What is a homesteader essays

What is a homesteader essays What is a homesteader? Well, a homesteader was a person like you or me. They were not cowboys like many people say. Homesteaders left their homes for a specific reason. These reasons are looked at on page 3. But no matter what their reason, the main thing is they were leaving their homes. They went on a very long and hard journey, and many did not make it to their destination. Homesteaders were people who left their homes. They were people like you or me, not cowboys like movies make them out to be. They could be bankers, farmers, or anyone else who wanted to leave their homes for the west. It didnt matter if they were rich or poor. Everyone had a reason to be on the wagon train heading for the West. Homesteaders left for many reasons. These could be personal or physical. It may be something like the person had a sick aunt in the west and they were going to live with her. Or a person may have went bankrupt and went to the west to seek a fortune. Many people left because the west had good farmlands. Or blacks left to escape the laws of the south. The next two pages describe two major reasons people left. One of the main reasons many homesteaders left was because of the Homestead Act. The Homestead Act said that the government would give away 160 acres of land away to people for free. The only catch was the people had to pay a small registration fee and live and work the land for about 5 years. Another reason was because of gold. Miners left their homes in the other parts of the US to go to the West. Many gold rushes were going on there. When the miners got there they set up boomtowns. Boomtowns were small towns that were built in 3-5 days so the miners had a place to stay. They consisted mainly of shacks and tents. Many boomtowns were abandoned soon after they were built. They were then called ghost towns. Some boomtowns stayed towns and are now major cities. Homesteaders did not take many things on their jo ...

