie Turnbow The Financial Accounting Standards Board (FASB) is the accounting board used in the United States. The FASB is tasked with improving and establishing the standards of financial accounting and reports for education of the public (Schroeder, Clarke, Cathey, 2011). The International Accounting Standards Board (IASB) is the accounting board used to simplify the process for those seeking capital or investment opportunities across national boundaries. In this paper we will discuss the history and relationship of both the FASB and the IASB. Additionally we will discuss how the Masters of Science in Accountancy (MSA) will prepare students for a career in the vocation of accounting. FASB and IASB history The FASB was created in 1973 after the Wheat Committee, chaired by Francis Wheat suggested that the Accounting Principles Board be abolished and a new board created. The FASB was to be comprised of representatives from a variety of organizations and be full-time paid employees. The FASB has an advisory council that will keep them updated on major policy issues, as well as the selection of task forces. This council is known as the Financial Accounting Standards Advisory Council (FASAC). The IASB was also created in 1973. The IASB is an independent private sector body. The IASB has two main objectives. The first being to formulate and publish in...
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...| | A "Low cost “ Supermarket | Claire David, P113979 23/01/2012 | Table of Contents Executive summary 3 Introduction 4 Business level strategy 4 Competitive advantage 5 Competitive strategy 6 Strategy clock 7 Hybrid strategy 8 Porters five forces 10 Advantages to using a Hybrid strategy 11 Threat of new entrants: 11 Bargaining power of suppliers: 11 Bargaining power of buyer: 11 Disadvantages to using a Hybrid strategy 12 Threat of substitutes: 12 Threat of rivalry with competitors: 12 Difficulty in sustaining: 12 Conclusion 13 Recommendations 14 Cost reduction that don’t affect quality 14 Deter from price wars 14 Differentiate 14 References 15 Executive summary This report aims to discuss the Hybrid strategy utilised by Asda, this report will be based on the following objectives: * Identify the strategy employed by ASDA in order to achieve competitive advantage * Critically evaluate the strategy identified * Provide recommendations for continued success and sustainability A collection of secondary information and data was gathered in order to obtain appropriate and information. Asda are a subsidiary of Wal-Mart, therefore it is assumed that the strategies used by Wal-Mart are also used by Asda in the same way. Introduction Asda are a well known organisation which started to operate in the 1920’s In June 1999, now a successful company once more, Asda was bought by Wal-Mart Stores Inc. and became...
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... Amy Rodriguez Teghrid Darwich Elena Acosta Table of Contents 1.0. Executive Summary………………………………………………………………………...4 2.0 Company History…………………………………………………………………………...5 2.1 Background…………………………………………………………………………………6 2.2 Purpose of this Study……………………………………………………………………….8 3.0 External Analysis…………………………………………………………………………...9 3.1 General Environmental Analysis…………………………………………………………..10 3.1.1. Demographic Segment…………………………………………………………………..10 3.1.2. Economic Segment………………………………………………………………………12 3.1.3. Political/Legal Segment………………………………………………………………….12 3.1.4. Socio-Cultural Segment………………………………………………………………….13 3.1.5. Technological Segment……………………………………………………………………14 3.1.6. Physical Segment……………………………………………………………………………14 3.1.7. Summary of General Environment Analysis……………………………………………...15 3.1.8. Driving Forces…………………………………………………………………………….18 3.2. Industry Analysis………………………………………………………………………….18 3.2.1. Description of the Industry………………………………………………………………..20 3.2.2. Industry Dominant Economic Features…………………………………………………...20 3.2.3. Market Size………………………………………………………………………………..22 3.2.4. Market Growth Rate………………………………………………………………………22 3.2.5. Industry Trends……………………………………………………………………………23 3.2.5. Five...
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...Chapter 7 Prevention of Sexual Harassment 7–1. Overview The prevention of sexual harassment is a commander’s responsibility. The EOA plays a pivotal role by assisting the commander with policy awareness, training, command climate assessments, complaints processing and overall advisory assistance concerning the prevention of sexual harassment. 7–2. Chain of command responsibilities Commanders and supervisors will— a. Ensure that assigned personnel (to include RC personnel under their jurisdiction) are familiar with the Army policy on sexual harassment. b. Publish and post written command policy statements for the prevention of sexual harassment. All statements will be consistent with Army policy. They will include the local command’s commitment to the Army’s policy against sexual harassment and will reaffirm that sexual harassment will not be tolerated. The statement will explain how and where to file complaints and will state that all complainants will be protected from acts or threats of reprisal. Each ACOM/ASCC/DRU, installation, separate unit, agency, and activity down to company, troop or battery level will publish a sexual harassment command policy statement. Units should coordinate these policy statements with the servicing staff judge advocate or legal advisor before publishing them. c. Continually assess and be aware of the climate of command regarding sexual harassment. Identify problems or potential problems. Take prompt, decisive action to investigate...
