Qualifier Words in English

In English grammar, a  qualifier is a word or phrase  (such as very) that precedes an adjective or adverb, increasing or decreasing the quality signified by the word it modifies.   Here are some of the most common qualifiers in English (though a number of these words have other functions as well): very, quite, rather, somewhat, more, most, less, least, too, so, just, enough, indeed, still, almost, fairly, really, pretty, even, a bit, a little, a (whole) lot, a good deal, a great deal, kind of, sort of. Compare their usage with  intensifiers, which amplify what they modify and are adjectives or adverbs, and  degree adverbs, which can modify verbs and other modifiers. Some qualifiers have more limited usage contexts than others. In the third edition of English Grammar: A University Course, Angela Downing illustrates, using fairly:   Fairly  as a modifier indicates an almost large or reasonable degree of a quality (fairly accurate, fairly well-off). It can be used more easily with favourable and neutral adjectives than with strongly  unfavourable  ones, as with  fairly honest, fairly intelligent, fairly reasonable, but not  ?fairly dishonest, ?fairly foolish, ?fairly [sic] unreasonable: He seems to have a  fairly  good idea  of what he wants to do. (Routledge, 2014) Writing Advice An over-reliance on qualifiers is a sign of amateurish writing. To improve your writing, go through your text and find all the qualifiers. Take them out wherever you can. As needed, revise the sentences or sections relying heavily  on them to give more detail  and more specifics. Use better verbs in the sentences or description to show—rather than tell—whats going on. Then you wont even need the qualifiers, because the imagery or the argument will be painted much more thoroughly for the reader. Qualifiers have their place, Mignon Fogarty advises, but make sure theyre not just taking up space (Grammar Girl Presents the Ultimate Writing Guide for Students, 2011).   The famous writing book by William Strunk Jr. and E.B. White has more strict advice:   Avoid the use of  qualifiers.  Rather, very, little, pretty—these are the leeches that infest the pond of prose, sucking the blood of words. The constant use of the adjective  little  (except to indicate size) is particularly debilitating; we should all try to do a little better, we should all be very watchful of this rule, for it is a rather important one, and we are pretty sure to violate it now and then. (The Elements of Style, 3rd ed. Macmillan, 1979) Qualifiers vs. Adverbs Qualifiers seem to work like adverbs—and theyll even be in the dictionary listed as such—but they differ slightly from your basic adverb.  Thomas P. Klammer and Muriel R. Schulz explained:   Traditional grammarians usually classified qualifiers as adverbs of degree, and at first glance, judging on the basis of meaning and function, this seems reasonable. Degree adverbs—like  completely, absolutely, extremely,  and  excessively—can fit into the same position as the prototype, and they have similar meanings.However, qualifiers are not true adverbs; they fail to fulfill several of the criteria for adverbs....First, qualifiers do not modify verbs....Second, with one or two exceptions, like  really  and  fairly, qualifiers do not have adverb derivational  suffixes. Third, qualifiers cannot be made  comparative  or  superlative....And fourth, qualifiers do not  intensify. (Analyzing English Grammar. Allyn and Bacon, 1992)

Women And Employment Is Unfair - 1556 Words

In today’s society women have more access to doing the same thing as men such as working in higher positions. However, women are getting paid fifty five cents of every dollar that men make. The way society treat women with employment is unfair because as women we do the same work or sometimes twice as more. Even though time have change equality for the workplace only change by 6% of a 100% scale. We as individuals have so much work to do when it comes to improving our workplace not for just men but women too. Women in the early 1900s didn’t get a chance to broaden their horizon when it came to working because all they had knowledge of was to find a husband, be a housewife, and be a mother. In the 1920’s the time of the Great Depression where the economic crisis and period of low business activity began in October 1929 through the 1930’s.Around this time period women started to evolve and gain employment with the men but still not making as much as the men did. As time went on women began getting even more involved in the workforce throughout the 1920s and there was a growing appeal to work. Society was accepting women into average jobs, however, most assumed that women need to work feminine type of positions. These occupations were those such as secretary work or telephone operators. They were also highly underpaid at that time for the amount of work they were doing but equal payment laws wasn’t around yet. At this point in history women had become more educated,Show MoreRelatedThe Protection For Women s Employment And Health During Pregnancy Essay1683 Words   |  7 PagesIntroduction Pregnancy is an inherent quality directed solely