Battle of Gazala in World War II

Battle of Gazala in World War II The Battle of Gazala was fought May 26 to June 21, 1942, during the Western Desert Campaign of World War II (1939-1945). Despite having been thrown back in late 1941, General Erwin Rommel began pushing east across Libya early the following year. Responding, Allied forces constructed a fortified line at Gazala which extended south from the Mediterranean coast. On May 26, Rommel opened operations against this position by attempting to flank it from the south with the goal of trapping Allied forces near the coast. In nearly a month of fighting, Rommel was able to shatter the Gazala line and send the Allies retreating back into Egypt. Background In the wake of Operation Crusader in late 1941, General Erwin Rommels German and Italian forces were compelled to retreat west to at El Agheila. Assuming a new position behind a strong line of fortifications, Rommels Panzer Army Afrika was not attacked by British forces under General Sir Claude Auchinleck and Major General Neil Ritchie. This was largely due to the British need to consolidate their gains and build a logistical network after an advance of over 500 miles. Largely pleased with the offensive, the two British commanders had succeeded in relieving the siege of Tobruk (Map). Major General Neil Ritchie (center) addressing other officers in North Africa, May 31, 1942. Public Domain As a result of the need to improve their supply lines, the British reduced their frontline troop strength in the area of El Agheila. Probing the Allied lines in January 1942, Rommel found little opposition and began a limited offensive east. Retaking Benghazi (January 28) and Timimi (February 3), he pushed on towards Tobruk. Rushing to consolidate their forces, the British formed a new line west of Tobruk and extending south from Gazala. Beginning at the coast, the Gazala line extended 50 miles south where it was anchored on the town of Bir Hakeim. To cover this line, Auchinleck and Ritchie deployed their troops in brigade-strength boxes which were linked by barbed wire and minefields. The bulk of the Allied troops were placed near the coast with progressively fewer as the line extended into the desert. The defense of Bir Hakeim was assigned to a brigade of the 1st Free French Division. As the spring progressed, both sides took time to resupply and refit. On the Allied side, this saw the arrival of new General Grant tanks which could match the German Panzer IV as well as improvements in coordination between the Desert Air Force and troops on the ground. Rommels Plan Assessing the situation, Rommel devised a plan for a sweeping flank attack around Bir Hakeim designed to destroy the British armor and cut off those divisions along the Gazala Line. To execute this offensive, he intended the Italian 132nd Armored Division Ariete to assault Bir Hakeim while the 21st and 15th Panzer Divisions swung around the Allied flank to attack their rear. This maneuver would be supported by the 90th Light Afrika Division Battle Group which was to move around the Allied flank to El Adem to block reinforcements from joining the battle. Fast Facts: Battle of Gazala Conflict: World War II (1939-1945)Dates: May 26-June 21, 1942Armies Commanders:AlliesGeneral Sir Claude AuchinleckMajor General Neil Ritchie175,000 men, 843 tanksAxisGeneral Erwin Rommel80,000 men, 560 tanksCasualties:Allies: approx. 98,000 men killed, wounded, and captured as well as around 540 tanksAxis: approx. 32,000 casualties and 114 tanks Fighting Begins To complete the attack, elements of the Italian XX Motorized Corps and 101st Motorized Division Trieste were to clear a path through the minefields north of Bir Hakeim and near the Sidi Muftah box to supply the armored advance. To hold Allied troops in place, the Italian X and XXI Corps would assault the Gazala Line near the coast. At 2:00 PM on May 26, these formations moved forward. That night, Rommel personally led his mobile forces as they began the flanking maneuver. Almost immediately the plan began to unravel as the French mounted a vigorous defense of Bir Hakeim, repelling the Italians (Map). A short distance to the southeast, Rommels forces were held up for several hours by the 7th Armoured Divisions 3rd Indian Motor Brigade. Though they were forced to withdraw, they inflicted heavy losses on the attackers. By midday on the 27th, the momentum of Rommels attack was faltering as British armor entered the battle and Bir Hakeim held out. Only the 90th Light had clear success, over-running the 7th Armoured Divisions advance headquarters and reaching the El Adem area. As fighting raged over the next several days, Rommels forces became trapped in an area known as The Cauldron (Map). Turning the Tide This area saw his men trapped by Bir Hakeim to the south, Tobruk to the north, and the minefields of the original Allied line to the west. Under constant assault by Allied armor from the north and east, Rommels supply situation was reaching critical levels and he began to contemplate surrender. These thoughts were erased when early on May 29 supply trucks, supported by the Italian Trieste and Ariete Divisions, breached the minefields north Bir Hakeim. Able to re-supply, Rommel attacked west on May 30 to link up with the Italian X Corps. Destroying the Sidi Muftah box, he was able to split the Allied front in two. On June 1, Rommel dispatched the 90th Light and Trieste divisions to reduce Bir Hakeim, but their efforts were repulsed. At the British headquarters, Auchinleck, fueled by overly-optimistic intelligence assessments, pushed Ritchie to counterattack along the coast to reach Timimi. Rather than oblige his superior, Ritchie instead focused on covering Tobruk and reinforcing the box around El Adem. On June 5 a counterattack did move forward, but Eighth Army made no progress. That afternoon, Rommel decided to attack east towards Bir el Hatmat and north against the Knightsbridge Box. Italian Ariete Division tanks at the Battle of Gazala, June 10, 1942. Public Domain The former succeeded in overrunning the tactical headquarters of two British divisions leading to a breakdown of command and control in the area. As a result, several units were severely beaten through the afternoon and on June 6. Continuing to build strength in the Cauldron, Rommel conducted several attacks on Bir Hakeim between June 6 and 8, significantly reducing the French perimeter. By June 10 their defenses had been shattered and Ritchie ordered them to evacuate. In a series of attacks around the Knightsbridge and El Adem boxes on June 11-13, Rommels forces dealt the British armor a severe defeat. After abandoning Knightsbridge on the evening of the 13, Ritchie was authorized to retreat from the Gazala Line the next day. With Allied forces holding the El Adem area, the 1st South African Division was able to retreat along the coast road intact, though the 50th (Northumbrian) Division was forced to attack south into the desert before turning east to reach friendly lines. The boxes at El Adem and Sidi Rezegh were evacuated on June 17 and the garrison at Tobruk was left to defend itself. Though ordered to hold a line west of Tobruk at Acroma, this proved unfeasible and Ritchie began a long retreat back to Mersa Matruh in Egypt. Though Allied leaders expected Tobruk to be able to hold out for two or three months on existing supplies, it was surrendered on June 21. Captured Allied soldiers march out of Tobruk, June 1942. Bundesarchiv, Bild 101I-785-0294-32A / Tannenberg / CC-BY-SA 3.0 Aftermath The Battle of Gazala cost the Allies around 98,000 men killed, wounded, and captured as well as around 540 tanks. Axis losses were approximately 32,000 casualties and 114 tanks. For his victory and the capture of Tobruk, Rommel was promoted to field marshal by Hitler. Assessing the position at Mersa Matruh, Auchinleck decided to abandon it in favor of a stronger one at El Alamein. Rommel assaulted this position in July but made no progress. A final effort was made the Battle of Alam Halfa in late August with no results.