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...Order Code RL33199 Data Security Breaches: Context and Incident Summaries Updated May 7, 2007 Rita Tehan Information Research Specialist Knowledge Services Group Data Security Breaches: Context and Incident Summaries Summary Personal data security breaches are being reported with increasing regularity. Within the past few years, numerous examples of data such as Social Security, bank account, credit card, and driver’s license numbers, as well as medical and student records have been compromised. A major reason for the increased awareness of these security breaches is a California law that requires notice of security breaches to the affected individuals. This law, implemented in July 2003, was the first of its kind in the nation. State data security breach notification laws require companies and other entities that have lost data to notify affected consumers. As of January 2007, 35 states have enacted legislation requiring companies or state agencies to disclose security breaches involving personal information. Congress is considering legislation to address personal data security breaches, following a series of high-profile data security breaches at major financial services firms, data brokers (including ChoicePoint and LexisNexis), and universities. In the past three years, multiple measures have been introduced, but to date, none have been enacted. This report will be updated regularly. Contents Introduction . . . . . . . . . . . . . . . . . . . ....
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...Army Regulation 600–20 Personnel–General Army Command Policy Headquarters Department of the Army Washington, DC 6 November 2014 UNCLASSIFIED SUMMARY of CHANGE AR 600–20 Army Command Policy This administrative revision, dated 6 November 2014-o Updates Equal Opportunity Policy (paras 6-2c(8)(c) and 6-2c(8)(f)). This administrative revision, dated 30 October 2014o Updates summary of change bullet (para 2-8b). o Makes administrative changes (throughout). This rapid action revision, dated 22 October 2014-o Updates purpose (para 1-1). o Updates responsibilities for the ready and resilient campaign (paras 1-4a-d). o Directs readers to the Army Publishing Directorate’s “notes” page on AR 60020 for additional guidance on the Army Sexual Harassment/Assault Response and Prevention Program (para 1-4e(6)). o Clarifies the groups of personnel who must be informed of the Army’s accommodation of religious practices policies (para 1-4f). o Adds the categories “senior field grade officers,” “senior field grade warrant officers,” ”field grade warrant officers,” “company grade warrant officers,” “enlisted noncommissioned officers,” and “junior enlisted Soldiers” (table 1-1). o Adds policy that the senior commander is normally, but not always, the senior general officer at an installation (para 2-5b(4)(a)). o Adds policy for command responsibility for the Total Army Sponsorship Program (paras 2-5b(4)(a)16 and 2-5b(4)(c)8)...
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...5/8/2014 Israeli–Palestinian conflict - Wikipedia, the free encyclopedia Israeli–Palestinian conflict From Wikipedia, the free encyclopedia The Israeli–Palestinian conflict (Arabic: اﻟﻨﺰاع اﻟﻔﻠﺴﻄﯿﻨﻲ - اﻹﺳﺮاﺋﯿﻠﻲ al-Niza'a al'Filastini al 'Israili; Hebrew: הסכסוך הישראלי-פלסטיני Ha'Sikhsukh Ha'YisraeliFalestini) is the ongoing struggle between Israelis and Palestinians that began in the mid-20th century.[1] The conflict is wide-ranging, and the term is sometimes also used in reference to the earlier sectarian conflict in Mandatory Palestine, between the Zionist yishuv and the Arab population under British rule. The Israeli–Palestinian conflict has formed the core part of the wider Arab–Israeli conflict. It has widely been referred to as the world's "most intractable conflict".[3][4][5] Despite a long-term peace process and the general reconciliation of Israel with Egypt and Jordan, Israelis and Palestinians have failed to reach a final peace agreement. The remaining key issues are: mutual recognition, borders, security, water rights, control of Jerusalem, Israeli settlements,[6] Palestinian freedom of movement,[7] and resolving Palestinian claims of a right of return for their refugees. The violence of the conflict, in a region rich in sites of historic, cultural and religious interest worldwide, has been the object of numerous international conferences dealing with historic rights, security issues and human rights, and has been a factor hampering tourism in and...
