如果你是重庆市考生,教你几招,轻松让你在ACCA考试中保持专注!

发布时间:2020-01-10


不管是职场,生活,你都不可能在一长段时间内只专注一件事。而在面对ACCA考试有那么多门考试科目,怎样才能不手忙脚乱呢?因此,51题库考试学习网在这里教大家如何在考场中能够高度专注的考试,不会被其他琐事影响,从而影响考试成绩的小技巧。

首先,我们要消除一个思维误区。

人是不能进行真正的“多线程工作”的。你的大脑不可能像电脑那样,开着好几个后台,例如:一边放着音乐,一边让你聊微信,一边下载电影

你必须在某个时间段只专注一件事。

回想一下,你复习高数的时候,想着A考,看似是一心二用,但实际上你是复习了一会儿高数,然后想了一会儿A考,你努力把神思拉回来,又复习了一会儿高数,然后思维又切换到A考……

实际上你的大脑在某个时间点只集中在一件事情上,但因为它的重点在不停切换,造成了你大脑一片混沌,手忙脚乱的错觉。

有一个小实验是这样的:

所以复习效率低,也是因为你的思维在不停切换,浪费了大量不必要的时间。并且忙了大半天也没有任何一科有明显进展,这时沮丧挫败灰心自责一系列负面情绪都扑过来了,会让学习陷入恶性循环。

那到底要如何从容面对考试呢?

多线程任务,不是同时做多件事,而是将一个时间段划分好几份,来分配给不同任务。所以多线程学习的核心其实是任务管理。

我们只需要确定哪个时间段要做哪个任务,然后保证一段时间只做一件事。

比如上午集中复习高数,下午集中复习思修,晚上集中复习A考,甚至,也可以先集中复习期末,再专心复习A考。

这里51题库考试学习网提供几个方法:

1. 对时间进行规划。

比如3天以后要考思修,那么你就需要规划这3天,你每天要花多少时间来复(yu)习(xi)思修。你将每一科的计划按紧急程度列出来,写下每天每一科需要进行到什么进度。

这时你就有了每天的小目标。

2. 每天总结自己的进度条更新到哪里了。

建议还是要每天列出to do list,将目标尽量细化,然后在完成每个小任务之后打个勾。

这个习惯看上去非常鸡肋没用,其实超级有必要。这就像你在电脑上完成了一项工作,然后点击了保存。这样的仪式感会提醒我们,让我们的大脑更清楚:这件事已经做完了,可以松一口气不用再想它了。

3. 不一定要先做最紧急的事,先做最重要的事。

甚至,如果你的大脑坚持要每五分钟就从高数切换到思修,那建议你先背一会儿思修,将进度条拉长一点,消除你的焦虑以后再去安心刷高数。

4. 接受自己的不完美。

考A的同学一般都比较有上进心,对自己要求比较高。

一方面这是好事,能让你不断督促自己努力,进步;一方面这样的性格也容易让你苛责自己,产生自责感。所以经常会有同学,一遇到没有头绪的时候就开始心态崩坏,结局通常是越做越糟。

这里学姐要说的就是,偶尔发挥失常,进入状态困难是每个人都会出现的状况。如果遇到这种情况,不要轻易否定自己的能力。首先我们要相信自己可以应对,这样我们才能真正做到有条理,少出错。

如何保持长时间的专注?

除了手忙脚乱之外,很多同学还有一个问题,就是备考的时候忍不住玩手机。看书五分钟,聊八卦两小时,这种现象实在非常普遍。

很多狠人会采取最简单粗暴的方法:不带手机去图书馆。

但是如果我要查单词,信息检索,甚至要联络别人怎么办?况且以后大家工作要提高效率,也不可能使用关掉手机拒绝诱惑这种方法。

所以我们要如何在干扰的情况下,做到长时间的专注呢?

(1)先从能够快速集中注意力的事情做起。

备考时,每天在备考前抄一遍字帖。

一方面,这样难度不高又不那么吸引注意力的工作会让我的心静下来

ACCAer们也可以想想有什么类似的事情是可以让自己平静专注下来,又不容易沉迷的。在每天复习前先做一遍这件事,有一个良好的开端。

(2)尽量让手参与进来。

如果实在很难集中注意力,就采取抄书的方式。因为光看书,你很容易就跳过内容,尤其是那些很难的重点。而手写的速度慢,并且需要输出,所以你的大脑一定会对信息进行处理的。

但这个方法只在你发现心思非常浮躁的时候有效,大多数时候,你还是需要一边理解一边输出。

这时候就不要只是把内容照抄下来而已了。你需要做的,就是将书本上的重点语句换一种表达方式写下来。这时候你的大脑才会去主动思考。

此外,画思维导图也是很好的方法,寻找每个知识点之间的联系,并对下一节知识内容进行预期。

最后,提醒大家要适当地拒绝舒适。

 


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。

JOL Co was the market leader with a share of 30% three years ago. The managing director of JOL Co stated at a

recent meeting of the board of directors that: ‘our loss of market share during the last three years might lead to the

end of JOL Co as an organisation and therefore we must address this issue immediately’.

