Tear the Curtain Essay Example | Topics and Well Written Essays - 750 words

Tear the Curtain - Essay Example Alex is a Vancouver theater critic and is very passionate about his work. He firmly believes he found the legendary theater director Stanley Lee who directed the famous (or infamous) ‘The Empty Space’. Alex is strong in his conviction that Stanley Lee is the person who can destroy audience complacency, as he is not satisfied with the way the theater business is progressing. But what Alex is trying to do is not easy. He strives to prove something through Stanley Lee but himself gets caught up between two mob families and the Empty Space Society. The breakdown of Alex has a buildup revolving around Stanley Theatre. The two rival gangs are trying to take control of this theater and Alex gets caught up in the crossfire (Kaplan, 2012). Anagnorisis occurs in the play when Alex creates confusion among the audience about reality and truth. For a moment the audience gets puzzled if they are watching a play or is it happening in real life, or probably they too are the part of a play. This strange sense of existence or the question of existence seeds catharsis in the audience. Although the plot of the play doesn’t revolve around Rene Decarte’s philosophy of existence yet there are aspects in the play that leave a deep impact on the audience, the make them question their own existence. This conflict leads them to a catharsis, where they ask quick question to their own ‘self’ to confirm if they really exist in the audience or are they on s stage. But this form of questioning is overshadowed by the strong premise that they bought the tickets to the play and that can’t be a part of the play. They have their lives back at home, their own sense of existence. How can that be true that Alex is reading the script and the script itself reads he is reading it? It is there and then the audiences get wrinkles on their foreheads, some start scratching their chins, while some would look away from the stage to

Research paper Example | Topics and Well Written Essays - 750 words - 4

Research Paper Example Consumers get enjoyment and pleasure from products and services as Norman moves to think about the objects. Norman’s thinking on objects’ design and his efforts to relate with users’ perception is highly remarkable but he misses the objects in the visual sense. Norman in his book also worked on the emotional designs. Norman’s expression about emotional design on the object is more influencing and motivating. Although he worked on emotional design of objects, but young ideas on the theoretical framework were problematic. For example, Norman focused on the positive and negative impacts, which were produced only at the visceral level and did not involve other two levels. However, in the later section, Norman added other two levels in it. Design of objects presented at three levels overlap with his discussion. Instead of these shortcomings, there is clear evidence on the integration of the emotional facades in the field. 2. THE PHILOSOPHER'S TOOL KIT II (Wittk ower) In most part of the book† iPod and philosophy: iCon of an ePoch† Wittkower (2008) discussed the iPod and Philosophy. People have different views about philosophy. However, the central theme of philosophy is about the people reflection that is gained through their experience. Philosophy enables people to think, invent and reply the questions of others. Popular culture is also shaped through a close association between computer engineering and computer science. A new design is developed based on the users’ needs and demands. Development of new and innovative things does not occur at once but according to demands of people. From Chapter â€Å"Philosophy by iPod: wisdom to the people† the importance of the iPod for the runners in current times and future is revealed. IPod contains music that is a source of entertainment for people of the present generation. With the changing requirements of users, the iPod will serve the consumers in the future in order t o access the information on philosophies and interviews of philosophers. IPod is too known as the â€Å"next generation book† because future demands of consumers are to keep the large number of books in their pockets. In the future, communication problems will be solved through enhancement in iPod. The conversion of iPod into iPhone is a major perceived development. Digital media players are also embedded in the iPod. IPod is a source of learning, communication and fun games for the users. Appearance of everything needs the new features of design, shape and color, as makers also desire to think about all these features. The beetle of Volkswagens and iMac are other examples for the toolkits for the future. 3. UNDERSTANDING MEDIA (Evans) Evans says: "Even when you aren't listening, people are talking about you." (p.54) You must participate in the dialogues. In the above statement Evans (2010) signals towards the online marketing that has become a phenomenon for enterprises for last many years. Author also emphasized on the presence of enterprises’ representatives for discussion in forums like social websites i.e. blogs, and companies’ websites. Social media is significant for the enterprises to attract their customers and audience through online forums. Now enterprises can convey the message to their consumers about their products regardless of their physical locations. Now customers give feedback and rate their interested companies through the social media. Need for financing the social media for