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...Efficacy of Corporate Governance Contents 1. Definition of Corporate Governance 2. History of Corporate Governance – Pre and Post Liberalization 3. Objectives of Corporate Governance 4. Need of Corporate Governance 5. Framework of Corporate Governance 6. Principles of Corporate Governance in India and in the World 7. Merits and Demerits of Corporate Governance 8. Impact of Violation of Corporate Governance Laws 9. Case Study – a) Satyam b) Pfizer c) 3rd Company 10. Conclusion 11. Bibliography Definition "Corporate Governance is concerned with holding the balance between economic and social goals and between individual and communal goals. The corporate governance framework is there to encourage the efficient use of resources and equally to require accountability for the stewardship of those resources. The aim is to align as nearly as possible the interests of individuals, corporations and society"-(Sir Adrian Cadbury in 'Global Corporate Governance Forum', World Bank, 2000) Corporate governance is the relationship between corporate managers, directors and the providers of equity, people and institutions who save and invest their capital to earn a return. It ensures that the board of directors is accountable for the pursuit of corporate objectives and that the corporation itself conforms to the law and regulations. - International Chamber of Commerce Corporate Governance deals with laws, procedures, practices and implicit rules that...
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...Race-Based Affirmative Action . . . . . . . . . . . . . . . . . A. Remedial Purpose as a Justification for Affirmative Action . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . B. The Diversity Rationale . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . C. The Arguments Against Affirmative Action . . . . . . . . . . . . . V. Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . I. INTRODUCTION The blockbuster race discrimination cases in recent years have all involved affirmative action and reverse discrimination. The Supreme Court has made it clear that race classifications, whether benign or invidious, will trigger rigid strict scrutiny analysis, which requires that the government prove its program is narrowly tailored to serve a compelling interest. In 2003, the Court, in Gratz v. Bollinger,1 ruled that while student diversity in educational institutions may be a compelling interest, an affirmative action program that assigned points to applicants of minority races was unconstitutional.2 In 2007, in Parents Involved in Community Schools v. Seattle School District No. 1,3 it held that two public school district plans that used race-based enrollment targets for student assignments failed strict scrutiny because the districts neither proved a compelling interest, nor demonstrated that the plans were...
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...invaluable help of guidelines support and suggestion in order to finish up our project. Not forgotten deepest thanks and appreciation to staff from Adabi Consumer Industries Sdn Bhd, Madam Azatul Izan Bt Mohamed Nordin as a product manager for giving us details information about Adabi’s product in local market and international market. We also thanks to all of group member that have been contributed by supporting this work and give fully cooperation, commitment and help during this project progress till it is fully completed Last but not least, thanks to our parents, family and friend for their constructive suggestion, idea and full of support for the report completion from the beginning till the end. Thank you. PART 1: MARKET ANALYSIS i. General Information The country that our company chooses is Indonesia. The name Indonesia has its roots in two Greek words: "Indos" meaning Indian and "Nesos" which means islands. It is an appropriate description of the archipelago as there are estimated to be a total of 17,508 islands, of which only about 6,000 are inhabited, stretching for 5,150 km between the Australian and Asian continental mainland’s and dividing the Pacific and Indian Oceans at the Equator. Five main islands and 30 smaller archipelagoes are home to the majority of the population. The main islands are Sumatra (473,606 sq.km), Kalimantan (1539,400 sq.km), Sulawesi (189,216 sq.km), Irian Jaya (421,981 sq.km), and last but not...
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...The Smart Card Detective: a hand-held EMV interceptor Omar S. Choudary University of Cambridge Computer Laboratory Darwin College June 2010 This dissertation is submitted for the degree of Master of Philosophy in Advanced Computer Science Declaration I Omar Salim Choudary of Darwin College, being a candidate for the M.Phil in Advanced Computer Science, hereby declare that this report and the work described in it are my own work, unaided except as may be specified below, and that the report does not contain material that has already been used to any substantial extent for a comparable purpose. The word count, including footnotes, bibliography and appendices is 14 978. Signed: Date: The Smart Card Detective: a hand-held EMV interceptor Omar Choudary Abstract Several vulnerabilities have been found in the EMV system (also known as Chip and PIN). Saar Drimer and Steven Murdoch have successfully implemented a relay attack against EMV using a fake terminal. Recently the same authors have found a method to successfully complete PIN transactions without actually entering the correct PIN. The press has published this vulnerability but they reported such scenario as being hard to execute in practice because it requires specialized and complex hardware. As proposed by Ross Anderson and Mike Bond in 2006, I decided to create a miniature man-in-the-middle device to defend smartcard users against relay attacks. As a result of my MPhil project work I created a hand-held...
