湖南省考生：ACCA考试内容是什么？难度和专业课相比怎样？

发布时间：2020-01-09

第一次听闻ACCA考试的同学可能只知道其证书的含金量是十分高的，但当听到ACCA考试的考试科目多达13科的时候，可能有些同学就会打退堂鼓了。其实，51题库考试学习网想告诉大家的是，ACCA考试并不是高不可攀的，任何一场考试他都是有难度的，但只要自己付出过汗水，努力过，即使没有通过也不会留下遗憾。可能这样说大家还是感觉到很空洞吧，那么51题库考试学习网就结合当下同学们目前正在学习的学校专业课程与ACCA考试的科目进行比较，让你们更加直观地感受ACCA考试的具体内容。

和大学课程相比，ACCA的难度如何？

相比较国内会计师考试，ACCA对于报考要求很低，最明显的一点就是它不要求你需要从事此行业到一定年限才可以报考，即使是没接触过会计学科知识的人，通过ACCA的考试的系统化的学习、记忆和理解，也能建立起系统的会计学科知识。

ACCA考试分为基础阶段和专业阶段。因为ACCA总部是在英国，所以考试的难度是以英国大学学位考试的难度为标准，换到国内的水平就是：基础课程的难度相当于学士学位高年级课程的考试难度，专业阶段课程的考试相当于硕士学位的考试。再说简单点就是，基础阶段是国内大学水平，专业阶段是国内硕士水平。所以更大学的专业课程相比，基础阶段的知识还能勉强用大学所学的知识应付，而到了专业阶段就可能不适用了，因此必须要去学习专业阶段的知识。ACCA的课程使学员全面掌握财务、财务管理、审计、税务及经营战略等方面的专业知识，提升分析能力并拓宽战略思维。

与国内注会拔高式的考试内容不同，ACCA的知识体系是呈阶梯式递进的。难度也是层层递进的，因此即便是非财会专业出身，也不必担心吃不透某个基础概念的状况。如果你是财会专业出身，ACCA学起来不但更为轻松，高级阶段教授的知识内容也能你让你提前领会在校期间学不到的商业奥义。

考完ACCA需要多长时间呢？

听到考试科目多达13科目是不是被吓到了？一次性同时备考13个科目压力还是太大了。所以，ACCA官方给了你7年时间去完成整个考试，不过大家不要怕，基本上大多数学生只需要花2-4年的时间就可以全部考完。当然前提是你每个阶段都是认真学习的情况下。

英语不好学ACCA会不会困难？

简单来说，ACCA里的英文水准可能等同于国家三级水准，只要在大学考试通过了CET-4的同学，一般来说没什么参加ACCA考试不会吃看不懂单词的亏。学ACCA不是学英语，只要表述没有问题，考官不会在意你用的是什么华丽的句式或者无伤大雅的语病。而且语感这东西，在学习的过程中是能逐渐培养出来的，也就是所谓的“套路”。

需要注意的地方是：ACCA里很多是会计专业词汇，我们平时学的英语单词很少用上。而且在ACCA培训班，老师解释的时候都用中文，这样字典也不用查了，况且不少专业词汇的用法在普通字典里是查不到的，比如premium既可以解释为“溢价”，又可以解释为“定金/押金”，普通字典查不到这种解释，大学四六级雅思什么的也没有这种解释。所以说，51题库考试学习网建议大家购买专业的英文字典，可以去ACCA官网了解一下相关字典是通过何种渠道获得的。

ACCA能否通过，要看你付出到什么程度。

ACCA考试虽然有一定的难度，但是绝对是在大家能力范围之内的——只要你努力。如果你想不花精力和时间就通过ACCA的话，通过考试也只是痴人说梦。想要通过ACCA肯定是要做出一定的牺牲的。俗话说，贵在坚持，也就是说，ACCA的难度其实取决于你自己。通过率的高低其实与我们没有太大的关系，通过率再高，你不认真学习，也是通不过的。

