how to create barcode in vb.net 2010 THREE The Accounting Story in Software

Generator Data Matrix in Software THREE The Accounting Story

CHAPTER THREE The Accounting Story
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Leisenring: We had no support from Congress. The Senate was 88 to 9 against us. The SEC said to us, you re on your own. A lot of board members were upset that this sort of interference was going on and they said, we could spend a great deal of time and resources and still not improve accounting. I believe we had the ability to do something that was so obviously right, that we should have spent our effort in political battle. I think we could have made some great arguments in front of Congress that would have been persuasive and really addressed the executive greed issue. The Congressmen believed the options were for everybody . . . But as you have pointed out many studies showed the vast majority of options (even in broad-based plans) went to the top 10 or so executives. In the end the FASB ended up with the disclosure requirement, but not mandatory expensing. Delves: In your opinion is FAS 123 a bad accounting rule Leisenring: Actually I think it s one of the better ones. At least it put information in the marketplace that wasn t there before. You can t say it is terrible. It just could have been so much better. Delves: As the FASB and the IASB move forward with option expensing rules, there are still major opponents. But it appears that the debate is far healthier this time around, compared to 1993 through 1994. And many companies have already said they would voluntarily begin expensing options. Leisenring: Hopefully, now they will engage us in a measurement debate. I m more than willing to change the measurement if you tell me that it s better. That doesn t bother me at all. That could be healthy and we may get a much better answer with that help. Delves: All the minds need to come together on this. We need to talk about how we re going to measure this. But there are still some lingering arguments. What sort of things are you still hearing Leisenring: One of the arguments is that stock option expensing double counts. Delves: That argument says that the stock options are already reflected in the earnings-per-share calculation. If you then expensed them, it would be double counting.
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PART ONE The Stock Option Problem
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Leisenring: Some people believe that you can t put it in the denominator of EPS (earnings per share) and the expense numerator of EPS. But that s wrong. If you bought a truck with stock options, wouldn t you depreciate the truck Or if you bought office supplies, would you not expense them Would you pretend that you didn t use them If you do use them and expense those office supplies, that s going to be in the numerator, and the two shares that you gave up for those office supplies are going to be in the denominator.
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PA R T
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Elements of the Solution
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CHAPTER
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FOUR
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An Accounting Solution Everyone Can Live With
hether to expense stock options has been the focus of a heated, widespread but ultimately narrow and limited debate. In reality this is a small point in a much bigger and more complex scenario. Now that it is finally widely accepted that there will be an expense, we can rightly turn our attention to several larger issues. These issues must be part of the real accounting solution that every company involved Fortune 100 to start-up can live with. The larger, underlying concerns about stock options are encompassed in four broad areas: Options have been utilized in one size fits all incentive packages, which limit creativity and flexibility in executive compensation. As a result these incentives have been poorly designed and ineffective in helping companies meet their missions, strategies, and goals. Stock options are a perverse incentive, encouraging executives to take improper risks and to focus overly on short-term results. Options are supposed to make managers think and act like shareholders. Instead they make them think and act like option-holders, which is very different.
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