to women, therefore it is much deserving of special protection. The dawn of democracy in 1994 brought with it a new era of labour rights. No longer may employers unfairly discriminate against workers on the basis of gender or sex. Unfair treatment or dismissal on this basis amounts to gender discrimination. Legal pressure is important to protect women’s employment and health during pregnancy. Among the complexities of gender equalityRead MoreSex, Religion, And Discrimination1132 Words   |  5 Pagesfull-time women employee earns 78 cents of every dollar a male earns, this ratio differs from one state to another and it varies from 91cents in DC to 66 cents in Louisiana(2) shows the un-uniformity among the state laws. Many people hide their gender identity in the workplace, to get recognized for their talents, because they are afraid that the gender bias may restrict their growth. In the screenshot below from Equal Employment O pportunity data analysis, it is clear that the presence of women in theRead MoreNegative Effects of Gender Discrimination at Workplaces in the USA1037 Words   |  5 Pagesemphasized as an acute and persistent problem. In the USA, this is predominantly due to that fact that women are demanding their rights at workplaces. 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Management in A Global Environment †Free Samples for Students

Question: Discuss about the Management in A Global Environment. Answer: Introduction The global business environment refers to the prevailing environment in various sovereign countries having factors that the home environment of organization does not have that influences the decision making process along with the use of resources. The global business environment can further be classified into that of internal and external environment. The external environment will be inclusive of the social, political, legal and cultural environment. Companies that are operating at the international arena should be able to understand social environment in relation to the host country where they are operating. There are a large number of MNC that are operating in different parts of the globe. Companies should acquaint themselves with the culture of the country where they are operating for providing the perfect output. This report will throw light on the issues that an expatriate manager may have to face and highlight the skills that that are cherished to perform an international role successfully. A multivariate approach will be followed to recruit an international manager who will be able to successfully carry out his role perfectly for the successful running of an organization. Issues that an expatriate manager may face An expatriate refers to an employee who is working provisionally and is living outside of his home country. Hofstedes work was published in the year 1980 and it argued that many theories related to management like that of Herzberr, Mausner, and Mc Gregor are invalid because the authors fall prey to cultural bias that would be manifested intrinsically in their cultural make up. According to Hofstede, national cultures differ mainly owing to four factors. They are avoidance of uncertainity, power distance, individualism and masculinity. (Block 2016).Understanding the differences of cultures is extremely important for organizations as it will be able to expand beyond the sphere of their own national boundary and will thus be able to win loyalty of customers who are residing across globe. Time is conceived differently in different cultures which relies on the history of the place. There are two time systems that prevail one is monochromic and the other one is polychromic. The cultures th at follow the monochromic framework think of time in a linear fashion and they give more focus on people as compared to that of information. The cultures that follow polychromic structure of time do not rely much on information and their schedules are flexible (Bcker et al. 2016). There are some cultures that put more importance on past traditions. Their plans will be in accordance with the past traditions of the company. There are companies that focus on the long term benefits. Companies that are future oriented give more importance to plans along with that of results. There are some cultures that accept inequality and as a result of this no effort is made to alter the current situation. There are cultures that give importance to equality that facilitates in maintaining effective relationship within an organisation (Comfort and Franklin 2014). In a free market, management gives more importance to competition. Some organisations give importance to competition in between the employee s which helps in making the employees more creative. More focus is laid on wealth and performance when competition within an organization is valued. Some companies have cultures where focus is laid on developing a measurable time framed action. In being cultures more importance is laid on vision of the company. The perception in relation to space varies in different cultures. There are things that are considered as private in one culture can be considered as public by another culture. There are some cultures