Rules Governing Accounting of Non-current Tangible Assets Under IAS Essay

Rules Governing Accounting of Non-current Tangible Assets Under IAS - Essay Example Besides the cost of asset IAS 16 has concentrated on the issue of cost of bringing the asset to location and the asset made available under present conditions of its operations as per management intentions. The important thing is that by prescribing this rule IAS 16 has put a limit to capitalization of expenses once the asset starts operating as per intention of management. Another important feature is that ‘employee benefits’ accruing during construction or development of assets as per intended use also need to be capitalized. Further, cost of testing any item of the asset for ensuring its functioning is also required to be capitalized. For example testing fee paid to a laboratory for testing the quality of a part of the machinery is capital cost during initial recognition. But when such cost is incurred after the operation of machinery has started, such costs would be treated as revenue expenditure. IAS 16 states that cost of dismantling and removing an asset and resto ration it where it is located should be capitalized. But the important feature of IAS 16 is that cost that is incurred subsequent to initial recognition on replacing or making an addition to such asset or its part should also be capitalized if such costs meet the recognized principles of accrual economic benefits to the entity and reliable measurement of such subsequent cost. This is clearly the departure from earlier practices of capitalization of assets. When an asset is acquired in exchange of other, the rule is to assess the fair value of both asset and if fair values of the asset given up can be assessed reliably, then that would be the cost of the exchanged asset. But if the fair value of the new asset acquired is more evident, then fair value of such asset would be used as the cost of the asset. However, there is another possibility of the use of carrying value of asset given up as the

IHRM(international human resource management) Essay

IHRM(international human resource management) - Essay Example The following sections will deliberate on Volvo’s strategies of maintaining competitive advantage in the Curitiba market. Resources and capabilities that Volvo can obtain from Curitiba It is apparent that for any organisation to develop and maintain competitive advantage, just like Aaker and McLoughlin 2007 stipulated, some concepts of working towards attaining organisation’s goals should be articulated upon. Curitiba, being a region of congested traffic, has been a potential market for Volvo. This is arguably true because, as contingency theory stipulates, the environment in which an organisation operates involves articulation of factors such as size and technology among many other factors (Hooley, Piercy and Nicoulaud 2008). In this regard, it is evident that Volvo has strategized on gaining competitive advantage in the Curitiba market. The fact that Curitiba is traffic congested makes it a strategic market for Curitiba to operate in. in essence, Volvo specialises on providing the buses for public transport. Analytically, this is in line with strategically operating in an environment that can provide market for its automobiles. Basically, the primary goal of any organisation is to enter into a market that has demand for its products, thus offering an opportunity to make profits (Martin 2013). Nevertheless, it is indispensable of the management of organisations to apply principles of leadership and management in order to make the right decisions when entering new markets. In another dimension, Volvo must have considered the issue of corporate social responsibility. In any metropolitan area, organisations should focus on applying both economic and corporate social responsibilities in order to be successful. For example, before entering into the Curitiba market, Volvo was aware of the need to formulate a strategy that would bring growth in this region. For example, in the process of providing buses for public transport, Volvo has simultaneously cre ated jobs for many residents in the city. The CSR issues involve bringing in social and responsibility factors into action (Piercy 2009). When people get jobs through Volvo’s involvement in the public transport, their lives get uplifted, thus bringing the overall growth of the city. In addition, Volvo has been able to create its own organisational culture, through which its competitive advantage has been developed and maintained in Curitiba. Volvo’s organisational culture has been a reflection of its vision statement. However, organisation’s culture is developed strategically by its leaders and managers. It is the reflection of what the leaders and managers believes in and work towards realising their goals (Ranchhod and Gurau 2007). In order for Volvo to have managed to capture the Curitiba market, it is apparent that the management has developed a culture that keeps the company growing and surviving in a highly competitive market. For this to happen, the leade rship of the organisation should be well conversant with how to both manage the workforce and focus on customer satisfaction. Studies have document that forms that empowers their employees through various employees wellness and reward programs tend to have a smooth organisational culture development. Therefore, the human resource department must have a grasp of how it can motivate its employees in order to deliver top results. In regard to Volvo’s case, its workforce could be termed as proficient