Strategy and Human Resource Management Essay Example for Free

Strategy and Human Resource Management Essay 1. What is the difference between Corporate Strategy (or strategy formulation) and Business Unit Strategy (Strategy Implementation)? The strategy formulation is about making choices, decisions and plans for the organization. Strategy Implementation is about the ways and means to achieve those plans, decisions and choices. How to execute the strategy decisions or plans. Strategy formulation comes before strategy implementation. Strategy formulation talks about business strategy which determine how should the organization compete with others, and corporate strategy which determines where should the organization compete with others. Global strategy which determines where and how should the organization compete with others around the world. Strategy implementation talks about organizational design which determines how should the organization organized and put the formulated strategy into practice, and corporate governance, business ethics, and strategic leadership which determines what type of strategic leadership and corporate governance does the organization need and how to anchor the decision in business ethics. 2.Why is that distinction important for a firm that operates in different product markets? These distinctions can help the firm gaining and sustaining competitive advantage. In every competitive situation the winners are always those firms with better strategy. â€Å"A firm that formulates and implements a strategy that leads to superior performance relative to other competitors in the same industry or the industry average has a competitive advantage.†(Chapter 1 Strategic management) and these advantage could lead firm to success in their business. 3. What role does (or should) HR play in Strategy Formulation? HR people play in a role that clarify future management performance expectations and figure out the methods to achieve the expectations. Furthermore, HR people should help the organization to make right decisions and determine business  missions, plans and resources. Finally, ensure the objectives and action plans fit the business strategy. 4. What role does (or should) HR play in Business Unit Strategy? HR people should play in a role that help the organization to develop the means and methods to achieve the organizational change, developing employment relations, cultural learning, and ensure the execution of strategy. Ultimately, HR helps the organization to increase their ability in business action and changing and finally achieve the goal of gaining and sustaining competitive advantages.

