|Commenced in January 2007||Frequency: Monthly||Edition: International||Paper Count: 5|
The International Accounting Standards Board updated the conceptual framework for financial reporting. The main reason behind it is to resolve the tasks of the accounting, which are caused by the market development and business-transactions of a new economic content. Also, the investors call for higher transparency of information and responsibility for the results in order to make a more accurate risk assessment and forecast. All these make it necessary to further develop the conceptual framework for financial reporting so that the users get useful information. The market development and certain shortcomings of the conceptual framework revealed in practice require its reconsideration and finding new solutions. Some issues and concepts, such as disclosure and supply of information, its qualitative characteristics, assessment, and measurement uncertainty had to be supplemented and perfected. The criteria of recognition of certain elements (assets and liabilities) of reporting had to be updated, too and all this is set out in the updated edition of the conceptual framework for financial reporting, a comprehensive collection of concepts underlying preparation of the financial statement. The main objective of conceptual framework revision is to improve financial reporting and development of clear concepts package. This will support International Accounting Standards Board (IASB) to set common “Approach & Reflection” for similar transactions on the basis of mutually accepted concepts. As a result, companies will be able to develop coherent accounting policies for those transactions or events that are occurred from particular deals to which no standard is used or when standard allows choice of accounting policy.
Peace education supports a holistic appreciation for the value of life and the interdependence of all living systems. Peace education aims to build a culture of peace. One way of building a culture of peace is through environmental stewardship. This study sought to find out the environmental stewardship practices in selected Higher Education Institutions (HEIs) in the Philippines and how these environmental stewardship practices lead to building a culture of peace. The findings revealed that there is still room for improvement in implementing environmental stewardship in schools through academic service learning. In addition, the following manifestations are implemented very satisfactorily in schools: 1) waste reduction, reuse, and recycling, 2) community service, and 3) clean and green surroundings. Administrators of schools in the study lead their staff and students in implementing environmental stewardship. It could be concluded that those involved in environmental stewardship display an acceptable culture of peace, particularly solidarity, respect for persons, and inner peace.
From an organizational perspective, leaders are a variation of the same talent pool in that they all score a larger than average value on the bell curve that maps leadership behaviors and characteristics, namely competence, vision, communication, confidence, cultural sensibility, stewardship, empowerment, authenticity, reinforcement, and creativity. The question that remains unanswered and essentially unresolved is how to explain the irony that leaders are so much alike yet their organizations diverge so noticeably in their ability to innovate. Leadership intersects with innovation at the point where human interactions get exceedingly complex and where certain paradoxical forces cohabit: conflict with conciliation, sovereignty with interdependence, and imagination with realism. Rather than accepting that leadership is without context, we argue that leaders are specialists of their domain and that those effective at leading for innovation are distinct within the broader pool of leaders. Keeping in view the extensive literature on leadership and innovation, we carried out a quantitative study with data collected over a five-year period involving 240 participants from across five dissimilar companies based in the United States. We found that while innovation and leadership are, in general, strongly interrelated (r = .89, p = 0.0), there are five qualities that set leaders apart on innovation. These qualities include a large radius of trust, a restless curiosity with a low need for acceptance, an honest sense of self and other, a sense for knowledge and creativity as the yin and yang of innovation, and an ability to use multiple senses in the engagement with followers. When these particular behaviors and characteristics are present in leaders, organizations out-innovate their rivals by a margin of 29.3 per cent to gain an unassailable edge in a business environment that is regularly disruptive. A strategic outcome of this study is a psychometric scale named iLeadership, proposed with the underlying evidence, limitations, and potential for leadership and innovation in organizations.c