内蒙古考生注意:在ACCA考试中提前交卷后果怎么样?不堪设想……
发布时间:2020-01-09
近期,有不少第一次备考ACCA考试的小伙伴来咨询51题库考试学习网,问:考试能不能提前交卷呢?在这里告诉大家,根据考试的相关规定是不允许的。什么?还有些小伙伴不知道考试时应当注意些什么?没关系,现在了解还来得及,51题库考试学习网这就将相关注意事项告诉大家:
ACCA考试之前注意事项:
1.考生必须准时到场考试,一旦迟到,考试时间不会延长。因此,再次强调考生必须时刻关注考试时间,以防迟到。
2.三小时答题时间及15分钟的读题时间以准考证时间为准。阅读过程中,考生可以浏览试题册,但是不能打开并书写答题册。如果违法相关规定,有可能会取消考试资格
3.需要注意的还有,考试开始一小时后,考生不允许再进入考场。
4.直到考试结束,考生才允许离开考场。
5.如果考生要求短时间离开考场,必须有监考人员陪同。
6.不得私自携带手机等电子工具,考生必须将书包和公文包放置监考人员规定处。
7.对于笔考的科目,考生只能用黑色圆珠笔作答。
8.考生必须确认自己参加的考试的代号与准考证上的考试科目代号一致。
ACCA考试时的注意事项有哪些?
1.在新版的考生答题册上(candidate answer booklet)的第一页仔细填涂以下项目
1)考试的科目和版本(注:如P2,应填INT;F4填写ENG;F6填写UK等)
2)考场代码(包括Hall code)考场名字和座位号
3)以上信息均在你个人的准考证(Exam Attendance Docket)上有显示;
2.在新的一页上开始每答一道新题,要在这页上部填涂题号;
3.所有答题均使用黑色圆珠笔作答,(铅笔,黑色签字笔,荧光笔等不允许);
4.答错可划掉错误的答案,不允许使用涂改液;51题库考试学习网建议考生在不确定答案的时候最好不要填写,卷面也是影响得分的一大因素
5.不能将答案写在答题纸边缘及答题本两页的中间位置,否则将视为无效作答;
学生如需要,可索要第二本答题本,第二本答题本上同样必须填写完整个人信息。
当然,对于笔考,机考的确是有些差别的。这主要体现在:
1、大题部分需要通过计算机进行解答,相较于笔试,计算机打字能力和某些公式的熟练度会间接地影响考试结果;
2、考试时间有所不同。目前,应用技能课程的机考时间均为3个小时,而战略课程的笔试一般为3小时15分钟,SBL为4个小时。因此,考试在考试之前需要提前了解是机考还是笔考,以免出现战略层面上的失误。
以上ACCA考试的注意事项大家要提高警觉哦,遇到了上文提到以外突发事故及时向监考老师提出来,听从监考老师的安排即可,不要因为突发事件而影响了自己的考试心态从而影响到成绩。调整好心态,重新积极考试!~
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。
(b) Explain the principal audit procedures to be performed during the final audit in respect of the estimated
warranty provision in the balance sheet of Island Co as at 30 November 2007. (5 marks)
(b) ISA 540 Audit of Accounting Estimates requires that auditors should obtain sufficient audit evidence as to whether an
accounting estimate, such as a warranty provision, is reasonable given the entity’s circumstances, and that disclosure is
appropriate. One, or a combination of the following approaches should be used:
Review and test the process used by management to develop the estimate
– Review contracts or orders for the terms of the warranty to gain an understanding of the obligation of Island Co
– Review correspondence with customers during the year to gain an understanding of claims already in progress at the
year end
– Perform. analytical procedures to compare the level of warranty provision year on year, and compare actual to budgeted
provisions. If possible disaggregate the data, for example, compare provision for specific types of machinery or customer
by customer
– Re-calculate the warranty provision
– Agree the percentage applied in the calculation to the stated accounting policy of Island Co
– Review board minutes for discussion of on-going warranty claims, and for approval of the amount provided
– Use management accounts to ascertain normal level of warranty rectification costs during the year
– Discuss with Kate Shannon the assumptions she used to determine the percentage used in her calculations
– Consider whether assumptions used are consistent with the auditors’ understanding of the business
– Compare prior year provision with actual expenditure on warranty claims in the accounting period
– Compare the current year provision with prior year and discuss any fluctuation with Kate Shannon.
Review subsequent events which confirm the estimate made
– Review any work carried out post year end on specific faults that have been provided for. Agree that all costs are included
in the year end provision.
– Agree cash expended on rectification work in the post balance sheet period to the cash book
– Agree cash expended on rectification work post year end to suppliers’ invoices, or to internal cost ledgers if work carried
out by employees of Island Co
– Read customer correspondence received post year end for any claims received since the year end.