Required:

(b) Discuss the statement of the managing director of JOL Co and discuss six performance indicators, other than

decreasing market share, which might indicate that JOL Co might fail as a corporate entity. (10 marks)

正确答案:
(b) It would appear that JOL’s market share has declined from 30% to (80 – 26)/3 = 18% during the last three years. A 12%
fall in market share is probably very significant with a knock-on effect on profits and resultant cash flows. Obviously such a
declining trend needs to be arrested immediately and this will require a detailed investigation to be undertaken by the directors
of JOL. Consequently loss of market share can be seen to be an indicator of potential corporate failure. Other indicators of
corporate failure are as follows:
Six performance indicators that an organisation might fail are as follows:
Poor cash flow
Poor cash flow might render an organisation unable to pay its debts as and when they fall due for payment. This might mean,
for example, that providers of finance might be able to invoke the terms of a loan covenant and commence legal action against
an organisation which might eventually lead to its winding-up.
Lack of new production/service introduction
Innovation can often be seen to be the difference between ‘life and death’ as new products and services provide continuity
of income streams in an ever-changing business environment. A lack of new product/service introduction may arise from a
shortage of funds available for re-investment. This can lead to organisations attempting to compete with their competitors with
an out of date range of products and services, the consequences of which will invariably turn out to be disastrous.
General economic conditions
Falling demand and increasing interest rates can precipitate the demise of organisations. Highly geared organisations will
suffer as demand falls and the weight of the interest burden increases. Organisations can find themselves in a vicious circle
as increasing amounts of interest payable are paid from diminishing gross margins leading to falling profits/increasing losses
and negative cash flows. This leads to the need for further loan finance and even higher interest burden, further diminution
in margins and so on.
Lack of financial controls
The absence of sound financial controls has proven costly to many organisations. In extreme circumstances it can lead to
outright fraud (e.g. Enron and WorldCom).
Internal rivalry
The extent of internal rivalry that exists within an organisation can prove to be of critical significance to an organisation as
managerial effort is effectively channeled into increasing the amount of internal conflict that exists to the detriment of the
organisation as a whole. Unfortunately the adverse consequences of internal rivalry remain latent until it is too late to redress
them.
Loss of key personnel
In certain types of organisation the loss of key personnel can ‘spell the beginning of the end’ for an organisation. This is
particularly the case when individuals possess knowledge which can be exploited by direct competitors, e.g. sales contacts,
product specifications, product recipes, etc.

(b) Criticise the internal control and internal audit arrangements at Gluck and Goodman as described in the case

scenario. (10 marks)

正确答案:
(b) Criticisms
The audit committee is chaired by an executive director. One of the most important roles of an audit committee is to review
and monitor internal controls. An executive director is not an independent person and so having Mr Chester as chairman
undermines the purpose of the committee as far as its role in governance is concerned.
Mr Chester, the audit committee chairman, considers only financial controls to be important and undermines the purpose of
the committee as far as its role in governance is concerned. There is no recognition of other risks and there is a belief that
management accounting can provide all necessary information. This viewpoint fails to recognise the importance of other
control mechanisms such as technical and operational controls.
Mr Hardanger’s performance was trusted without supporting evidence because of his reputation as a good manager. An audit
committee must be blind to reputation and treat all parts of the business equally. All functions can be subject to monitor and
review without ‘fear or favour’ and the complexity of the production facility makes it an obvious subject of frequent attention.
The audit committee does not enjoy the full support of the non-executive chairman, Mr Allejandra. On the contrary in fact,
he is sceptical about its value. In most situations, the audit committee reports to the chairman and so it is very important
that the chairman protects the audit committee from criticism from executive colleagues, which is unlikely given the situation
at Gluck and Goodman.
There is no internal auditor to report to the committee and hence no flow of information upon which to make control decisions.
Internal auditors are the operational ‘arms’ of an audit committee and without them, the audit committee will have little or no
relevant data upon which to monitor and review control systems in the company.
The ineffectiveness of the internal audit could increase the cost of the external audit. If external auditors view internal controls
as weak they would be likely to require increased attention to audit trails, etc. that would, in turn, increase cost.

(c) State any reliefs Bob could claim regarding the fall in value of his shares in Willis Ltd, and describe how the

operation of any such reliefs could reduce Bob’s taxable income. (4 marks)

Relevant retail price index figures are:

September 1990 129·3

April 1998 162·6

December 2004 189·9

正确答案:
(c) Claims for capital losses
Where the value of shares (a chargeable asset) has become negligible (defined as <5% of the original cost), a claim can be
made to treat the asset as though it was sold and then immediately reacquired for its current market value. This is known as
a negligible value claim.
The sale and reacquisition is treated as taking place at the time that the claim is made or at a specified time (up to 2 years
before the start of the tax year in which the claim was made) if the asset was of negligible value at that time.
As the loss is on unquoted shares, a further relief (s.574 ICTA 1988) allows the loss to be relieved against the total income
of the taxpayer for the year in which the loss arose, and/or against the total income of the previous year.
Losses are first relieved against current year income, with any excess being available for offset against the prior year’s income.
Bob can therefore make a negligible value claim as at 1 December 2004. This will give rise to a loss of £14,500
(£500 – £15,000) which will be deemed to arise in the year 2004/05. By doing so, his taxable income for that year will be
reduced from £36,875 to £22,375.

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