Stock Simulation Report Essay Example | Topics and Well Written Essays - 500 words

Stock Simulation Report - Essay Example Marginal requirement directs a person regarding which items to trade with. This is the amount of capital needed to do the business. It is determined by the amount that the person intending to engage in business has at his disposal. Some business requires huge capital to start, and when capital is inadequate, it would force you to try another one or stay out of it completely (Giles & Mark 34). Returns from the business also explain why businessmen would enter to it. Each day, there are wants that need a man attention. This is achieved through buying what is needed, and the means of exchange must be available. Through trading, individuals aspire to gain more returns than investments so as to keep their business up and running, maintaining their business in the process. Venturing to new market also explains why people would enter business. With stiff competition in many fields, there is need to try grounds which is not common to many. Stock exchange trade is among them and few who understand how it is done mainly benefits from its return (Giles & Mark 40). Improving the persons and states economy also justifies why enter this field. The performance of a country economy is based on its currency, thereby by entering to the market; people will significantly improve their living standards (Giles & Mark 23). There are a number of factors that affects prices paid for commodities in the market. Security stock exchange market has a control panel which determines at any given time what should be paid for certain products. People have no control over this as they only have to wait for price to favor them before buying or selling their assets in stock exchange ( Siddiqui 40). Loans due from debtors affect what will be paid for available assets in stock exchange markets. When individuals take loan and take long time to pay back, they reduces funds available in stock exchange, this prompt the need to take measure like increasing the prices of currency to help fill the

Chekhov's Attitude to Romantic Love Essay Example | Topics and Well Written Essays - 250 words

Chekhov's Attitude to Romantic Love - Essay Example Conversely, Dimitry’s â€Å"an absence of emotional involvement† is short-lived due to Anna’s â€Å"unquestioning love†, which gave him the confidence to dispel his â€Å"egocentricity† (Llewellyn 884). Yes. This is evident in the account’s unfolding circumstances whereby at the onset of the illicit affair, they seem much engraved into the humanity’s nature. For instance, Dimitry’s â€Å"an absence of emotional involvement† which slowly changes due to Anna’s â€Å"unquestioning† affection towards him (Llewellyn 883). Besides, Anna’s unique character and love towards Dimitry utterly changes his long held perception towards the female gender (Llewellyn 884). Love has the power to conquer diverse and numerous circumstances due to its unique force. For instance, Dimitry’s affair with Anna changes his perception regarding normal life’s material wealth and his associates, which he thought they were of considerable essence before their encounter (Llewellyn 884). The text also contends love is a â€Å"force for good† whereby those who embrace or employ it as necessitated alter their varied circumstances, which may seem t o challenge them (Llewellyn

