acca考试只能用英语吗?

发布时间：2021-04-23

众所周知Acca考试全称为国际注册会计师考试，是一门来自英国的财会证书，考试都是全英语的，并且是全球统考。因为是全球统考，所以不论是在国内还是国外报考，考试语言都是全英语的。为了方便大家学习，下面给大家带来一些相关的学习技巧。

英语零基础如何学习ACCA

ACCA里很多是会计相关的专业词汇，而我们平时学的英语单词在考试中很少用上，语法建议大家可以看看，如果对语法不了解，就很有可能读不懂对应的意思，在学ACCA的过程中，有很多人即使英语成绩很差，也能通过。其实原因很简单，多做题，多找关键词。如果对自己的英语水平实在没有信心的话建议可以报个学习班，因为老师解释的时候都用中文，这样就不用查字典了，况且不少专业词汇的用法在普通字典里是查不到的。

ACCA对英语水平的要求很高吗?

ACCA的证书考试对于有基础的就不会觉得特别难，对于零基础或者基础较为薄弱的会的觉得要困难一些，在国内的通过率高于全球其他地方，因此国内的考生基本不用担心语言方面带来的困难。

ACCA对英语水平的要求其实也不是很高，一般考过四、六级的学生在看ACCA教材的时候应该不会有很大的困难。毕竟ACCA考试的词汇量其实很有限，主要是一些专业上的单词术语，看的教材和做过的习题多了自然就会发现很多单词都是重复出现的，刚入门的时候或许你会觉得他们很陌生，当一科完整学习下来以后你就能够非常熟悉这些单词和句式的表达了。所以建议大家平时多背背单词，语法忘了可以看看语法。总的来说其实就是多做题，找关键词，根据自身情况查漏补缺。

还有一种情况就是，非英国学生考试答题中出现的英语口语错误和拼写错误是不扣分的。所以，当你不是很了解一个东西时，不要轻易放弃，去深入了解以下，你就会发现其实它很简单。只需要掌握特定的专业词汇，参考历年真题考官答案中的一些专业句式表达，就能够轻松应对考试。

Acca 考试并没有我们现象的那么难，只要肯下功夫，多花时间，我相信大家都能学好的，最后祝愿大家都可以考试通过，取得满意的成绩。

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。

(c) For commercial reasons, Damian believes that it would be sensible to place a new holding company, Bold plc,

over the existing company, Linden Limited. Bold plc would also be unquoted and would acquire the existing

Linden Limited shares in exchange for the issue of its own shares.

If the new structure is implemented, Bold plc will provide management services to Linden Limited, but the

amount that will be charged for these services is yet to be determined.

Required:

(i) State the capital gains tax (CGT) issues that Damian should be aware of before disposing of his shares

in Linden Limited to Bold plc. Your answer should include details of any conditions that will need to be

satisfied if an immediate charge to tax is to be avoided. (4 marks)

正确答案：
(c) (i) The proposed transaction broadly falls under the ‘paper for paper’ rules. Where this is the case, chargeable gains do not
arise. Instead, the new holding stands in the shoes (and inherits the base cost) of the original holding.
The company issuing the new shares must:
(i) end up with more than 25% of the ordinary share capital or a majority of the voting power of the old company,
OR
(ii) make a general offer to shareholders in the old company with a condition which would give the acquiring company
control of the company if accepted.
The exchange must be for bona fide commercial reasons and not have as its main purpose (or one of its main purposes)
the avoidance of capital gains tax or corporation tax.
The issue of shares by Bold plc satisfies these conditions, thus Damian, as a shareholder of Linden Limited, will not be
taxed on the exchange of shares.

5 GE Railways plc (GER) operates a passenger train service in Holtland. The directors have always focused solely on

the use of traditional financial measures in order to assess the performance of GER since it commenced operations

in 1992. The Managing Director of GER has asked you, as a management accountant, for assistance with regard to

the adoption of a balanced scorecard approach to performance measurement within GER.

Required:

(a) Prepare a memorandum explaining the potential benefits and limitations that may arise from the adoption of

a balanced scorecard approach to performance measurement within GER. (8 marks)