where family issues are discussed in an open manner whereas in another culture privacy will be considered to be of supreme importance. The concept of context that is the surrounding circumstances within which communication occurs differs in different cultures. In a high context communication, information is provided in the coded form whereas in the context of low context information the greater part of the information is provided in explicit code (Dabic, Gonzlez-Loureiro and Har vey 2015). The organizational structure of business also differs in different cultures. The culture that gives importance to individualism lays stress on individual above that of the group. The individual is held to be more self-reliant and difference does not exist between that of in-group and that of out-group. Collectivism on the other hand lays more emphasis on shares values within the framework of a group. The interest of the group is given more importance as compared to that of the individual. Research conducted by Hofstede revealed that in the United States parents rear their children by teaching them about self-reliance and they were free to voice out their individual opinion. The Japanese, Chinese and Malaysians emphasize the group approach as compared to that of the individual (Delaney et al. 2017). Skills and abilities in successful international manager A different set of skill set is required today to thrive in the arena of international business. The business environment nowadays is volatile and complex. Knowledge about the technical know-how is essential but it is the garnering of soft skills that will mark the difference between that of survival and that of being successful in the domain of international business. It has been found that international managers possess cross-cultural communication skill, resilience, excellent abilities for networking, emotional intelligence, collaboration, adaptive thinking and the skills related to interpersonal influence (Deresky 2017). Respect, diplomacy, an open mind and research will be required to work in an international platform because an international business will have people coming from different cultural background. Having an in-depth knowledge about how workplace confrontation is interpreted in other cultures is crucial for maintaining effective relationship with the co-workers. List ening skill is an important aspect of maintaining effective communication in an organization. Successful networking skills will be able to open opportunity for the expansion of business (Fombrun, Ponzi and Newburry 2015). Taking part in networking events related to industry will help in meeting professionals who are like-minded. Ability of collaboration and working together is of high importance in the world of business. Humility is an essential trait in an ideal manager and one should allow other people to take lead. Confidence is required which would help in dealing with crisis. One should have the ability to influence other people and should be able to build respect. One should be assertive without engaging in aggressive acts (Guo, Rammal and Dowling 2016). An international manager has the ability to adapt quickly to a situation and adaptive thinkers will be able to prosper in an environment that is ever-changing. Having curiosity can help to a large extent in breeding adaptive t hinking. In situations when a swift response will be required adaptive thinking will help in taking an action that will be thoughtful rather than giving in to the dictates of others. Tactical skill is a highly enviable quality of professionals working in the international domain. Strong emotional intelligence is a critical skill that should be present in international managers. They would be able to react in a calm manner in case of a critical situation. Mental toughness is an essential trait in an ideal international manager (Jovcheska and Popovski 2015).Failure and setback is inevitable in the world of business hence resilience is an important quality in the international manager. It is necessary for achieving success and allows one to meet the challenges in relation to global business. It helps one in maintaining motivation and in overcoming risk. An international manager is a good negotiator and he should have strong negotiating skills that will help him in doing business across national boundaries (Kang and Shen 2017). An international manager should have an aura and charisma that will prove to be of great help in dealing with people. His attire, confidence level and interest in other people are crucial for his profession and it will help in influencing other people. A global business leader should respect affiliations related to other people. The identities of others should be respected to create the ideal environment at work. Multivariate analysis in recruiting international manager Multivariate analysis revolves round the observation and analysis of more than one variable at a time. It helps in performing studies across different dimensions. The goals of international assignment should be specified and the strategic value should be determined which should be on the basis of strategic objectives of the