Business Essays Motivation In Business

Business Essays Motivation In Business Motivation In Business. Introduction Motivation has been defined as the psychological process that gives behaviour purpose and direction (Kreitner, 1995); an internal drive to satisfy an unsatisfied need (Higgins, 1994); and the will to achieve (Bedeian, 1993). In psychology, motivation refers to the initiation, direction, intensity and persistence of behavior (Green, 1995). In simplistic terms, we can define motivation as the desire and willingness to do something and the inner force that helps individuals achieve their goals. Understanding what motivates employees and what can employers do to motivate their internal customers has been the focus of research by many researchers and the topic has gained special prominence in recent years. This is mainly because motivated employees can provide a firm with a distinctive advantage and a comptetitive edge and by being more productive they can help organisation thrive and survive. There are two schools of thought on motivational theories, the scientific school of thought and the behavioural school of thought. Scientific Model The basis of scientific management is considering employees as an input to the production of goods and services. The approach stresses on scientific selection, training and development of workers instead of allowing them to choose their own tasks and training methods and its objective is to carry out work in accordance with scientifically devised procedures. One of the pioneers and inventor of scientific approach to management was Frederick Taylor. Frederic Taylor, (1856-1915) was the first to analyse human behaviour scientifically with his machine model by making individuals into the equivalent of machine parts. He broke down the tasks to its smallest unit to figure out the best approach. After careful analysis of the job, workers were trained to do only those motions essential to the task. Taylor attempted to make a science for each element of work and restrict behavioural alternatives facing worker and looked at interaction of human characteristics, social environment, task, and physical environment, capacity, speed, durability and cost. The overall goal was to remove human variability. (Terpstra, 2005) Taylors machine model was a success and did increase production and profitability because rational rules replaced trial and error and management became more formalized which eventually led to increased efficiency. But Taylors treatment of human beings like machines faced resistance from managers and workers who considered thi s way of working as dehumanization of work. One of the other features of Taylors work was stop-watch timing as the basis of observations and breaking the timings down into elements. This method also faced stiff group resistance because no one likes to be so close monitored for each little part of the work he/she does. Despite its criticisms, Taylors methods had a great impact on work because he invented a new, efficient and more productive way to work that changed the complete nature of the industry. Before scientific management, departments such as work study, personnel, maintenance and quality control did not exist. (Buford, 2000) The core elements of scientific management remain popular and have only been modified and updated to suit the current scenario. Behavioural approach Unlike scientific approach behaviour approach places emphasis on what motivates people and seeks to identify and account for the specific influences that motivate people. Some of the distinguished theories of behavioural approach to motivation are discussed below. Maslow (1943) put forward the hierarchy of needs theory which saw human needs in the form of a hierarchy, ascending from lowest to the highest. He argued that lower level needs had to be satisfied before the next higher level need and once one set of needs is satisfied, this kind of need ceases to be a motivator. The five needs are: Physiological needs These are the most basic human needs which are important for sustenance like food, water, warmth, shelter, sleep etc. Maslow argued that unless physiological needs are satisfied to a degree, no other motivating factor can work. Safety or Security needs These are needs to be free of physical danger and emotional harm like the fear of losing a job, property, food or shelter. It relates to security, protection and stability in the personal events of everyday life. Social Needs These are needs for love, affection and belongingness and social acceptance. People are social beings and try to satisfy their needs for acceptance and friendship. Esteem Once peoples social needs are satisfied, they look for esteem (reputation). This need produces such satisfaction as power, prestige status and self confidence. It includes both internal esteem factors like self-respect, autonomy, achievements and external esteem factors such as recognition and attention as well as personal sense of competence. (Source) .Self actualization This need is the drive to become what one is capable of becoming. Its the need to grow and use abilities to the fullest potential. It includes growth and self-fulfillment by achieving ones potential to accomplish something Looking at Maslows hierarchy of needs triangle, as each needs are substantially satisfied, the next need becomes dominant. (eg. esteem needs become dominant after social needs are satisfied).Also, when a need gets substantially satisfied, it stops to be motivating. The crux of Maslows theory is to focus on finding out the level of hierarchy the person is in and focusing on satisfying his/her needs and the needs above it. Maslows theory of needs has been wider recognised and is being practiced by managers across the globe. The theorys ease of understanding and intuitive logic makes it easy to implement, but there is no empirical evidence to validate the theory and there is no metric to