ACCA考试报名流程

正确答案：
(b) (i) Matters to consider
Materiality
The receivable represents only 0·2% (25,000/12 million x 100) of total assets so is immaterial in monetary terms.
However, the details of the transaction could make it material by nature.
The amount is outstanding from a company under the control of Pulp Co’s chairman. Readers of the financial statements
would be interested to know the details of this transaction, which currently is not disclosed. Elements of the transaction
could be subject to bias, specifically the repayment terms, which appear to be beyond normal commercial credit terms.
Paul Sheffield may have used his influence over the two companies to ‘engineer’ the transaction. Disclosure is necessary
due to the nature of the transaction, the monetary value is irrelevant.
A further matter to consider is whether this is a one-off transaction, or indicative of further transactions between the two
companies.
Relevant accounting standard
The definitions in IAS 24 must be carefully considered to establish whether this actually constitutes a related party
transaction. The standard specifically states that two entities are not necessarily related parties just because they have
a director or other member of key management in common. The audit senior states that Jarvis Co is controlled by Peter
Sheffield, who is also the chairman of Pulp Co. It seems that Peter Sheffield is in a position of control/significant influence
over the two companies (though this would have to be clarified through further audit procedures), and thus the two
companies are likely to be perceived as related.
IAS 24 requires full disclosure of the following in respect of related party transactions:
– the nature of the related party relationship,
– the amount of the transaction,
– the amount of any balances outstanding including terms and conditions, details of security offered, and the nature
of consideration to be provided in settlement,
– any allowances for receivables and associated expense.
There is currently a breach of IAS 24 as no disclosure has been made in the notes to the financial statements. If not
amended, the audit opinion on the financial statements should be qualified with an ‘except for’ disagreement. In
addition, if practicable, the auditor’s report should include the information that would have been included in the financial
statements had the requirements of IAS 24 been adhered to.
Valuation and classification of the receivable
A receivable should only be recognised if it will give rise to future economic benefit, i.e. a future cash inflow. It appears
that the receivable is long outstanding – if the amount is unlikely to be recovered then it should be written off as a bad
debt and the associated expense recognised. It is possible that assets and profits are overstated.
Although a representation has been received indicating that the amount will be paid to Pulp Co, the auditor should be
sceptical of this claim given that the same representation was given last year, and the amount was not subsequently
recovered. The $25,000 could be recoverable in the long term, in which case the receivable should be reclassified as
a non-current asset. The amount advanced to Jarvis Co could effectively be an investment rather than a short term
receivable. Correct classification on the statement of financial position (balance sheet) is crucial for the financial
statements to properly show the liquidity position of the company at the year end.
Tutorial note: Digressions into management imposing a limitation in scope by withholding evidence are irrelevant in this
case, as the scenario states that the only evidence that the auditors have asked for is a management representation.
There is no indication in the scenario that the auditors have asked for, and been refused any evidence.

正确答案：
(a) Quality
Quality has become an increasingly important issue in organisations. For some companies it is an important differentiator,
allowing the organisation to pursue a high price/high quality strategy. For other organisations, such as UPC, the quality
threshold requirements for their products have increased significantly over the last few years. Customers have increased
expectations of product construction, longevity and reliability. Quality is rarely absolute; and it is usually constrained by such
factors as selling price. This particularly applies in UPC’s market where it is likely that the quality of the product is limited by
the relatively low price consumers are willing to pay for it. Quality concerns how a product meets its designed purpose and
satisfies its original requirements. The target selling price is likely to be one of those requirements.
At UPC quality appears to be defined in terms of the physical condition of the products (no breakages, cracks or chips) and
in the accurate positioning of the printed image on the product. These are the reasons given by the UPC management for
setting up the inspection team. However, this perception of quality would have to be confirmed by the customer. It may be
that other issues, such as the density of the printed image, are also important to the customer but have not yet been fed back
to UPC.
Many definitions of quality include references to the customer. They stress meeting the requirements of the customer or user
of the product. UPC might benefit from re-considering who it perceives to be the customer. Their current perception appears
to be that the customer is the gift shop that sells the product. It is not the ultimate person or consumer who buys the product
from the shop and uses it. For this consumer, other issues may be significant such as:
– The ability to wash the item in a dishwasher.
– The long-term safety of the product, for example: the handle does not break off a cup and spill its content on the drinker.
– The long-term clarity of the image on the item after many washes.
Investigating the issue of quality from the perspective of the consumer may identify other problems that need addressing.
Finally, quality has to be considered in the context of responsibility. UPC currently uses a courier company to deliver its
products to the gift shops. This means that freedom from breakage is only partly under UPC’s control. The delivery condition
of products is partly determined by the care with which the courier company handles the package. Hence delivery quality
depends on courier performance as well as on packaging care. In contrast, the quality of the printed image on the item is
completely within the control of UPC.
Quality control
Quality Control (QC) is primarily concerned with checking and reviewing work that has been done. It is an inspection system
for ensuring that pre-determined quality standards are being met. In theory, the responsibility for the control of quality lies
with the person undertaking the process, whether it is the production of goods, delivery of a service or the passing of
information. QC is the part of quality management focused on fulfilling quality requirements.
In many quality control systems, sample products are removed and inspected. Defects in these sampled products may lead
to the whole batch being inspected and defective items destroyed. This is essentially the role of the inspection team at UPC,
where 1 in 20 packed packages are inspected for accuracy of printing and correctness of packing. Incorrect packing in a
sampled package will lead to the inspection (and potential re-packing) of all packages packed by that employee. Failure in
the accuracy of the printed image is likely to lead to the destruction of the whole batch, and the re-setting of the production
imaging machine to address the positional inaccuracy of the image. It has to be stressed that, in this instance, quality control
is a sampling activity and so it is very likely that defective batches will get through to the customer. To criticise the inspection
unit for failing to find defective batches (‘the quality inspection team is just not working’) fails to recognise the sampling nature
of the role.