organization (Knocke et al. 2017). The international manager should be motivated and qualified so that can carry out his duty successfully. The candidate should have the competency so that he is able to successfully achieve his goal. He should be able to minimize the risk related to assignment failure and the costs related. The multivariate analysis should be done in such a manner that would maximise the benefit of the organization along with that of the candidate. The characteristics of a multinational company will be crucial in selecting the right employee. Due care should be taken to prepare the employees for the challenges that will arise when one takes up the new position. The expatriates should be provided with all kinds of help that will facilitate their adjustment in the new atmosphere and allow them to work in an efficient manner during the entire period of their contract. The difficulties in relation to performance appraisal will come from the conflict in between that of global and subsidiary objectives and volatility in relation to that of the international market (ODonohue, Hutchings and Hansen 2017). The variable levels in relation to the maturity of market will be another arena of contention. International managers have to face a lot of difficulty in adjusting to the new environment of another place and he should have the mental ability to cope with the challenges of a new place. The nature of technology will be different in a foreign country and the foreign manager should be adequately equipped to deal with this that may lead to frustration. Due care should be taken to understand his capability in the area of technology. He sh ould be equipped with technical, human and conceptual skills that will help him to handle the international portfolio successfully. A combination of training, on job exposure along with that of formal education will help him to carry out his duties in the right manner. Interpersonal skills are also a necessity in todays world and managers have to work with people so they should have the ability to communicate effectively. Cohesion, fairness and good will are contributory factors for the growth of an organization (Peltokorpi and Vaara 2014). Human skills will help the manager in communicating and motivating an employee so that productivity is increased within the organization. Analytical ability so that he is able to envision both parts and sum will add to the conceptual skill set of the manager. The conceptual skills of the manager will help him in solving problems in a calculated manner. The chaotic environment of business in todays world necessitates conceptual skills in the manag ers. An international manager should have the vision and he should have the ability to articulate that vision. Visionaries know how to handle changes and can draw new boundaries. They should have the ability to make other people feel that they are an integral part of the project (Rees and Smith 2017). Acculturation in expatriation and repatriation of international managers The last two decades have revealed that personnel administrators who are working in multinational companies have been troubled by a recurring problem that revolved round the premature returning of expatriate managers (Vijayakumar et al. 2016). The expatriate managers cannot adjust to the business environment of host culture and it proves to be costly for the management. The cost involved in recruiting an expatriate manager is immense and in case they cannot adjust themselves in the new position it proves to be extremely detrimental for the future of the company. The expatriate manager may choose to live in a place that is largely populated by people of his source country. They do not have to learn the language of their new place and they try to refrain from communicating with people of their new place that can pose to be a big problem. Thus expatriation may force other people to face the problem of linguistic assimilation and they feel out of place in the new environment. Emotional a ssimilation is another area in which the international manager may face problem (Silbiger et al. 2017). Their loyalties will be divided between the two cultures. Empirical evidence has suggested that cultural adjustment is extremely necessary for being successful in job as maladjustment will create psychological stress and it will have negative repercussion on his career. The personality trait of the immigrant will be able to determine whether he would be able to match to norms and practices of host country (Stahl et al. 2016). The research that is conducted should be inclusive of dynamics over a period of time because many individual who have lived and worked outside the confines of their home country often imbibe a global mindset and the acculturation framework becomes insufficient in such a case. Culture shock can result in anxiety that occurs when the individual loses all the familiar signs in relation to social intercourse. Culture shock results in stress, sense of loss, sense of becoming an outcast, confusion and evokes a sense of powerlessness. Cross cultural training can be of acute help to the expatriates (Story et al. 2014). The expatriates