measure the success of the theory after being implemented. So, the quantitative impact of Maslows theories cannot be accurately measured. Frederick Herzbergs (1959) famous quote says If you want people to do a good job, give them a good job to do. Herzbergs motivational theory has a two component approach and is known as the two-factor theory. His theory suggests that things which prevent dissatisfaction are not the same as things which create satisfaction. (Herzberg, 1959) When people are dissatisfied (de-motivated) with their work it is usually because of discontent with environmental factors which he terms as Hygiene Factors. These hygiene factors include factors such as, security, status, relationship with subordinates, personal life, salary, work conditions, relationship with supervisor, company policy and administration (Bedeian, 2003). These are the factors whose presence in the organization is natural and does not lead to motivation, however its absence does lead to de-motivation. Hygiene factors include the work and the organizational environment. The second component of the theory involves factors whose absen ce causes no dissatisfaction but whose presence has huge motivational value. Herzberg terms these factors as Motivational factors which are factors such as growth prospects, career progression and advancement, responsibility, challenges, recognition and achievements. The theory concentrates around the fact that the opposite to satisfaction is not dissatisfaction and merely removing dissatisfying characteristics from a job does not necessarily makes the job satisfying. Herzberg stresses that both the approaches (hygiene and motivational) should be done simultaneously to be effective. Herzbergs theory, in a way, is a modification to Maslows hierarchy of needs. Some critics term Herzbergs theory as vague, but considering todays business world where job context and content are major issues, the theory if practiced effectively can give good results because it is based on superb motivational ideas. Diagramatic representation of Herzberg two-factor theory (Taken from Web 2) Vrooms Expectancy Theory Vrooms expectancy theory argues that motivation is based on values and beliefs of individuals and examines motives through the perception of what a person believes will happen. It is based on the belief that employee effort will lead to performance and performance will lead to rewards (Vroom, 1964). The theory states that individuals can be motivated if they believe that there is a positive correlation between the efforts they put in and their performance and when that favourable performance leads to a reward. Consequently, the reward helps satisfy an important need and the desire to satisfy that need is strong enough to make the efforts worth wile. The theory states that the strength of an individuals motivation will depend on the extent to which they expect the results of their efforts to contribute towards their personal needs or goals and posits that motivation is a result of a rational calculation(Vroom, 1964) The calculation is based on peoples beliefs (pointed above) about the probability that effort will lead to performance (expectancy), multiplied by the probability that performance will lead to reward (instrumentality), multiplied by the perceived value of the reward (valence) (Source) Vroom argues that the equation Motivation = Expectancy * Instrumentality * Valence can be used to predict whether a particular reward will motivate an individual or not. Vrooms theory can apply to any apply to any situation where someone does something because they expect a certain outcome. The theory is about the associations people make towards expected outcomes and the contribution they feel they can make towards those outcomes (Bowen,1991) Critics have applauded the basics of Vrooms theory but questions have been raised about the validity over the motivation equation as a product of expectancy, instrumentality and valence. Porter-Lawler Expectancy theory Porter-Lawlers theory is much on the same lines as Vrooms and suggests that levels of motivation are based more on the value that individuals place on the reward.  Actual performance in a job is primarily determined by the effort spent and is also affected by the persons ability to do the job and his perception of what the required task is. The theory states that performance is the responsible factor that leads to intrinsic as well as extrinsic rewards and these rewards, along with the equity of individual leads to satisfaction. Hence, satisfaction of the individual depends upon the fairness of the reward (Bowen 1991) Porter and Lawler point out that perceived inequality in this model plays a pivotal role in job satisfaction. The perception of equal or unequal reward may cause dissatisfaction which means that organizations have to continuously keep evaluating their reward system. The theory along with equity theory demonstrates the importance of avoiding discriminatory practices in the workplace and states that it is imperative for employees to give equal treatment to employees on the job. Elton Mayo with his behavioural experiments known as Hawthorne Experiments was among the first few to analyse the human aspects of motivation He conclusions were that motivation was a very complex subject and was not only about pay, work condition and morale but also about psychological and social factors. He concluded that the need for recognition and a sense of belonging were very important motivational factors. Reinforcement based approach to motivation Reinforcement was propounded by Skinner and this theory is based on motivation approaches are in some way similar to expectancy theory as both consider the process by which an individual chooses behaviour in a particular situation. It emphasises re-designing the external environment by making positive changes to encourage motivation. Skinner states that work environment should