正确答案：
(a) To: Board of directors
From: Management Accountant
Date: 8 June 2007
The potential benefits of the adoption of a balanced scorecard approach to performance measurement within GER are as
follows:
A broader business perspective
Financial measures invariably have an inward-looking perspective. The balanced scorecard is wider in its scope and
application. It has an external focus and looks at comparisons with competitors in order to establish what constitutes best
practice and ensures that required changes are made in order to achieve it. The use of the balanced scorecard requires a
balance of both financial and non-financial measures and goals.
A greater strategic focus
The use of the balanced scorecard focuses to a much greater extent on the longer term. There is a far greater emphasis on
strategic considerations. It attempts to identify the needs and wants of customers and the new products and markets. Hence
it requires a balance between short term and long term performance measures.
A greater focus on qualitative aspects
The use of the balanced scorecard attempts to overcome the over-emphasis of traditional measures on the quantifiable aspects
of the internal operations of an organisation expressed in purely financial terms. Its use requires a balance between
quantitative and qualitative performance measures. For example, customer satisfaction is a qualitative performance measure
which is given prominence under the balanced scorecard approach.
A greater focus on longer term performance
The use of traditional financial measures is often dominated by financial accounting requirements, for example, the need to
show fixed assets at their historic cost. Also, they are primarily focused on short-term profitability and return on capital
employed in order to gain stakeholder approval of short term financial reports, the longer term or whole life cycle often being
ignored.
The limitations of a balanced scorecard approach to performance measurement may be viewed as follows:
The balanced scorecard attempts to identify the chain of cause and effect relationships which will provide the stimulus for
the future success of an organisation.
Advocates of a balanced scorecard approach to performance measurement suggest that it can constitute a vital component
of the strategic management process.
However, Robert Kaplan and David Norton, the authors of the balanced scorecard concept concede that it may not be suitable
for all firms. Norton suggests that it is most suitable for firms which have a long lead time between management action and
financial benefit and that it will be less suitable for firms with a short-term focus. However, other flaws can be detected in
the balanced scorecard.
The balanced scorecard promises to outline the theory of the firm by clearly linking the driver/outcome measures in a cause
and effect chain, but this will be difficult if not impossible to achieve.
The precise cause and effect relationships between measures for each of the perspectives on the balanced scorecard will be
complex because the driver and outcome measures for the various perspectives are interlinked. For example, customer
satisfaction may be seen to be a function of several drivers, such as employee satisfaction, manufacturing cycle time and
quality. However, employee satisfaction may in turn be partially driven by customer satisfaction and employee satisfaction
may partially drive manufacturing cycle time. A consequence of this non-linearity of the cause and effect chain (i.e., there is
non-linear relationship between an individual driver and a single outcome measure), is that there must be a question mark
as to the accuracy of any calculated correlations between driver and outcome measures. Allied to this point, any calculated
correlations will be historic. This implies that it will only be possible to determine the accuracy of cause and effect linkages
after the event, which could make the use of the balanced scorecard in dynamic industries questionable. If the market is
undergoing rapid evolution, for example, how meaningful are current measures of customer satisfaction or market share?
These criticisms do not necessarily undermine the usefulness of the balanced scorecard in presenting a more comprehensive
picture of organisational performance but they do raise doubts concerning claims that a balanced scorecard can be
constructed which will outline a clear cause and effect chain between driver and outcome measures and the firm’s financial
objectives.

2 Benny Korere has been employed as the sales director of Golden Tan plc since 1994. He earns an annual salary of

￡32,000 and is provided with a petrol-driven company car which has a CO2 emission rate of 187g/km and had a

list price when new of ￡22,360. In August 2003, when he was first provided with the car, Benny paid the company

￡6,100 towards the capital cost of the car. Golden Tan plc does not pay for any of Benny’s private petrol and he is

also required to pay his employer ￡18 per month as a condition of being able to use the car for private purposes.

On 1 December 2006 Golden Tan plc notified Benny that he would be made redundant on 28 February 2007. On

that day the company will pay him his final month’s salary together with a payment of ￡8,000 in lieu of the three

remaining months of his six-month notice period in accordance with his employment contract. In addition the

company will pay him ￡17,500 in return for agreeing not to work for any of its competitors for the six-month period

ending 31 August 2007.

On receiving notification of his redundancy, Benny immediately contacted Joe Egmont, the managing director of

Summer Glow plc, who offered him a senior management position leading the company’s expansion into Eastern

Europe. Summer Glow plc is one of Golden Tan plc’s competitors and one of the most innovative companies in the

industry, although not all of its strategies have been successful.

Benny has agreed to join Summer Glow plc on 1 September 2007 for an annual salary of ￡39,000. On the day he

joins the company, Summer Glow plc will grant him an option to purchase 10,000 ordinary shares in the company

for ￡2·20 per share under an unapproved share option scheme. Benny can exercise the option once he has been

employed for six months but must hold the shares for at least a year before he sells them.

The new job will require Benny to spend a considerable amount of time in London. Summer Glow plc has offered

Benny the exclusive use of a flat that the company purchased on 1 June 2003 for ￡165,000; the flat is currently

rented out. The flat will be made available from 1 September 2007. The company will pay all of the utility bills

relating to the flat as well as furnishing and maintaining it. Summer Glow plc has also suggested that if Benny would

rather live in a more central part of the city, the company could sell the existing flat and buy a more centrally located

one, of the same value, with the proceeds.

On 15 March 2007 Benny intends to sell 5,800 shares in Mahana plc, a quoted company, for ￡24,608. His

transactions in the company’s shares have been as follows:

￡

June 1988 Purchased 8,400 shares 6,744

February 1996 Sale of rights nil paid 610

January 2005 Purchased 1,300 shares 2,281

The sale of rights, nil paid, was not treated as a part disposal of Benny’s holding in Mahana plc.

Benny’s shareholding in Mahana plc represents less than 1% of the company’s issued ordinary share capital. He will

not make any other capital disposals in 2006/07.

In addition to his employment income, Benny receives rental income of ￡4,000 (net of deductible expenses) each

year. He normally submits his tax return in August but he has not yet prepared his return for 2005/06. He expects

to be very busy in December and January and is planning to prepare his tax return in late February 2007.

Required:

(a) Calculate Benny’s employment income for 2006/07. (4 marks)

正确答案：

 

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