should create positive attitude that would help in dealing with emotions and learning language will prove to be a great boon in understanding host country. They should try to accept and adapt to foreign environment. The expatriates should be able to conceive of the people and customs as their own that will make their experience enjoyable (Vaiman, Haslberger and Vance 2015). Conclusion: An international manager has to face many hurdles as he tries to assimilate himself into the new culture. Different cultures have different conception of time that complicates the situation for the expatriates (Townsend, Regan and Li 2015). Technical knowledge is essential for an international manager however it is the perfect learning of soft skills that will create difference between survival and being successful. Resilience is an important quality in the international manager since failure is bound to be encountered in the world of management. The expatriates should be provided intensive help that will help them to adjust to the new environment. The conceptual skills in the international manager will prove to be of great boon in solving problems. Expatriation will force people to face the problem of linguistic assimilation along with that of emotional assimilation. The expatriates should have a positive attitude that would be immensely helpful while dealing with emotions. References: Block, P., 2016.The empowered manager: Positive political skills at work. John Wiley Sons. Bcker, J., Bcker, J., Poutsma, E., Poutsma, E., Monster, H. and Monster, H., 2016. How and why does expatriation management influence expatriates employability?.Journal of Global Mobility: The Home of Expatriate Management Research,4(4), pp.432-452. Comfort, J. and Franklin, P., 2014.The mindful international manager: How to work effectively across cultures. Kogan Page Publishers. Dabic, M., Gonzlez-Loureiro, M. and Harvey, M., 2015. Evolving research on expatriates: what is knownafter four decades (19702012).The International Journal of Human Resource Management,26(3), pp.316-337. Delaney, Y., Pattinson, B., McCarthy, J. and Beecham, S., 2017. Transitioning from traditional to problem-based learning in management education: the case of a frontline manager skills development programme.Innovations in Education and Teaching International,54(3), pp.214-222. Deresky, H., 2017.International management: Managing across borders and cultures. Pearson Education India. Fombrun, C.J., Ponzi, L.J. and Newburry, W., 2015. Stakeholder tracking and analysis: The RepTrak system for measuring corporate reputation.Corporate Reputation Review,18(1), pp.3-24. Guo, Y., Rammal, H.G. and Dowling, P.J., 2016. Global talent management and staffing in MNEs: An introduction to the edited volume of international business and management. InGlobal Talent Management and Staffing in MNEs(pp. xv-xxiv). Emerald Group Publishing Limited. Jovcheska, S. and Popovski, V., 2015, November. PROFESSIONAL PROFILE OF A SUCCESSFUL INTERNATIONAL MANAGER. InPROCEEDINGS FROM THE(p. 137). Kang, H. and Shen, J., 2017. International Recruitment and Selection Policies and Practices. InInternational Human Resource Management in South Korean Multinational Enterprises(pp. 51-84). Springer Singapore. Knocke, J., Knocke, J., Schuster, T. and Schuster, T., 2017. Repatriation of international assignees: Where are we and where do we go from here? A systematic literature review.Journal of Global Mobility,5(3), pp.275-303. ODonohue, W., Hutchings, K. and Hansen, S.D., 2017. Psychological contracts: enhancing understanding of the expatriation experience. Peltokorpi, V. and Vaara, E., 2014. Knowledge transfer in multinational corporations: Productive and counterproductive effects of language-sensitive recruitment.Journal of International Business Studies,45(5), pp.600-622. Rees, G. and Smith, P. eds., 2017.Strategic human resource management: An international perspective. Sage. Silbiger, A., Berger, R., Barnes, B.R. and WS Renwick, D., 2017. Improving expatriation success: the roles of regulatory focus and burnout.British Journal of Management,28(2), pp.231-247. Stahl, G.K., Tung, R.L., Kostova, T. and Zellmer-Bruhn, M., 2016. Widening the lens: Rethinking distance, diversity, and foreignness in international business research through positive organizational scholarship. Story, J.S., Barbuto, J.E., Luthans, F. and Bovaird, J.A., 2014. Meeting the challenges of effective international HRM: Analysis of the antecedents of global mindset.Human Resource Management,53(1), pp.131-155. Townsend, P., Regan, P. and Li, L.L., 2015. Developing international managers: the contribution of cultural experience to learning.International Journal of Educational Management,29(2), pp.234-251. Vaiman, V., Haslberger, A. and Vance, C.M., 2015. Recognizing the important role of self-initiated expatriates in effective global talent management.Human Resource Management Review,25(3), pp.280-286. Vijayakumar, P.B., Vijayakumar, P.B., Cunningham, C.J. and Cunningham, C.J., 2016. Cross-cultural adjustment and expatriation motives among Indian expatriates.Journal of Global Mobility: The Home of Expatriate Management Research,4(3), pp.326-344.