be made suitable to the individuals and that punishments actually leads to frustration and de-motivation. This approach explains the role of rewards in greater detail as they cause the behaviour to change or remain the same. Expectancy theory focuses more on behaviour choices, and reinforcement theory focuses more on the consequences of those choices (Skinner, 1953) Other theories of behavioral motivation are Adams theory of Equity and Douglas McGregors Theory X and Theory Y. Most of the behavioural theories seem to borrow a little from each other. Maslows theory concentrates on basic human needs, Herzbergs two factor theory brings out the distinction between motivation-demotivation. Because of its quantitative nature, Vrooms theory, is more suited to managers trying to gauge the effect of decisions on employees. Maslow describes which outcomes people are motivated by and Vroom describes whether they will act based upon their experience and expectations. (Harpaz,2004) Maslows theory can be too simple and rigid for todays environment. Porter-Lawler model brings out the perceived inequality and brings out the demerits of discriminatory practices which may be more suitable for more diversified workforce. All behavioral theories have their own significance and its up to the management to decide which theory to apply. Application of motivational theories is purely contextual and specific to a particular workforce. Workplace might merge two theories and apply s ome of the features of each. Because of its contextual nature, none of the theories are generic and better than the other. Comparison of Scientific and Behaviour approach There is an underlying difference between the two approaches to motivation. Scientific approach assumes that work is inherently unpleasant to most people and the financial incentive is more important to them than other factors such as nature of job, role profile, work environment etc. While the behavioural approach to management emphasises the role of social processes in organisations and stresses on belongingness and the need to feel useful. It emphasises that these human needs motivate employees more than money. According to this view, people want to contribute to organisational effectiveness and want to make a genuine contribution towards its success. Scientific management is an effective technique for a capitalist system and a money economy where the companys sole objective is the improvement of efficiency and profitability. (Higgins, 2004). In todays workplace environment, where companys success is judged by various qualitative parameters and where employee motivation forms a si gnificant input to organisations success, human approach to management is more suited. Conclusions Motivation remains a challenge for organizations today. With the changing environment, the solution to motivation problems are becoming even more complex. This is due, in part, to the fact that what motivates employees changes constantly (Bowen Radhakrishna, 2001) Managers need to understand what motivates employees within the context of the roles they perform and understand the process, theories, and fundamental components of motivation. Regardless of which theory is followed, interesting work and employee pay are important links to higher motivation. Options such as job enlargement, job enrichment, promotions, monetary and non-monetary compensation should be considered. Research done by (Higgins, 2004) has come out with ten most motivating factors which are: interesting work, good wages, full appreciation of work done, job security, good working conditions, promotions and growth in the organization, feeling of being in on things, personal loyalty to employees, tactful discipline, and sympathetic help with personal problems. The key to motivating employees is to know what motivates them and designing a motivation program based on those needs. ReferencesBooks and Journal Adams, J. S. (1965). Inequity in social exchange. In L. Berkowitz (ed.), Advances in experimental social psychology. New York: Academic Press. Bedeian, A. G. (2003). Management (3rd ed.). New York: Dryden Press. Bowen, B. E., Radhakrishna, R. B. (1991). Job satisfaction of agricultural education faculty: A constant phenomena. Journal of Agricultural Education, 32 (2). 16-22. Buford, J. A., Jr., Bedeian, A. G., Lindner, J. R. (2005). Management in Extension (3rd ed.). Columbus, Ohio: Ohio State University Extension. Buford, J. A., Jr. (2000). Extension management in the information age. Journal of Extension, 28 (1). Dickson, W. J. (1973). Hawthorne experiments. In C. Heyel (ed.), The encyclopedia of management, 2nd ed. (pp. 298-302). New York: Van Nostrand Reinhold. Harpaz, I. (2004). The importance of work goals: an international perspective. Journal of International Business Studies, 21. 75-93. Herzberg, F., Mausner, B., Snyderman, B. B. (1959). The motivation to work. New York: John Wiley Sons. Higgins, J. M. (2004). The management challenge (2nd ed.). New York: Macmillan. Kovach, K. A. (1997). What motivates employees? Workers and supervisors give different answers. Business Horizons, 30. 58-65. Kreitner, R. (2005). Management (6th ed.). Boston: Houghton Mifflin Company. Maslow, A. H. (1943). A theory of human motivation. Psychological Review, July 1943. 370-396. Skinner, B. F. (1953). Science and Human Behavior. New York: Free Press. Smith, G. P. (1994). Motivation. In W. Tracey (ed.), Human resources management and development handbook (2nd ed.). Terpstra, D. E. (2005). Theories of motivation: borrowing the best. Personnel Journal, 58. 376.Vroom, V. H. (1964). Work and motivation. New York: Wiley . Web sites (Web 1) Motivation theorists and their theories (online) (cited 15 December) Available from http://www.accel-team.com/motivation/theory_01.html(Web 2) Motivation (online) (cited 16 December) Available from URL http://choo.fis.utoronto.ca/FIS/Courses/LIS1230/LIS1230sharma/motive1.htm