如何平衡ACCA考试与大学生活

在大学生活中，如果备考ACCA考试，那么首先要面临的问题就是如何平衡考试与大学生活了。大学专业课的绩点与排名，对自己能否拿到学位证和学历证以及对今后的考研或出国来说，还是有着至关重要影响的，所以51题库考试学习网建议在ACCA的复习备考的基础上要首先完善好大学的相关课程和作业，因为毕竟ACCA考试的年限长达7年，而大学也就4年左右。所以，该做取舍的时候就还是可以做取舍的。建议大家在大学期间每一个考季不用报考满4个科目，根据自己的学习时间来制定相应的计划就可以了。

另外，合理利用自己周末的时间，这就是大学生复习时间的主要来源。对当天所讲的内容进行全面的复习与刷题会比较困难，所以我个人建议，对于一些难度大的知识点要确保在讲授当天及时复习巩固，其他的知识点如果来不及，可以分散到周一到周五去抽一定的时间复习，并保证一定的刷题量，这样才能加深对相应知识点的印象，提高复习的效率，减轻备考时的工作量。

在文章的最后，51题库考试学习网想与大家分享一句话：“人不能漂泊一辈子,但在声嘶力竭之前就安居乐业也未免可惜。”既然选择了报考ACCA这条道路，那就坚持下去，让生命在汗水与努力中呐喊出最灿烂的色彩，大家加油~。

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。

(ii) Evaluate the relative advantages and disadvantages of Chen’s risk management committee being

non-executive rather than executive in nature. (7 marks)

正确答案：
(ii) Advantages and disadvantages of being non-executive rather than executive
The UK Combined Code, for example, allows for risk committees to be made up of either executive or non-executive
members.
Advantages of non-executive membership
Separation and detachment from the content being discussed is more likely to bring independent scrutiny.
Sensitive issues relating to one or more areas of executive oversight can be aired without vested interests being present.
Non-executive directors often bring specific expertise that will be more relevant to a risk problem than more
operationally-minded executive directors will have.
Chen’s four members, being from different backgrounds, are likely to bring a range of perspectives and suggested
strategies which may enrich the options open to the committee when considering specific risks.
Disadvantages of non-executive membership (advantages of executive membership)
Direct input and relevant information would be available from executives working directly with the products, systems
and procedures being discussed if they were on the committee. Non-executives are less likely to have specialist
knowledge of products, systems and procedures being discussed and will therefore be less likely to be able to comment
intelligently during meetings.
The membership, of four people, none of whom ‘had direct experience of Chen’s industry or products’ could produce
decisions taken without relevant information that an executive member could provide.
Non-executive directors will need to report their findings to the executive board. This reporting stage slows down the
process, thus requiring more time before actions can be implemented, and introducing the possibility of some
misunderstanding.

(ii) Audit work on after-date bank transactions identified a transfer of cash from Batik Co. The audit senior has

documented that the finance director explained that Batik commenced trading on 7 October 2005, after

being set up as a wholly-owned foreign subsidiary of Jinack. No other evidence has been obtained.

(4 marks)

Required:

Identify and comment on the implications of the above matters for the auditor’s report on the financial

statements of Jinack Co for the year ended 30 September 2005 and, where appropriate, the year ending

30 September 2006.

NOTE: The mark allocation is shown against each of the matters.

正确答案：
(ii) Wholly-owned foreign subsidiary
■ The cash transfer is a non-adjusting post balance sheet event. It indicates that Batik was trading after the balance
sheet date. However, that does not preclude Batik having commenced trading before the year end.
■ The finance director’s oral representation is wholly insufficient evidence with regard to the existence (or otherwise)
of Batik at 30 September 2005. If it existed at the balance sheet date its financial statements should have been
consolidated (unless immaterial).
■ The lack of evidence that might reasonably be expected to be available (e.g. legal papers, registration payments,
etc) suggests a limitation on the scope of the audit.
■ If such evidence has been sought but not obtained then the limitation is imposed by the entity (rather than by
circumstances).
■ Whilst the transaction itself may not be material, the information concerning the existence of Batik may be material
to users and should therefore be disclosed (as a non-adjusting event). The absence of such disclosure, if the
auditor considered necessary, would result in a qualified ‘except for’, opinion.
Tutorial note: Any matter that is considered sufficiently material to be worthy of disclosure as a non-adjusting
event must result in such a qualified opinion if the disclosure is not made.
■ If Batik existed at the balance sheet date and had material assets and liabilities then its non-consolidation would
have a pervasive effect. This would warrant an adverse opinion.
■ Also, the nature of the limitation (being imposed by the entity) could have a pervasive effect if the auditor is
suspicious that other audit evidence has been withheld. In this case the auditor should disclaim an opinion.

