the accounting changes Harnischfeger made in 1984. -In 1984, there was a switch from accelerated to straight line depreciation retroactively. Because of this, the depreciation expense decreased. -The estimated depreciation lives on certain U.S. plants, machinery and equipment changed. The economic life of these assets was increased, so the depreciation expense was lowered. -The company entered into a long-term agreement with Kobe Steel, Ltd, to supply Harnischfeger requirements for construction
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Case Study: | Harnischfeger Corporation | | | Q1: Changes in accounting policy and accounting estimates. (i) Inclusion of full sales price of construction and mining equipment purchased from Kobe Steel, Ltd. (later resold by the Corporation) in net sales If the Corporation continued with the prior recognition, which was to recognize gross margin, a loss of $5.7 million would be reflected in net sales. However, under the new recognition method no loss would be recorded, instead, revenue
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CHAPTER I INTRODUCTION a. Background of the Study Academic performance of students may be affected or shaped by a lot of factors to include time management, access to facilities, conducive learning environment, presence or influence of institutional support, and other resources which in one way or another can contribute to scholastic achievement. However, there is not much research, particularly in a local setting, showing focus on the relationship between study time allocation and academic
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History Of Tata Motors Tata Motors Ltd. is one part of the business conglomerate, Tata Group, and was formerly known as TELCO (Tata Engineering and Locomotive Company). The other ventures of Tata Group include Tata Steel, Tata Consultancy Services, Tata Technologies, Tata Tea, Titan Industries, Tata Power, Taj Hotels, and so on. Headquartered in Mumbai, India, Tata Motors is a multinational corporation accounting for 70% cumulative market share in the domestic commercial vehicle segment. Today
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1 The Innovator’s Dilemma When New Technologies Cause Great Firms to Fail CLAYTON M. CHRISTENSEN Harvard Business School Press Boston, Massachusetts 2 Copyright © 1997 by the President and Fellows of Harvard College All rights reserved The Library of Congress has catalogued the hardcover edition of this title as follows: Christensen, Clayton M. The innovator’s dilemma : when new technologies cause great firms to fail / Clayton M. Christensen. p. cm. — (The management
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Chapter 1 The Evolution of the Modern Firm Chapter Contents 1) Introduction 2) The World in 1840 • Doing Business in 1840 • Conditions of Business in 1840: Life Without a Modern Infrastructure Example 1.1: The Emergence of Chicago 3) The World in 1910 • Doing Business in 1910 Example 1.2: Responding to the Business Environment: The Case of American Whaling • Business Conditions in 1910: A "Modern" Infrastructure Example 1.3: Evolution of the
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2009-10-22 罗宾斯 第七版 管理学 第一章 绪 论 一、管理的涵义 人类的共同劳动资源（人、财、物、信息、时间） 共同目标定义:为实现预定目标而进行的计划、组织、人员配备、领导、控制（孔茨）或合理组织和有效利用有限资源以达到既定目标的过程。•管理的实质是一种手段、工具，不是目的。•管理的作用在于它的有效性，追求效率与效果的统一。 效率是以较少的代价完成活动，涉及活动的方式。即正确地做事 效果指目标达成度，涉及活动的结果。即做正确的事 好的管理在于把对的事情做得更好。 水平的管理表现在:1）无效率（某些政府部门的办事程序）2）无效果（某些企业的库存积压产品）3）牺牲效率的效果 [例] 90年代中期，国家进行了金融体制改革，国有银行开始向商业银行转变，在这种形势下，各行纷纷打算拓展自己的业务。某银行也制定了一个长远规划:通过不断增设营业部，在五年之内，把每年的储蓄额提高到20亿元。规划中的另一个目标是，一旦每年的储蓄额达到20亿，那么年利润要达到2亿元。经过几年的努力，该行在各地开设了20个营业部，而且在规定的时间内也达到了储蓄额为20亿元的目标
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