Organizational Culture Essay Example for Free

Organizational Culture Essay This essay/assignment is a solution paper on Organizational Culture. It reviews the Hofstede Model and Schein Model as well as tries to understand the the dynamics which influences the occupational cultures. This is a sample paper. The definition of culture remains quite ambiguous with researchers assessing it utilising different methodologies. The common understanding of culture is a way of doing things, or the norm by which a society organizes its tasks. However, the terminology tends to be classified more distinctly when looked upon in the aspect of organizations and their systems of performing actions. Two of the most prominent researchers on this aspect of organizational behaviour are Geert Hofstede and Edgar Schein. Each has presented the concept of organizational culture using a paradigm based on the values and thinking exhibited by the workers of an organization, but has assessed different levels of adaptation and integration that bind this aspect of culture. According to Hofstede, ‘culture is the collective programming of the human mind that distinguishes the members of one group from another. Culture in this sense is a system of collectively held values’. On the other hand, Schein has taken a slightly different approach and states ‘culture is the deeper level of basic assumptions and beliefs that are shared by members of an organization that operate unconsciously and define in a basic â€Å"taken for granted† fashion an organization’s view of its self and its environment’. The common notion among researchers is that every organization exhibits certain values and norms in the business environment and a company will likely end up portraying two things; organizational culture and corporate culture. The former is based on what the company ‘is’, while the latter principle is an embodiment of the vision and character of the company, making up what a company ‘has’. Both Schein and Hofstede showed similarities in their presentation of the concept of organizational culture by applying a focus on the mental assumptions that shape the ideology of culture and give rise to the norms and values that end up being regarded as the primary character of an organization. However, the anthropological approach adopted by them towards organizational culture varied greatly. Hofstede favoured the ‘etic’ or dimensional approach, where the description of behaviour is very neutral and can be applied to various cultures. A key reasoning for this is the linkage he presented between the national culture  prevalent in the business environment that an organization operates in, and its resulting effects on the shaping of the norms that are applied by the organization itself. On the other hand, Schein looked upon organizational behaviour with an ‘emic’ approach, describing the dimensions that affected companies by viewing it from the aspect of a person within the culture. Hofstede undertook an extensive research process within IBM, to understand the behaviour it and its employees exhibited across the many offices it had in the world. His ideology was that organizational behaviour was greatly influenced by national and regional cultural groupings. The conclusion from the research conducted allowed Hofstede to present five characteristics of culture that he believed were exhibited by organizations in one way or form across the world. These included power distance, uncertainty avoidance, masculinity vs. femininity, long vs. short term orientation, and individualism vs. collectivism. Schein’s organizational model looked at culture from the standpoint of an observer and presented three levels to describe the complex workings involved in a company. At the first level were the observable artefacts, pointing to those attributes which could be seen, heard or felt by the observer. The second level was the exposed values, which referred to the professed culture of the organization by its members. At the third level lie tacit assumptions, which are made up of the unseen elements of culture of an organization that become the unspoken rules of the company. While Hofstede’s model of organization culture relies on the tried and tested ideology of cultural theorists by underlying the determination of culture in an organization from core values and assumptions of a given national culture, Schein’s model brings about more functionality to the subject area by delving into a deeper understanding of the factors that influenced the exhibited culture in the organization. Hofstede’s IBM study developed linkages between personality and culture, by relating to individuals as components of societies, and organizations a resultant of both. Schein presented the notion of learning as a part of the organizational culture, and one of the building blocks that courted different operators in its assimilation and establishment. In both models, the common factor remains the individuals who form the organization, and in many ways are responsible for providing the behavioural traits to the company in order to portray a sense of belonging. The divergence in its  initiation relates to the variance held by Hofstede and Schein, with the former attributing the national culture being the driving force, while the latter focuses on the various actors who play a role in the creation of the organizational entity as the contributors to the culture of that establishment. While personality will play a part in the integration between the original and acquired culture, the need for understanding the dynamics which influence the occupational cultures is important in order to become aware of the human factor and its role in the process. References Hofstede, G. McCrae, R. (2004) ‘Personality and Culture Revisited: Linking Traits and Dimensions of Culture’, Cross-Cultural Research, Volume 38, No. 1, pp. 52 – 88 Schein, E. (1996) ‘Culture: The Missing Concept in Organization Studies’, Administrative Science Quarterly, Volume 41, Issue 2, pp. 229 – 240

Essay --

Recently, the topic of oil consumption and production has been thrust onto the world stage. As demand for oil increases internationally, the role of major producers will change dramatically. As a representative of Saudi Arabia, I will offer my position on these topics, and I will represent the views of my nation as clearly as possible. The first topic I’d like to address is OPEC’s control on global oil production, supply, and pricing. Right now, OPEC member nations control nearly 81% of crude oil reserves, compared to 19% of non-OPEC member nations (EIA.gov). Because we control such a large percentage of the total amount oil reserves in the world, we can effectively control prices through production. If we decrease production, prices rise, and if we increase production, prices fall. As a representative of both Saudi Arabia and OPEC as a whole, I believe that our control over world oil production and supply is both justified and correct. My country in particular controls nearly 1/5 of total world oil reserves, and acts as the largest exporter and producer of petroleum (EIA.gov). Therefore, we should have a significant amount of control over world oil prices, because we control such a large percentage of world oil reserves. We should be able to essentially control international oil prices, and cut off supply to any country we see fit. On the topic of our cooperation with OPEC, the current member nations need to reorganize and reassess our goals. Although we have set oil production allocations for each nation to ensure price stability and adequate supply, nations like Iran and Iraq have skewed production due to their unstable oil output and refusal to adhere to production quotas. In terms of my country’s position on non-OPEC produ... ...my, because OPEC has such a large influence on world oil supplies. Therefore, although Iraq and Iran have, in the past, taken action contrary to OPEC policy, we have to continue cooperating with them. These points of opposition against my country, although they may be justified, do not take into account Saudi Arabia’s political and economic situation. Because of this, they are short-sighted and unreasonable. At this conference, we hope to resolve outstanding foreign relations issues with countries around the world to both ensure continued oil exports and stable oil prices. We will not, however, make any concessions in terms of oil production and greenhouse gas emission, as any decrease in production would stunt our economy growth. Hopefully, we will be able to achieve our goals of mending foreign relations issues while sustaining our control over world oil prices.