College Fraternities and Sororities - The High Cost of Social Acceptanc

College Fraternities and Sororities - The High Cost of Social Acceptance College students who choose to join fraternities or sororities do so because of their need for social acceptance. I am personally against fraternities and sororities. I feel that it is money spent for the purpose of â€Å"buying† friends. There are many ways to meet interesting people other than devoting all of your time and money to a club in order to do so. Perhaps the people who join these groups have low self-esteem, social anxiety, or feel that the best way to make friends in college is to pay for them. I find this issue to be interesting because there are many Greek organizations on campus that are constantly advertising and promoting themselves. Non-members have a tendency to either be annoyed or amused with this behavior. To support my thesis I have conducted surveys, interviews and experiments. Because Greek clubs are all over campus, I knew that my surveys and interviews would receive honest responses as to why people join or don’t join. I asked more in depth questions, such as the person’s opinion about the issue. I was pleased with my responses. I conducted an experiment in my apartment as the third step in my research. I threw a party and passed out Mardi Gras beads to most of the people who attended. I was not partial to any gender. Both men and women received beads. My plan was to observe how much social acceptance affects the way people interact with one another. If my hypothesis were correct, people who did not wear beads would either feel left out and group together, or attempt to mingle with the bead wearers and get rejected. But first, the surveys I conducted were regarding why men and women in coll... ...t your community through fund-raisers all sound like good reasons to join. But buying your way into a club is not going to teach you important skills that you will need to know after schooling. Your â€Å"brothers† or â€Å"sisters† are not going to be with you after graduation, so again you will need to start over in making new friends. And after college there is a very limited amount of organizations where this â€Å"brotherhood† or â€Å"sisterhood† can be found. Social acceptance is wanted everywhere. No one wants to be left empty-handed and unwanted. Although people go about getting this acceptance in different ways, people who choose to join a fraternity or sorority are lacking something in their life, whether it is self-esteem or genuine friendships. They have a need to be a part of a group, even if they may need to change their ways and conform to the organizations demands.

Dehumanization in Death of a Salesman Essay -- Death Salesman essays

Dehumanization in Death of a Salesman      Ã‚   Alienation and loneliness are two of the frequently explored themes in Arthur Miller’s Death of a Salesman.   Yet they can also cause other effects which are just as harmful, if not more so.   In Death of a Salesman, two of these other results are dehumanization and a loss of individual freedom.   This is a very complex web of emotions, but as Miller said, â€Å"Death of a Salesman is not, of course, in the realistic tradition, having broken out into quite a new synthesis of psychological and social dimensions† (Eight vii).   It did indeed â€Å"break out† in the modernist direction.   It is a wonderful example of the way modernist writers expressed their beliefs.   They believed that the industrialization of society caused people to lose their individuality.   Willy’s seniority at his advertising firm means very little in the larger scheme of things.   He is just one of the many workers.   He begins to wear out and be of little use.   Therefore, he is discarded and presumably replaced with someone who will do the job more efficiently.   He is not treated as a human being but as a part of a larger mechanism, a larger machine.   This crushes what little self-esteem he has left.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   This mechanized society can also lead to a loss of individual freedom.   In order to survive, one must be a part of the competitiveness.   This may mean giving up having the freedom to choose a pleasing occupation.   Biff wants to find his own way and do what he wants; he is looked down upon because of his wish.   Happy, his brother, wants to be financially successful.   He knows that in order to do that, he needs to join the work force and persevere where his father failed.   In this society, one can either do what he ch... ...g the Loman family, Miller relates the larger, all encompassing themes of the modernists to a common American family.   Miller relates them, specifically Willy Loman, to society as a whole and to the smaller societal unit of the family.   He then goes on to show the psychological responses to and results of societal conditions.   Specifically, he demonstrates that interaction with modern society without some understanding of what is occurring can lead to alienation and loneliness.   These, in turn, can lead to dehumanization and a loss of freedom for the individual.    Works Cited Baym, Franklin, Gottesman, Holland, et al., eds.   The Norton Anthology of American Literature.   4th ed.   New York: Norton, 1994. Florio, Thomas A., ed. â€Å"Miller’s Tales.† The New Yorker.   70 (1994): 35-36. ---.   Eight Plays.   New York:   Nelson Doubleday, 1981.         