In the context of UPC there are at least three further factors that inhibit effective quality control.
– The quality control of the positioning of the image takes place too late in the process. It should take place before packing,
not after it. Valuable packing time and materials can be wasted by packing items with defective images which are found
when the package is inspected.
– The reward system for packers is based on the throughput of packages rather than the quality of packing. In the past
many manufacturing organisations have valued productivity more than quality and reflected this in their reward system.
This is the case at UPC where faults in packing are not reflected in the reward system of the packers. In fact, the very
opposite appears to be true. Packers are incentivised to pack quickly, not effectively. Beckford suggests that ‘a major
barrier to quality may be built into the reward system of the organisation’.
– There is evidence that the inspection team has participated in the achievement of the required throughput targets by
passing packages that did not meet the required quality. This is clearly giving the wrong message, but the inspection
team is only reflecting the need for the company to meet certain deadlines.
Quality Assurance
Quality Assurance (QA) is the part of quality management focused on providing confidence that quality requirements will be
fulfilled. It may be defined as a set of procedures designed to ensure that quality standards and processes are adhered to and
that the final product meets or exceeds the required technical and performance requirements. Quality assurance covers
activities such as product design, development, production, installation and servicing. It also sets the pre-determined
standards required for effective quality control. If quality control is primarily concerned with detecting defective products, then
quality assurance is primarily about the prevention of quality problems through planned and systematic activities.
There is little evidence of quality assurance at UPC. However, the company may wish to consider:
– Setting quality targets and delegating responsibility for achieving those targets to the people who are meant to achieve
them. In UPC it would be preferable to give responsibility for product quality to the employees who actually make the
products and to reflect this in their reward structure. One of the roles of QA is to enable quality improvement initiatives.
A possible initiative is to investigate the purchasing of imaging machines (or adopting the current ones) with a facility
to automatically assess the accuracy of the image before printing. If the image falls outside certain tolerances then it
may be feasible for the machine to automatically adjust it before printing. If these machines were installed, it would be
the responsibility of QA to ensure that they were calibrated correctly and to verify that every product had undergone the
necessary check.
– QA also offers quality advice and expertise and trains employees in quality matters. They would set standards for
materials used in packing and establish systems for monitoring raw materials sent by suppliers to ensure that these
standards were met. It may also be possible to improve how items are physically laid out in the package to reduce the
chance of damage. The internal layout of the packages may be constructed in such a way that they only allow products
to be packed in a prescribed pattern. QA would be involved in defining that prescribed pattern and training packers to
use it – as well as subsequently monitoring that the prescribed pattern had been followed.
– The increased importance of quality means that many customers now demand some proof that the supplier is capable
of consistently producing quality products. This proof is part of the ‘confidence’ factor of QA and may be demonstrated
by a third party certification, such as ISO 9000. Certification helps show the customer that the supplier has a
commitment to consistently supplying a quality product. QA will be concerned with gaining and maintaining such
certification and this should assist the company in securing and retaining contracts.
At UPC the current inspection team is focused on QC. The responsibility for this should be moved to the production process
itself or to the people who actually undertake that process. The inspection team could then focus on QA, setting standards
for quality, establishing how those standards should be monitored, and then ensuring that such monitoring is being
performed. In making this transition, the company will move to a culture of attempting to prevent faults rather than relyingsolely on detecting them.

正确答案：
(b) Developing a shared culture will be one of the key determinants of whether the anticipated benefits of the acquisition actually
materialise. Due diligence procedures before the merger should have established the key people issues. This will include
reviewing the two management styles and cultures. Clearly these are very different, looking at internal communication pre
and post acquisition, understanding the nature of reward systems in the firm to be acquired, assessing the nature of training
programmes in the firm both before and after the acquisition and attempting to gauge existing employee attitudes towards
Papier Presse and the likely reaction to the acquisition. Reviewing areas where there have been significant staff problems and
consequent negotiations will also be an important clue as to employee attitudes and morale. ‘Hard’ people issues including
pensions, management rewards, health insurance and redundancy terms will need to be realistically assessed and the
implications for both the price paid for the company and subsequent integration fully understood. All too often the compelling
strategic vision for the enlarged company ignores the people costs involved and the time needed to develop shared HR
systems.
Many models on culture and culture management could help to achieve a successful transition. Mintzberg’s cultural or
organisational configuration model, which would facilitate an understanding of the difference in structures and systems, could
be a useful starting point. DPP comes from a divisionalised company where the middle line managers are given considerable
autonomy in achieving agreed levels of performance. Papier Presse, with its dominance by family ownership and
management, could be argued to be entrepreneurial in character, where the owner/managers at the strategic apex of the
company operate a ‘hands-on’ approach and direct control of subordinates. Reconciling these different cultures and structures
will not be an easy task.
Lewin’s 3-step model of change can be used in helping a positive culture emerge from the combining of the two companies.
There is a need to unfreeze the current situation in which employees of both organisations are likely to be reluctant or resistant
to change. There needs to be a clear understanding of who does what in the new organisation – leadership and the role of
the French owners will be a critical factor in successfully changing the culture. Robbins emphasises the need for positive top
management role models in promoting and communicating the need for a change in culture. Policies to affect change on both
the hard and soft factors referred to above need to be in place to move the integration forward. A clear timescale and vision
for change will be a key part of the change process. Finally the systems will need to be in place to re-freeze or rather reinforce
the attitudes and behaviours necessary to achieve success in the merged organisation. Operating across national borderscreates real culture issues to be solved as shown in studies by Hofstede and Bartlett and Ghoshal.