Case 12-05

MEMO: LabCo must determine if their accounting policy for the revenue treatment of its construction contracts is reasonable, if it is appropriate for LabCo to change its method of accounting for the Halibut contract from the percentage-of-completion method to the completed-contract method and how the change should be treated on the basis of the guidance provided within ASC 250, and how LabCo’s accounting policy and accounting for the Halibut contract may change under IFRS if adopted in the coming year.This memorandum will provide support for how the overall conclusion, based on the issues above, was reached. Facts Accounting Policy for Revenue Treatment LabCo is a large construction contracting firm, and negotiates all of its contracts with its customers on either a fixed-price or cost-plus basis. LabCo has developed an accounting policy for revenue recognition related to its customized construction contracts, as follows: â€Å"The Company performs under a variety of contract s, some of which provide for reimbursement of cost plus fees, and others that are fixed-price-type contracts.Revenues and fees on these contracts are primarily recognized on a contract-by-contract basis using the percentage-of-completion method of accounting, which is most often based on contract costs incurred to date compared with total estimated costs at completion (cost-to-cost method). † â€Å"The completed-contract method of accounting is used in instances in which reliably dependable estimates of the total costs to be incurred under a specific contract cannot be made. † Change in Method of Accounting for Revenue TreatmentLabCo has entered into a contract with Halibut to build a six-axis laser cutting machine. The contract entered into was for a fixed-price and requires detailed and involved performance specifications. Even though this was a unique arrangement that required a great deal of customer specification, LabCo believed that with its extensive experience p erforming under similar contracts, including previous contract with Halibut, the percentage-of-completion method of accounting for this contract was appropriate.After LabCo began experiencing significant difficulties in the design and manufacture of the six-axis laser cutting machine, (including design revisions, certain engineering costs needing to be outsourced, and the cost of steel used in the production of the frame of the machine rising unexpectedly) they determined that their estimate of the overall cost to complete the contract needed to be revised. LabCo expected that the overall project would incur total costs that would be in excess of the total fixed-fee contract price negotiated with Halibut.As a result, management updated its estimates used in percentage-of-completion accounting to reflect both the cost overruns incurred as well as the cost overruns expected to be incurred, and also recorded a provision for the entire loss on the contract in the period in which it beca me aware that the contract costs would exceed the total contract value. After six-months, LabCo delivered the six-axis laser cutting machine to Halibut. Yet, when final test were ran using the six-axis, the machine failed to perform up to Halibut’s specifications as defined in the contract.LabCo then had to redesign, fix, and remedy the various issues with the machine. Upon notification of these continued problems, LabCo’s CAO determined that total estimates of the contract costs to be incurred for the Halibut contract were no longer able to be reliably determined. Therefore, the use of the percentage-of-completion method of accounting was deemed no longer an appropriate method of revenue recognition for this particular contract.As a result, the determination was made that LabCo would switch to a completed-contract method of revenue recognition for the duration of its contract with Halibut. Analysis Percentage-of-Completion Method Based upon review of ASC 605-35-25-56, the use of the percentage-of-completion method depends on the ability to make reasonably dependable estimates, which, for purposes of this Subtopic, relates to estimates of the extent of progress toward completion, contract revenues, and contract costs.Furthermore, according to ASC 605-35-25-57, the percentage-of-completion method is considered preferable as an accounting policy in circumstances in which reasonably dependable estimates can be made and in which all the following conditions exist: a. Contracts executed by the parties normally include provisions that clearly specify the enforceable rights regarding goods or services to be provided and received by the parties, the consideration to be exchanged, and the manner and terms of settlement. . The buyer can be expected to satisfy all obligations under the contract. c. The contractor can be expected to perform all contractual obligations. ASC 605-35-25-61 states, an entity using the percentage-of-completion method as its basic accounting policy shall use the completed-contract method for a single contract or a group of contracts for which reasonably dependable estimates cannot be made or for which inherent hazards make estimates doubtful. Completed-Contract MethodBased on review of ASC 605-35-25-90, when lack of dependable estimates or inherent hazards cause forecasts to be doubtful, the completed-contract method is preferable. Inherent hazards relate to contract conditions or external factors that raise questions about contract estimates and about the ability of either the contractor or the customer to perform all obligations under the contract. Inherent hazards that may cause contract estimates to be doubtful usually differ from inherent business risks.Business entities engaged in contracting, like