江苏省ACCA考试真题下载步骤是怎么样的？

正确答案：
(ii) Upwards communication is generally non-directive in nature and often takes two forms: personal problems or suggestions and/or technical feedback as part of the organisation’s control system.

正确答案：
(a)Thekeystagesinthecapitalinvestmentdecision-makingprocessareidentifyinginvestmentopportunities,screeninginvestmentproposals,analysingandevaluatinginvestmentproposals,approvinginvestmentproposals,andimplementing,monitoringandreviewinginvestments.IdentifyinginvestmentopportunitiesInvestmentopportunitiesorproposalscouldarisefromanalysisofstrategicchoices,analysisofthebusinessenvironment,researchanddevelopment,orlegalrequirements.Thekeyrequirementisthatinvestmentproposalsshouldsupporttheachievementoforganisationalobjectives.ScreeninginvestmentproposalsIntherealworld,capitalmarketsareimperfect,soitisusualforcompaniestoberestrictedintheamountoffinanceavailableforcapitalinvestment.Companiesthereforeneedtochoosebetweencompetinginvestmentproposalsandselectthosewiththebeststrategicfitandthemostappropriateuseofeconomicresources.AnalysingandevaluatinginvestmentproposalsCandidateinvestmentproposalsneedtobeanalysedindepthandevaluatedtodeterminewhichofferthemostattractiveopportunitiestoachieveorganisationalobjectives,forexampletoincreaseshareholderwealth.Thisisthestagewhereinvestmentappraisalplaysakeyrole,indicatingforexamplewhichinvestmentproposalshavethehighestnetpresentvalue.ApprovinginvestmentproposalsThemostsuitableinvestmentproposalsarepassedtotherelevantlevelofauthorityforconsiderationandapproval.Verylargeproposalsmayrequireapprovalbytheboardofdirectors,whilesmallerproposalsmaybeapprovedatdivisionallevel,andsoon.Onceapprovalhasbeengiven,implementationcanbegin.Implementing,monitoringandreviewinginvestmentsThetimerequiredtoimplementtheinvestmentproposalorprojectwilldependonitssizeandcomplexity,andislikelytobeseveralmonths.Followingimplementation,theinvestmentprojectmustbemonitoredtoensurethattheexpectedresultsarebeingachievedandtheperformanceisasexpected.Thewholeoftheinvestmentdecision-makingprocessshouldalsobereviewedinordertofacilitateorganisationallearningandtoimprovefutureinvestmentdecisions.

正确答案：
(ii) If the directors agree to disclose the note, it should be reviewed by the auditors to ensure that it is sufficiently detailed.
In evaluating the adequacy of the disclosure in the note, the auditor should consider whether the disclosure explicitly
draws the reader’s attention to the possibility that the entity may not be able to continue as a going concern in the
foreseeable future. The note should include a description of conditions giving rise to significant doubt, and the directors’
plans to deal with the conditions. If the note provided contains adequate information then there is no breach of financial
reporting standards, and so no disagreement with the directors.
If the disclosure is considered adequate, then the opinion should not be qualified. The auditors should consider a
modification by adding an emphasis of matter paragraph to highlight the existence of the material uncertainties, and to
draw attention to the note to the financial statements. The emphasis of matter paragraph should firstly contain a brief
description of the uncertainties, and also refer explicitly to the note to the financial statements where the situation has
been fully described. The emphasis of matter paragraph should re-iterate that the audit opinion is not qualified.
However, it could be the case that a note has been given in the financial statements, but that the details are inadequate
and do not fully explain the significant uncertainties affecting the going concern status of the company. In this situation
the auditors should express a qualified opinion, disagreeing with the preparation of the financial statements, as the
disclosure requirements of IAS 1 have not been followed.

正确答案：
(c) A management buyout represents a change in ownership rather than a change in strategy. However it should, as suggested
above, lead to a comprehensive review of the customers and product groups the firm chooses to supply and the basis on
which it seeks to achieve competitive advantage. In terms of the strategy pursued prior to the buyout, Bonar Paint seems to
be trying to achieve a differentiation focus strategy but without being able to achieve the higher profit margins associated with
the successful implementation of such a strategy.
If as seems likely Bonar Paint chooses to become a more focused company through product range reduction and serving fewer
customers, implementation of such a strategy will have clear implications for the whole of the organisation. Using the
McKinsey 7S model strategy change will lead to changes in the structure of the organisation. The departure of Bill and Jim
Bonar will have major repercussions for the roles taken by the three senior managers. Decisions will be needed on who is to
lead the company and the responsibilities of the other two managers. Bonar Paint has a very traditional functional structure
with the managers being responsible for discrete areas of activity. The change in ownership gives a major opportunity to see
whether this structure continues to be an appropriate one for handling the challenges of an increasingly competitive
environment. Any significant change to the product and/or customer portfolio as proposed by Tony Edmunds will need to be
implemented through a change to the structure. Product divisions may need to be set up if there is a decision to enter the
market for D-I-Y paints.
Systems will also need to change to accommodate any reduction in the product range and numbers of customers. Reference
has already been made to the impact on the production side of the business of such a strategic decision and the associated
consequences for areas such as sales and finance. Clearly, the lack of marketing information on product sales, customers and
profitability needs to be quickly addressed before any divestment decisions are taken. Making strategic decisions using poor
or inadequate information is a recipe for disaster. Decisions on new product development also will require a system that better
integrates the interests and information of the key functional areas.
Staff are the critical resource without which the buyout will not succeed. The change in ownership will cause uncertainty and
the buyout managers will need to spell out the changes that are both necessary and needed. Changes to the product and
customer portfolio will have a significant impact on some members of staff. Issues of redundancy/redeployment are best
addressed early, along with opportunities the change in strategy will create. Closely linked to staff are the skills those staff
will need to implement chosen strategy. The need to have a greater awareness of customer and competitor activity will require
new skills in the marketing area. Any investment in new production technology will affect the type of skills needed to use it.
The links between strategic decisions and human resource strategy need to be appreciated.

Style. concerns the way the three buyout managers carry out their new roles and communicate with staff. There is a significant
difference between leading and managing the business and each of the buyout managers will need to communicate a clear
sense of where the firm is going and inspiring staff to follow their vision and mission. This links closely with the concept of
shared values and the overall culture of the firm. The exit of the founders of the business could potentially create a cultural
void, which could lead to staff uncertainty. Unless quickly addressed good staff may leave the firm and adversely affect the
strategic change the new owners and managers are trying to introduce.
In implementing a chosen strategy there is a danger that the ‘hard’ Ss of strategy, structure and systems are attended to while
the soft Ss of staff, skills, style. and shared values are largely ignored. There is compelling evidence to suggest that it is thesoft Ss which will determine the success or otherwise of the management buyout.