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The American Assembly Columbia University 475 Riverside Drive Suite 456 New York, NY 10115-0456 (212) 870-3500 www.columbia.edu/cu/amassembly American Accounting Association 5717 Bessie Drive Sarasota, FL 34233 (813) 921-7747 www.aaahq.org/index.cfm American Bar Association 750 N. Lake Shore Drive Chicago, IL 60611 1-800-285-2221 www.abanet.org American Institute of Certified Public Accountants 1211 Avenue of the Americas New York, NY 10036-8775 (212) 596-6200 or 1-888-777-7077 www.aicpa.org American Law Institute 4025 Chestnut Street Philadelphia, PA 19104 1-800-253-6397 www.ali-aba.org American Society of Corporate Secretaries, Inc. 521 Fifth Avenue New York, NY 10175 (212) 681-2000 www.ascs.org Association for Investment Management and Research 560 Ray C. Hunt Drive P.O. Box 3668 Charlottesville, VA 22903 (800) 247-8132 www.aimr.org Association of Certified Fraud Examiners The Gregor Building 716 West Avenue Austin, TX 78701 (512) 478-9070 1-800-245-3321 www.cfenet.com Association of Government Accountants 2200 Mount Vernon Avenue Alexandria, VA 22301 (703) 684-6931 www.rutgers.edu/accounting/raw/aga/ home.htm

Wiley IFRS: Practical Implementation Guide and Workbook To hedge the exposure, Entity B enters into a five-year interest rate swap under which the entity pays fixed rate payments (5%) and in return receives floating rate payments that exactly offset the floating rate payments it makes on the liability. Entity B designates and documents the swap as a cash flow hedge of its exposure to variable interest payments on the bond. On entering into the interest rate swap, it has a fair value of zero. The effect of that interest rate swap is to offset the exposure to changes in interest cash flows to be paid on the liability. In effect, the interest rate swap converts the liability s floating rate payments into fixed rate payments, thereby eliminating the entity s exposure to changes in cash flows attributable to changes in interest rates resulting from the liability. At the end of 20X5, the bond has accrued interest of $6,000. Entity A makes this journal entry:

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are dedicated and totally immersed in its activities, the reaction to change may be different from elsewhere Professions such as teaching and medicine may have once belonged to this group However, unfortunately the environment of hospitals, schools and similar institutions has become increasingly unattractive and the psychological rewards have diminished Many such employees feel increasingly exploited, as the rewards of the job no longer match the dedication and effort that is required Groups such as those epitomized by California s Silicon Valley and similar fastmoving environments may react differently again to change These are typically highly entrepreneurial individuals, some of whom may be portfolio workers They are fast thinkers, very mobile and constantly seeking new opportunities They are looking for both mental stimulation and good nancial rewards They may prefer short-term contract work to longterm secure employment and they are risk takers.

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They are also usually young, clever, and with few family responsibilities In contrast, a very different group is that made up of people working for large companies who were brought up with the expectation of a job for life This group may be older, with families, and its members will value job security Other groups that may be affected differently by change are women (or men) with small children, particularly if they are single parents, who may feel great strain as they try to manage both work and family Finally, there is the large and increasing group of workers employed by call centres and other service industries (see 7, this volume, by Holman) who have both boring work and low pay They are possibly little different from the workers tied to the moving assembly line of 20 years ago.

Figure 10-6

There are two cardinal rules that you must obey when applying object-oriented programming techniques. I didn t make up these rules, but I know from personal experience that you re asking for trouble when you fail to pay adequate attention to them.

Each of these groups will have their own anxieties, problems and needs when faced with a change in their work situation With the exception of the portfolio group, most are unlikely to welcome this Some groups, particularly if they are unionised, may want to want to ght new circumstances which are seen as having a negative effect They may go out on strike Other individuals will leave the situation and look for new jobs There may be mixed reactions; some individuals prepared to wait and see what happens, others determined not to cooperate with something they do not understand These adverse reactions will not come only from employees Customers and suppliers may also react with hostility as the situations they are familiar with become disturbed A successful change programme always requires the ability to get individuals and groups working cooperatively together.

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