all business entities, are exposed to numerous business risks that vary from contract to contract. The reliability of the estimating process in contract accounting does not depend on the absence of such risks . Assessing business risks is a function of users of financial statements. According to ASC 630-35-25-97, Circumstances to be considered in determining when a project is substantially completed include, for example, delivery of the product, acceptance by the customer, departure from the site, and compliance with performance specifications.Changes to and from Percentage-of-Completion and Completed-Contract Methods Based on review of ASC 605-35-25-94, the completed-contract method is preferable in circumstances in which estimates cannot meet the criteria for reasonable dependability discussed in paragraph 605-35-25-57 or in which there are inherent hazards of the nature of those discussed in paragraphs 605-35-25-65 through 25-66.An entity using the percentage-of-completion method as its basic accounting policy shall depart from that policy and use the completed-contract method for a single contract or a group of contracts only in the circumstances described in paragraph 605-35-25-61. In addition, 605-35-25-95 states, an entity using the completed-contract method as its basic accounting policy shall depart from that policy for a single contract or a group of contracts not having the features described in paragraphs 605-35-25-92 through 25-93 and use the percentage-of-completion method on one of the bases described in paragraphs 605-35-25-60 through 25-61.Accounting Changes and Error Corrections According to ASC 980-250-55-3, if a regulated entity changes accounting methods and the change does not affect costs that are allowable for rate-making purposes, the regulated entity would apply the change in the same manner as would an unregulated entity. If a regulated entity changes accounting methods and the change affects allowable costs for rate-making purposes, the change generally would be implemented in the way that it is implemented for regulatory purposes.A change in the method of accounting for research and development costs, either from a policy of capitalizat ion and amortization to one of charging those costs to expense as incurred or vice versa, is an example of that type of change. Adopting IFRS Based on review of IAS 18 – Revenue, the recognition of revenue by reference to the stage of completion of a transaction is often referred to as the percentage-of-completion method.Under this method, revenue is recognized in the accounting periods in which the services are rendered. The recognition of revenue on this basis provides useful information on the extent of service activity and performance during a period. When the outcome of the transaction involving the rendering of services cannot be estimated reliably, revenue shall be recognized only to the extent of the expenses recognized that are recoverable. Conclusion Accounting Policy for Revenue TreatmentBased on the facts presented and the analysis performed, LabCo’s accounting policy for the revenue treatment of its construction contracts appears reasonable. On the other h and, while it makes sense to use the percentage-of-completion method for contracts that can be reasonably estimated, the completed-contract method of accounting appears to be the â€Å"preferred† method, due to the specific criteria that must be met in order to qualify for such reasonableness under the percentage-of-completion method of accounting. Change in Method of Accounting for Revenue TreatmentBased on the facts provided and the analysis performed, it is appropriate for LabCo to change is method of accounting for the Halibut contract from the percentage-of-completion method to the completed contract method. According to the guidance (stated above), â€Å"An entity using the percentage-of-completion method as its basic accounting policy shall depart from that policy and use the completed-contract method for a single contract or a group of contracts only in the circumstances described in paragraph 605-35-25-61. The Halibut contract adheres to this policy, and because the re were unexpected issues that caused for the contract to no longer be reasonably estimated, they are correct in their reasoning for changing to the completed-contract method. On the basis of the guidance provided within ASC 250, Accounting Changes and Error Corrections (provided above), this change should be treated in one of two ways: (1) If a regulated entity’s change in accounting methods does not affect rate-making costs, the change would be applied in the same manner as an unregulated entity. 2) If a regulated entity’s change in accounting methods does affect rate-making costs, the change would be implemented based on regulatory purposes. Adopting IFRS If LabCo decides to adopt IFRS in the upcoming year, there will be a slight change in the Company’s accounting policy, as well as their accounting for the Halibut contract. The use of the percentage-of-completion method when contracts can be reasonably estimated will remain consistent with IFRS.However, when ever these costs cannot be reasonably estimated, instead of using the completed-contract method, IFRS states that revenue shall be recognized â€Å"only to the extent of the expenses recognized that are recoverable. † Therefore, the accounting for the Halibut contract will change under IFRS in the same way. In this instance, rather than switching from percentage-of-completion to the completed-contract method, LabCo’s contract change would consist of altering the percentage-of-completion method in order to adapt to the recognition of revenue as stated by IFRS in the paragraph above.