Impact Of Recognition Disclosure Financial -Myassignmenthelp.Com

Question: Discuss About The Impact Of Recognition Disclosure Financial? Answer: Introduction In todays business world, Financial Reporting refers to one of the major aspects for the success of the companies. Financial accounting refers to a particular field of accounting that is concerned with the summary, analysis and reporting of the financial transactions related with the business operations (Scott 2015). This aspect also involves in the effective and correct development and presentation of financial statements of the business organizations. Advanced financial reporting is an integral part of the process of financial accounting that put an obligation on the companies to comply with the required accounting regulations and standards for the preparation and presentation of financial statements. The main purpose of the development and presentation of financial statements is to inform the investors about the financial health of the companies with the assistance of company annual report. For this reason, business organizations are required to comply with the required recognitio n criteria for various financial substances like revenue, assets and liabilities (Nobes 2014). The main aim of this report is compare and contrasts the recognition criteria of revenue, assets and liabilities of two Australian ASX listed mining companies; they are BHP Billiton and Evolution Mining. Introduction of the Companies BHP Billiton is one of the biggest Anglo-Australian multinational mining companies. The company was established in the year of 1885 and the company is headquartered at Melbourne, Australia. BHP Billiton mainly deals with mining, metals and petroleum products. The main products of the company are iron ore, coal, petroleum, copper, natural gas, nickel, uranium and others. From the business operations of BHP Billiton, it can be observed that the company operates under a dual listed company structure and the firm has two parent companies; they are BHP Billiton Limited and BHP Billiton PLC. A unified board is responsible for the business operations of the company. In the year 2015, BHP Billiton took a step for the simplification of their business portfolio with the creation of an independent global mining corporation (bhp.com 2018). Evolution Mining Evolution Mining is a major Australian gold mining company. The company was established in the year of 2011. The focus of the company is to operate in a safe and efficient way. Evolution Mining operates in five gold mining operations (evolutionmining.com.au 2018). Three of them are in Queensland, one in New South Wales and another one in Western Australia. It can be seen that the company has achieved many milestones over the years. Evolution Mining was announced as the winner of the NSW Mining Safety Excellence Award in the year 2016. At December 2016, the ore gold reserve of the company stood 6.99 million ounces and the mineral resources were 14.18 million ounces (evolutionmining.com.au 2018). Comparing and Contrasting the Revenue Recognition Criteria From the latest annual report of BHP Billiton, it can be observed that there are two sources of revenue for the company; they are Sale of Products and Provisionally Priced Sales. From the latest annual report of BHP Billiton, it can be seen that the company measured their business revenue based on fair value of the received or receivable consideration (Wagenhofer 2014). More specifically, the recognition of the revenue from sale of products is done where there is a transfer of risk and reward ownership of the products to the customers based on pre-determined delivery time and their measurement can be done on a reliable basis (bhp.com 2018). On the other hand, the recognition of the revenue from provisionally priced products are done on the basis of fair value of the received or receivable consideration based on the contractual price. In this context, it needs to be mentioned that the determination of the sales price is done on the basis of fair value agreement. The time between provi sional pricing and final invoice pricing is 60 to 120 days. Thus, it can be seen that the company has followed the principles of Australian Accounting Standard Board (AASB) for the purpose of revenue recognition (bhp.com 2018). Evolution Mining From the latest financial reports of Evolution Mining, it can be observed that the company has followed a simple process for the recognition of their business revenues. Evolution Mining uses to recognize their revenue from the sales of business goods when a transfer of the ownership of risk and reward is there from the company to the customers based on the pre-determined price (evolutionmining.com.au 2018). In this context, it needs to be mentioned that the quality and quantity of the products need to be determined in an accurate basis. Moreover, the measurement of the revenue is done based on fair value. The company uses the provisional price agreements for the metals of concentrate sales. On the other hand, prevailing spot price is used for the selling price of metal concentrates (Srivastava 2013). The time between provisional pricing and final invoice pricing is 30 to 90 days. Apart from these, the company does the recognition of provisionally priced sales is done based on the fai r value estimation of the total received consideration and receivable consideration (evolutionmining.com.au 2018). Fro the above discussion, it can be seen that both BHP Billiton and Evolution Mining follow fair value accounting for the recognition of revenue. As per similarity, it can be seen that both the companies have two sources of revenue; they are revenue from sale of goods and revenue from provisionally priced sales. As both of the companies operates in Australia and both of them have complied with the principles of AASB, a large number of similarities can be seen. Comparing and Contrasting the Asset Recognition Criteria From the latest annual report of BHP Billiton, it can be observed that the company has adopted different strategies for the recognition of different assets. The first type of assets is Property, Plant and Equipment (PPE) (bhp.com 2018). For the computation of PPE, BHP Billiton uses to record them at the cost value after the deduction of accumulated depreciation and impairment charges. In this aspect, the cost of PPE refers to the fair value of the assets obtained at the time of the acquisition and it includes