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...Intergovernmental Oceanographic Commission Manuals and Guides 52 Intergovernmental Oceanographic Commission TSUNAMI RISK ASSESSMENT ANDMITIGATION FOR THE INDIAN OCEAN KNOWING YOUR TSUNAMI RISK – AND WHAT TO DO ABOUT IT June 2009 UNESCO 1 Intergovernmental Oceanographic Commission Manuals and Guides 52 knowing your tsunami risk – and what to do about it Tsunami risk assessment and mitigation for the Indian Ocean; The designation employed and the presentation of material throughout the publication do not imply the expression of any opinion whatsoever on the part of UNESCO in particular concerning the legal status of any country, territory, city or area or of its authorities, or the delineation of its frontiers or boundaries. The authors are responsible for the choice and the presentation of the facts contained in this manual and for the opinions expressed therein, which are not necessarily those of UNESCO and do not commit the Organization. Designer: Eric Loddé For bibliographic purposes, this document should be cited as follows: Tsunami risk assessment and mitigation for the Indian Ocean; knowing your tsunami risk – and what to do about it IOC Manual and Guides No. 52, Paris: UNESCO, 2007 (English). Printed by UNESCO (IOC/2009/MG/52) © UNESCO IOC 2009 Tsunami risk assessment and mitigation for the Indian Ocean; knowing your tsunami risk – and what to do about it 3 Table of contents Acknowledgement ...........................................
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...CASE: SM-153 DATE: 08/08/06 SAP AG IN 2006: DRIVING CORPORATE TRANSFORMATION Success can be seductive. It can trick us into focusing too rigidly on long-established patterns of thought. That’s why it is often so tempting to recycle yesterday’s ideas to form the guidelines and dogmas of tomorrow. I hope that we can use the right vision and strategy to avoid this trap. ⎯Henning Kagermann, CEO, SAP AG INTRODUCTION On a windy April evening in Walldorf, Germany, Henning Kagermann took a sip of his tea and picked up the 60-page document lying on his desk. Several months earlier, Kagermann, CEO of SAP AG, had tasked his Corporate Strategy Group with preparing a strategic analysis, informally nicknamed the “Sun-Tzu document” in deference to the legendary Chinese general. It outlined the strategic opportunities and challenges that SAP should expect to face between 2006 and 2010, and examined the prevailing forces shaping the enterprise software industry in 2006: technological change, consolidation, and shifting customer needs. Kagermann believed that emerging Internet-based technologies and standards known collectively as “Web services” soon would transform the $79.8 billion enterprise software applications industry, in which SAP held the leading market position.1 Although sales of SAP’s existing products had begun to rebound in 2004 after a multi-year slowdown, Kagermann had committed SAP to deploy new Web services-based technology on a massive scale by the end of 2007. (See Exhibit...
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...1 Satyam Scam in the Contemporary Corporate World: A Case Study in Indian Perspective Introduction Satyam Computer Services Ltd was founded in 1987 by B.Ramalinga Raju. The company offers information technology (IT) services spanning various sectors, and is listed on the New York Stock Exchange and Euronext.Satyam's network covers 67 countries across six continents. The company employs 40,000 IT professionals across development centers in India, the United States, the United Kingdom, the United Arab Emirates, Canada, Hungary, Singapore, Malaysia, China, Japan, Egypt and Australia. It serves over 654 global companies, 185 of which are Fortune 500 corporations. Satyam has strategic technology and marketing alliances with over 50 companies. Apart from Hyderabad, it has development centers in India at Bangalore, Chennai, Pune, Mumbai, Nagpur, Delhi, Kolkata, Bhubaneswar, and Visakhapatnam. "The truth is as old as the hills" opined Mahatma Gandhi, christened the Father of the Nation by Indians. So a company named "Satyam" (Truth, in Sanskrit) inspired trust. The IT boom in India, was fuelled by young, middle-class, and educated, budding Indian entrepreneurs and Western firms anxious to outsource to take advantage of high-skill, low-wage worker. This trend created a new breed of businessmen for the 21st century and generated many fortunes literally overnight. The global corporate community was flabbergasted and scandalized when the Chairman of Satyam, Mr. Ramalinga Raju resigned...
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...Leadership Development Seminars and ECQ-based Readings The success or failure of any endeavor depends on leadership. Now, more than ever before, we need leaders in our organizations and in our world. Great leaders create and communicate a vision and move people into action to achieve it. They ignite our passion and inspire us to do our best. Government leaders in the 21st century are experiencing change at a more rapid pace than previous generations. Rapid advances in technology have expanded the quantity of work we are capable of accomplishing, and also where it’s accomplished. We have a more highly educated workforce, yet face diminishing resources with an increased demand for productivity, and the essential services we provide to the American public. To be successful at navigating these challenges leaders must develop the essential skills to motivate their employees, effectively communicate with others, fine-tune critical thinking skills, and build and leverage partnerships. Future leaders must also be visionary; i.e., possess the ability to identify trends and the courage to be innovative. Being technically adept in your field will no longer be enough. In response to these demands on senior executives, the U.S. Office of Personnel Management identified five Executive Core Qualifications (ECQs) that all aspiring government leaders and executives must possess. These ECQs and Fundamental Competencies were developed by OPM after extensive research on the attributes...
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