青海省考生:如何利用零散时间学习ACCA?

发布时间:2020-01-10


在我国职称会计师考试中,ACCA考试属于难度比较大的考试,由于严苛的报考条件,备考ACCA考试的朋友大多数都是工作比较忙碌的上班族,那么如何在繁忙的工作中合理安排备考时间对于考生来说就非常重要了。除去完整系统的备考时间外,生活中零散时间也是能够备考的,今天就来教大家如何高效利用零散时间学习ACCA考试,大家可以作为参考。

每天至少一道题

ACCA考试的类型有很多种,主要考察应试人员分析、解决财务工作的能力,同时对计算能力和语言能力也是极大的挑战。所以在平时的备考中是一定缺少不了习题的辅助的。建议大家每天至少要做一套ACCA真题训练,每道小问控制在8分钟左右,这就足够大家利用空闲时间进行做题。

生活空档看考点

在上班路上看新闻时间,午休后的看剧时间在备考期间大家都可以转换成“高会学习时间”,带上《轻松过关》辅导书,看里面的“考点精讲”,让你在短时间内了解学习内容。你可以选择将学过的知识点复习一遍,或者将要学习的知识点提前预习一遍,要知道只有多一份努力才能多一份胜算。

备考笔记随身带

很多考生在备考中有记笔记或者是记错题本的好习惯,将整理的内容随身携带,空闲时间可以随时拿出来进行学习也是不错的选择。选择自己整理的笔记可以加深学习的印象,在考试的过程中也能当成考试资料带入考场,寻找知识点也会更快。

用完整时间来学习,用零散时间来备考,两者结合高效备考!

以上就是为大家准备的备考方法,希望对大家有所帮助,预祝大家都能轻松过ACCA考试~加油~


下面小编为大家准备了 ACCA考试 的相关考题,供大家学习参考。

(b) Calculate the corporation tax (CT) liabilities for Alantech Ltd, Boron Ltd and Bubble Ltd for the year ending

31 December 2004 on the assumption that loss reliefs are taken as early as possible. (9 marks)

正确答案:

(b) Schedule D Case I calculation
The three companies form. a group for both group relief and capital gains purposes as all shareholdings pass the 75%
ownership test. The calculation of the corporation tax liabilities is as follows:


(ii) Assuming that Donald operates through a company, advise Donald on the corporation tax (CT) that

would be payable for the year ended 31 March 2007 if he pays himself a gross salary of £31,000, plus

a net dividend of £10,000, instead of a gross salary of £42,648. (4 marks)

正确答案:

 


3 At a recent international meeting of business leaders, Seamus O’Brien said that multi-jurisdictional attempts to

regulate corporate governance were futile because of differences in national culture. He drew particular attention to

the Organisation for Economic Co-operation and Development (OECD) and International Corporate Governance

Network (ICGN) codes, saying that they were, ‘silly attempts to harmonise practice’. He said that in some countries,

for example, there were ‘family reasons’ for making the chairman and chief executive the same person. In other

countries, he said, the separation of these roles seemed to work. Another delegate, Alliya Yongvanich, said that the

roles of chief executive and chairman should always be separated because of what she called ‘accountability to

shareholders’.

One delegate, Vincent Viola, said that the right approach was to allow each country to set up its own corporate

governance provisions. He said that it was suitable for some countries to produce and abide by their own ‘very

structured’ corporate governance provisions, but in some other parts of the world, the local culture was to allow what

he called, ‘local interpretation of the rules’. He said that some cultures valued highly structured governance systems

while others do not care as much.

Required:

(a) Explain the roles of the chairman in corporate governance. (5 marks)

正确答案:
(a) Roles of the chairman in corporate governance
The chairman is the leader of the board of directors in a private or public company although other organisations are often run
on similar governance lines. In this role, he or she is responsible for ensuring the board’s effectiveness as a unit, in the service
of the shareholders. This means agreeing and, if necessary, setting the board’s agenda and ensuring that board meetings
take place on a regular basis.
The chairman represents the company to investors and other outside stakeholders/constituents. He or she is often the
‘public face’ of the organisation, especially if the organisation must account for itself in a public manner. Linked to this,
the chairman’s roles include communication with shareholders. This occurs in a statutory sense in the annual report
(where, in many jurisdictions, the chairman must write to shareholders each year in the form. of a chairman’s statement)
and at annual and extraordinary general meetings.
Internally, the chairman ensures that directors receive relevant information in advance of board meetings so that all
discussions and decisions are made by directors fully apprised of the situation under discussion. Finally, his or her role
extends to co-ordinating the contributions of non-executive directors (NEDs) and facilitating good relationships between
executive and non-executive directors.

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