the necessary directs costs associated with the implementation and development of PPE. The next type of asset in BHP Billiton is Intangible assets that include goodwill and other intangible assets. BHP Billiton does the recognition of goodwill when there is a difference between the fair values of the consideration at the time of acquisition and the fair value of the identifiable assets. In addition, the other intangible assets of the company are recognized at fair value after th e deduction of impairment charges and amortization costs (Cotter 2012). After that, trade and other receivables are the current assets of the company. It needs to be mentioned that BHP Billiton recognizes their trade receivables based on fair value after the consideration of amortization costs, effective interest rates, allowances and impairment costs. Inventories are another type of current assets of BHP Billiton. The latest annual report of BHP Billiton states that irrespective of the nature and type of inventory, their recognition is done at the lower cost of value and net realizable value. The determination of cost is done based on average costs. Moreover, it needs to be mentioned that BHP Billiton uses absorption-costing method for the determination of costs (bhp.com 2018). Evolution Mining As per the latest annual report of Evolution Mining, the recognition of plant and equipment is done based on cost price after the deduction of accumulated depreciation and impairment costs. Fair value is considered based for the determination of the costs of plant and machinery. Straight line method is used for depreciation purpose. Cash and cash equivalent is another type of assets for the company (evolutionmining.com.au 2018). Their recognition is done based on amortized costs. Another type of asset for Evolution Mining is trade and other receivable. For the recognition of trade and other receivables, fair value measurement basis is used after the consideration of amortized costs with the use of effective interest rate after deducting impairment. The due date for trade receivables is 30 days. The next type of asset of Evolution Mining is inventories. It needs to be mentioned that physical measurement is done for the measurement of inventories. Other hand, the recognition of invento ry is also done based on lower of cost and net realizable value (Biondi and Lapsley 2014). From the above discussion, it can be seen that there are many similarities in the recognition criteria of both BHP Billiton and Evolution Mining for assets. It can be observed that in most of the cases, both of the companies use fair value method for the recognition of PPE, trade receivables and intangible assets. However, in case of the recognition of inventory, difference can be seen. BHP Billiton uses fair value for the valuation of inventories where Evolution Mining uses physical method for the recognition of inventory. Comparing and Contrasting the Liability Recognition Criteria From the annual report of BHP Billiton, it can be observed that the company recognizes their trade and other payable on the basis of fair value (Clor?Proell, and Maines 2014). Another major liability of the company is net debt. The annual report states that net debt includes cash and short-term cash deposits. For the purpose of recognition, BHP Billiton considers the carrying value of these liabilities that is calculated on the basis of fair value (bhp.com 2018). In this context, it needs to be mentioned that the major components of net debt are bank loans, notes and debentures, finance leases, bank overdraft, short-term borrowings and others. In case of provisions, the recognition process is done in the presence of some significant judgment like the application or real discount rate, the timing of cash flows, the costs associated with future rehabilitation activities and others (bhp.com 2018). Evolution Mining In the annual reports of Evolution Mining, interest-bearing liabilities have major importance. Evolution Mining does the recognition of these liabilities based on fair value after deducting the transaction costs directly attributed towards the measurement of attribution costs. The recognition of gains and losses is done in the profit and loss account. After that, in case of trade and other payables, Evolution Mining does the recognition of the carrying value based on the fair value and it has been done due to the short-term nature of the liabilities (Mller, Riedl and Sellhorn 2015). It can be seen that there are different kinds of provision for the company. In case of the provisions of employee benefits, they are measured based on the amount expected to be paid at the time of settlement. On the other hand, the provisions for long-service leave liabilities are recognized based on the present value (evolutionmining.com.au 2018). From the above discussion, it can be seen that there are many similarities between BHP Billiton and Evolution Mining in the recognition of their business liabilities. It can be seen that both the companies use fair value for the recognition of their trade and other liabilities. However, it can be seen that there is a difference between the recognition criteria of provisions for both the companies. Conclusion From the above discussion, it can be observed that both BHP Billiton and Evolution Mining have some similarities along with some differences in the recognition of their assets, liabilities and revenue. However, the portion of similarities is more than the portion of differences. In case of the recognition of revenue, the above discussion shows that both the companies have complied with the strategies of fair value method. Thus, there is not any difference. In case of assets, it can be observed that both BHP Billiton and Evolution Mining have applied fair value technique for obtaining cost of the assets after the deduction of accumulated depreciation and impairment. However, difference can be seen in case of the recognition of inventory as Evolution Mining use physical technique for the recognition of inventory. In case of liabilities, it can be seen that there is a difference between the recognition of provision due to the presence of different types of provisions for the companies. Based on the whole discussion, some recommendations are provided below: It is recommended to these companies to comply with the standards and regulations of AASB for the recognition of revenue. 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