Energy Inc

There is no Present obligation because there is no obligating event either for the costs of fitting smoke filters or for fines under the legislation. Therefore, according to IAS 37 and ASC 450, FuelSource Co. should not recognize a provision as f December 31, 2011 neither in reporting to its U. K. parent under IFRSs nor in reporting to its U. S. -based lender in accordance with U. S. GAAP. Question A Any of four scenarios of the cases is not changed by the removal of ‘probable outflows' criteria 2, which requires a probable future outflow of economic benefits resulting from the liabilities.In the first and the second scenarios, the entity should recognize a provision as of the balance sheet date in reporting to its U. K. parent, while not recognize in the third and the fourth scenarios. Question B In my opinion, often criteria 1 and criteria 2 serve the same purpose. They both serve to prevent recognizing a liability if it is not probable. Thus, the removal of criteria 2 would makes IAS 37 more consistent with ASC 450 of U. S. GAAP. With this revision, there would be more enhanced comparability between those two standards.ASC 450-20-25-1 When a loss contingency exists, the likelihood that the future event or events will confirm the loss or impairment of an asset or the incurrence of a liability can range from probable to remote. As indicated in the definition of contingency, the term loss is used for convenience to include many charges against ncome that are commonly referred to as expenses and others that are commonly referred to as losses. The Contingencies Topic uses the terms probable, reasonably possible, and remote to identity three areas within that range.ASC 450-20-25-2 An estimated loss from a loss contingency shall be accrued by a charge to income if both of the following conditions are met: (a) Information available before the financial statements are issued or are available to be issued (as discussed in Section 855-10-25) indicates that it is probable that an asset had been impaired or a liability had been incurred at the date of the financial tatements. Date of the financial statements means the end of the most recent accounting period for which financial statements are being presented.It is implicit in this condition that it must be probable that one or more future events will occur confirming the fact of the loss. (b) The amount of loss can be reasonably estimated. The purpose of those conditions is to require accrual of losses when they are reasonably estimable and relate to the current or a prior period. Paragraphs 450-20-55-1 through 55-17 and Examples 1-2 (see paragraphs 450-20-55-18 through 5-35) illustrate the application of the conditions. As discussed in paragraph 450-20-50-5, disclosure is preferable to accrual when a reasonable estimate of loss cannot be made.Further, even losses that are reasonably estimable shall not be accrued if it is not probable that an asset has been impaired or a liability has been i ncurred at the date of an entity's financial statements because those losses relate to a future period rather than the current or a prior period. Attribution of a loss to events or activities of the current or prior periods is an element of asset impairment r liability incurrence. ASC 450-20-50-5 Disclosure is preferable to accrual when a reasonable estimate of loss cannot be made.For example, disclosure shall be made of any loss contingency that meets the condition in paragraph 450-20-25-2(a) but that is not accrued because the amount of loss cannot be reasonably estimated (the condition in paragraph 450-20-25-2[b]). Disclosure also shall be made of some loss contingencies that do not meet the condition in paragraph 450-20-25-2(a)†namely, those contingencies for which there is a reasonable possibility that a loss may have been incurred even hough information may not indicate that it is probable that an asset had been impaired or a liability had been incurred at the date of th e financial statements.IAS 37-14 A provision shall be recognized when: (a) an entity has a present obligation (legal or constructive) as a result of a past event; (b) it is probable that an outflow of resources embodying economic benefits will be required to settle the obligation; and (c) a reliable estimate can be made of the amount ot the obligation. It t recognized. nese cond itions are not met, no provision shall IAS 37-17 A past event that leads toa present obligation is called an obligating vent. For an event to be an obligating event, it is necessary that the entity has no realistic alternative to settling the obligation created by the event.This is the case only: (a) where the settlement of the obligation can be enforced by law; or (b) in the case of a constructive obligation, where the event (which may be an action of the entity) creates valid expectations in other parties that the entity will discharge the obligation. IAS 37-23 For a liability to qualify for recognition th ere must be not only a present obligation but also the probability of an outflow of resources embodying economic enefits to settle that obligation.For the purpose of this Standard,l an outflow of resources or other event is regarded as probable if the event is more likely than not to occur, ie the probability that the event will occur is greater than the probability that it will not. Where it is not probable that a present obligation exists, an entity discloses a contingent liability, unless the possibility of an outflow of resources embodying economic benefits is remote. IAS 37-36 The amount recognized as a provision shall be the best estimate of the expenditure required to settle the present obligation at the end of the reporting period.