3 Mark Howe, Managing Director of Auto Direct, is a victim of his own success. Mark has created an innovative way

of selling cars to the public which takes advantage of the greater freedom given to independent car distributors to

market cars more aggressively within the European Union. This reduces the traditional control and interference of the

automobile manufacturers, some of whom own their distributors. He has opened a number of showrooms in the

London region and by 2004 Auto Direct had 20 outlets in and around London. The concept is deceptively simple;

Mark buys cars from wherever he can source them most cheaply and has access to all of the leading volume car

models. He then concentrates on selling the cars to the public, leaving servicing and repair work to other specialist

garages. He offers a classic high volume/low margin business model.

Mark now wants to develop this business model onto a national and eventually an international basis. His immediate

plans are to grow the number of outlets by 50% each year for the next three years. Such growth will place

considerable strain on the existing organisation and staff. Each showroom has its own management team, sales

personnel and administration. Currently the 20 showrooms are grouped into a Northern and Southern Sales Division

with a small head office team for each division. Auto Direct now employs 250 people.

Mark now needs to communicate the next three-year phase of the company’s ambitious growth plans to staff and is

anxious to get an understanding of staff attitudes towards the company and its growth plans. He is aware that you

are a consultant used to advising firms on the changes associated with rapid growth and the way to generate positive

staff attitudes to change.

Required:

(a) Using appropriate strategies for managing change provide Mark with a brief report on how he can best create

a positive staff response to the proposed growth plans. (12 marks)

正确答案：
(a) To: Mark Howe – Managing Director, Auto Direct
From:
Strategies to manage growth
Successfully convincing others in the firm of the need for, and nature of change is sometimes referred to as internal marketing
and in many ways when substantial change is involved may be just as vital as external marketing aimed at the customer.
Classic strategies for managing include participation, education/communication, power/coercion, manipulation and
negotiation. The preferred strategy, or combination of strategies, will be influenced by leadership style. and where on the
continuum from autocratic through to democratic the management style. rests. Participation in the change process sounds an
ideal strategy but may delay implementation of the change, require high trust levels between management and staff and
encounter resistance to proposed change. Education and communication is often argued to be a strategy used in conjunction
with another strategy. Interestingly, many studies point to communication being the key weakness when change is being
implemented. Clearly there are many choices as to how to educate and communicate and choosing the right strategy for the
right situation is by no means easy. The level of change at Auto Direct may be seen as a quantum change in that it affects
all parts of the organisation and you should be aware of the complex linkages between these parts. Power/coercion may be
needed if the change planned needs to be implemented quickly as in crisis situations, when the survival of the organisation
may be at stake. Such an approach may alienate the staff and have a number of unanticipated and unfortunate
consequences. Manipulation, as its name implies, may have many negative consequences and reflects the power of the
management to implement change. Finally, negotiation is a traditional way of seeking to resolve differences between different
groups, each with its own goals and objectives. Again issues of time, trust and resistance may affect the effectiveness of this
strategy.
Many other change management models are available to help you overcome resistance to change including Lewin’s threestep
change and force field analysis and the Gemini 4Rs framework. The Gemini model aims at the sort of transformation
required by the scope and pace of the proposed growth strategy, where the reframing step communicates the vision, the need
for involvement and measures of successful change and the renewal step aligns the individual’s skills and competences withthe organisation’s needs in order to implement the change strategy.
I trust this overview of strategies for managing change is helpful.

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