2020年ACCA考试官方指定教材有哪些？

正确答案：
(b) Critical success factors are as follows:
Product quality
The fact that the production staff have no previous experience in a food production environment is likely to prove problematic.
It is vital that a comprehensive training programme is put in place at the earliest opportunity. HSC need to reach and maintain
the highest level of product quality as soon as possible.
Supply quality
The quality of delivery into SFG supermarkets assumes critical significance. Time literally will be of the essence since 90%
of all sandwiches are sold in SFG’s supermarkets before 2 pm each day. Hence supply chain management must be extremely
robust as there is very little scope for error.
Technical quality
Compliance with existing regulations regarding food production including all relevant factory health and safety requirements
is vital in order to establish and maintain the reputation of HSC as a supplier of quality products. The ability to store products
at the correct temperature is critical because sandwiches are produced for human consumption and in extreme circumstance
could cause fatalities.
External credibility
Accreditation by relevant trade associations/regulators will be essential if nationwide acceptance of HSC as a major producer
of sandwiches is to be established.
New product development
Whilst HSC have developed a range of healthy eating sandwiches it must be recognised that consumer tastes change and
that in the face of competition there will always be a need for a continuous focus on new product development.
Margin
Whilst HSC need to recognise all other critical success factors they should always be mindful that the need to obtain the
desired levels of gross and net margin remain of the utmost importance.
Notes: (i) Only five critical success factors were required.
(ii) Alternative relevant discussion and examples would be acceptable.

正确答案：

 

■ The discontinuation of the product line after the balance sheet date provides additional evidence that, as at the
balance sheet date, it was of poor quality. Therefore, as at the balance sheet date:
– an allowance (‘provision’) may be required for credit notes for returns of products after the year end that were
sold before the year end;
– goods returned to inventory should be written down to net realisable value (may be nil);
– any plant and equipment used exclusively in the production of the petcare range of products should be tested
for impairment;
– any material contingent liabilities arising from legal claims should be disclosed.
(ii) Audit evidence
■ A copy of Seymour’s announcement (external ‘press release’ and any internal memorandum).
■ Credit notes raised/refunds paid after the year end for faulty products returned.
■ Condition of products returned as inspected during physical attendance of inventory count.
■ Correspondence from customers claiming reimbursement/compensation for poor quality.
■ Direct confirmation from legal adviser (solicitor) regarding any claims for customers including estimates of possible
payouts.

正确答案：
(c) Examiner’s Note:
The topic of managerial motivation and budgeting has been a subject of discussion for a number of years. There are links
here to the topics of performance measurement and responsibility accounting. Discussion should be focused on the area of
budgets and the budgeting process, as specified in the question.
Setting targets for financial performance
It has been reasonably established that managers respond better in motivation and performance terms to a clearly defined,
quantitative target than to the absence of such targets. However, budget targets must be accepted by the responsible
managers if they are to have any motivational effect. Acceptance of budget targets will depend on several factors, including
the personality of an individual manager and the quality of communication in the budgeting process.
The level of difficulty of the budget target will also influence the level of motivation and performance. Budget targets that are
seen as average or above average will increase motivation and performance up to the point where such targets are seen as
impossible to achieve. Beyond this point, personal desire to achieve a particular level of performance falls off sharply. Careful
thought must therefore go into establishing budget targets, since the best results in motivation and performance terms will
arise from the most difficult goals that individual managers are prepared to accept4.
While budget targets that are seen as too difficult will fail to motivate managers to improve their performance, the same is
true of budget targets that are seen as being too easy. When budget targets are easy, managers are likely to outperform. the
budget but will fail to reach the level of performance that might be expected in the absence of a budget.
One consequence of the need for demanding or difficult budget targets is the frequent reporting of adverse variances. It is
important that these are not used to lay blame in the budgetary control process, since they have a motivational (or planning)
origin rather than an operational origin. Managerial reward systems may need to reward almost achieving, rather than
achieving, budget targets if managers are to be encouraged by receiving financial incentives.
Participation in the budget-setting process
A ‘top-down’ approach to budget setting leads to budgets that are imposed on managers. Where managers within an
organisation are believed to behave in a way that is consistent with McGregor’s Theory X perspective, imposed budgets may
improve performance, since accepting the budget is consistent with reduced responsibility and avoiding work.
It is also possible that acceptance of imposed budgets by managers who are responsible for their implementation and
achievement is diminished because they feel they have not been able to influence budget targets. Such a view is consistent
with McGregor’s Theory Y perspective, which holds that managers naturally seek responsibility and do not need to be tightly
controlled. According to this view, managers respond well to participation in the budget-setting process, since being able to
influence the budget targets for which they will be responsible encourages their acceptance. A participative approach to
budget-setting is also referred to as a ‘bottom-up’ approach.
In practice, many organisations adopt a budget-setting process that contains elements of both approaches, with senior
management providing strategic leadership of the budget-setting process and other management tiers providing input in terms
of identifying what is practical and offering detailed knowledge of their area of the organisation.

正确答案：
(e) Job instruction is a one to one method of training through which the trainee is shown how to fulfill a task and then allowed to get on with that task. It is a systematic approach to training involving immediate supervision and by allowing the trainee to complete the task is a cost effective way of training.