(c) (i) Identify and describe FOUR quality control procedures that are applicable to the individual audit
engagement; and (8 marks)
(c) (i) ISQC 1 Quality Control for Firms That Perform. Audits and Reviews of Historical Financial Information and Other
Assurance and Related Services Engagements provides guidance on the overall quality control systems that should be
implemented by an audit firm. ISA 220 Quality Control for Audits of Historical Financial Information specifies the quality
control procedures that should be applied by the engagement team in individual audit assignments.
Procedures include the following:
Client acceptance procedures
There should be full documentation, and conclusion on, ethical and client acceptance issues in each audit assignment.
The engagement partner should consider whether members of the audit team have complied with ethical requirements,
for example, whether all members of the team are independent of the client. Additionally, the engagement partner should
conclude whether all acceptance procedures have been followed, for example, that the audit firm has considered the
integrity of the principal owners and key management of the client. Other procedures on client acceptance should
include:
– Obtaining professional clearance from previous auditors
– Consideration of any conflict of interest
– Money laundering (client identification) procedures.
Engagement team
Procedures should be followed to ensure that the engagement team collectively has the skills, competence and time to
perform. the audit engagement. The engagement partner should assess that the audit team, for example:
– Has the appropriate level of technical knowledge
– Has experience of audit engagements of a similar nature and complexity
– Has the ability to apply professional judgement
– Understands professional standards, and regulatory and legal requirements.
Direction
The engagement team should be directed by the engagement partner. Procedures such as an engagement planning
meeting should be undertaken to ensure that the team understands:
– Their responsibilities
– The objectives of the work they are to perform
– The nature of the client’s business
– Risk related issues
– How to deal with any problems that may arise; and
– The detailed approach to the performance of the audit.
The planning meeting should be led by the partner and should include all people involved with the audit. There should
be a discussion of the key issues identified at the planning stage.
Supervision
Supervision should be continuous during the engagement. Any problems that arise during the audit should be rectified
as soon as possible. Attention should be focused on ensuring that members of the audit team are carrying out their work
in accordance with the planned approach to the engagement. Significant matters should be brought to the attention of
senior members of the audit team. Documentation should be made of key decisions made during the audit engagement.
Review
The review process is one of the key quality control procedures. All work performed must be reviewed by a more senior
member of the audit team. Reviewers should consider for example whether:
– Work has been performed in accordance with professional standards
– The objectives of the procedures performed have been achieved
– Work supports conclusions drawn and is appropriately documented.
The review process itself must be evidenced.
Consultation
Finally the engagement partner should arrange consultation on difficult or contentious matters. This is a procedure
whereby the matter is discussed with a professional outside the engagement team, and sometimes outside the audit
firm. Consultations must be documented to show:
– The issue on which the consultation was sought; and
– The results of the consultation.
16 Which of the following events between the balance sheet date and the date the financial statements are
authorised for issue must be adjusted in the financial statements?
1 Declaration of equity dividends.
2 Decline in market value of investments.
3 The announcement of changes in tax rates.
4 The announcement of a major restructuring.
A 1
A 1 only
B 2 and 4
C 3 only
D None of them
3 At a recent international meeting of business leaders, Seamus O’Brien said that multi-jurisdictional attempts to
regulate corporate governance were futile because of differences in national culture. He drew particular attention to
the Organisation for Economic Co-operation and Development (OECD) and International Corporate Governance
Network (ICGN) codes, saying that they were, ‘silly attempts to harmonise practice’. He said that in some countries,
for example, there were ‘family reasons’ for making the chairman and chief executive the same person. In other
countries, he said, the separation of these roles seemed to work. Another delegate, Alliya Yongvanich, said that the
roles of chief executive and chairman should always be separated because of what she called ‘accountability to
shareholders’.
One delegate, Vincent Viola, said that the right approach was to allow each country to set up its own corporate
governance provisions. He said that it was suitable for some countries to produce and abide by their own ‘very
structured’ corporate governance provisions, but in some other parts of the world, the local culture was to allow what
he called, ‘local interpretation of the rules’. He said that some cultures valued highly structured governance systems
while others do not care as much.
Required:
(a) Explain the roles of the chairman in corporate governance. (5 marks)
(a) Roles of the chairman in corporate governance
The chairman is the leader of the board of directors in a private or public company although other organisations are often run
on similar governance lines. In this role, he or she is responsible for ensuring the board’s effectiveness as a unit, in the service
of the shareholders. This means agreeing and, if necessary, setting the board’s agenda and ensuring that board meetings
take place on a regular basis.
The chairman represents the company to investors and other outside stakeholders/constituents. He or she is often the
‘public face’ of the organisation, especially if the organisation must account for itself in a public manner. Linked to this,
the chairman’s roles include communication with shareholders. This occurs in a statutory sense in the annual report
(where, in many jurisdictions, the chairman must write to shareholders each year in the form. of a chairman’s statement)
and at annual and extraordinary general meetings.
Internally, the chairman ensures that directors receive relevant information in advance of board meetings so that all
discussions and decisions are made by directors fully apprised of the situation under discussion. Finally, his or her role
extends to co-ordinating the contributions of non-executive directors (NEDs) and facilitating good relationships between
executive and non-executive directors.
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