如何成为ACCA会员，需要哪些必要条件呢？

发布时间：2020-02-19

最近，有小伙伴问，想成为ACCA会员需要具备什么条件？这是很多小伙伴在关注的问题。那么，今天，51题库考试学习网来给大家普及一下吧！

根据2007年1月1日开始实行的新大纲，成为ACCA会员的必要条件是要完成“三个E”，具体指的是：

1. 通过ACCA专业资格大纲13门课程的考试；

2. 至少三年的相关工作经验；

3. 完成道德测试。

对在2007年1月1日之前注册的学员，完成在线职业操守训练课程不作为申请会员的必要条件，但ACCA鼓励学员完成这一课程。

ACCA开发了道德测试模块，以检验学员职业操守的价值观和行为。ACCA鼓励学员在报考课程战略阶段课程时就开始在网上学习职业操守的课程。学员可以自己灵活掌握学习时间，但是必须在申请会员之前完成课程的学习。

实践经验要求：

1. 具备工作经验是成为会员的一个非常重要的条件。在参加ACCA考试之前、考试期间、考试完成之后取得的工作经验ACCA都认可。

2. 成为ACCA会员必须具备相关的专业知识和能力，必须在职业道德、公司治理、绩效管理、沟通交流、财务报告、财务管理、审计、税务等方面达到相应的水平。

3. ACCA新大纲制定了20项有实践经验要求的绩效考核指标，要成为会员必须达到13项，其中9项是必须达到的关键要素，剩余4项从11个可选项中选择。

工作经验记录 ：

1. ACCA设计了学员发展矩阵以便学员通过回答相关问题，记录自己在工作中达到的绩效考核指标。

2. TDM有在线和书面两种形式。当一项工作成绩记录被上司认可签字，ACCA将认可会员申请者满足了相应领域的绩效考核指标。该项纪录可以通过网络提交，也可以书面提交。

年度报告要求 ：

1. 为了跟踪了解会员申请者的专业能力和职业发展，ACCA要求会员申请者在每年的最后一个季度提交年度报告。在报告中，申请者要阐明当年在哪个要素领域达到了绩效考核指标、在相关的岗位工作了多长时间。

2. 该报告可以通过网络提交，也可以书面提交。特别要说明的是，如果会员申请者所在的工作单位是ACCA的黄金或白金级认可雇主，申请者无须填写详细的TDM，只需在年度报告中声明这一点即可。

 监督指导：会员申请者在工作中要有一名指导人对其在以下方面进行监督指导：

1. 选择绩效考核的领域；

2. 设定要达到的工作绩效的目标和时间；

3. 提供适当的条件和支持；

4. 定期进行审核评估。 指导人可以是申请人的直接上司、所在单位的部门经理或其他个人。

好了，看了上面的内容，相信大家对如何成为ACCA会员以及所需的条件有了一定的了解。如果还想了解更多信息，欢迎来51题库考试学习网留言。

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。

(ii) Recommend which of the refrigeration systems should be purchased. You should state your reasons

which must be supported by relevant calculations. (3 marks)

正确答案：

2 David Gould set up his accounting firm, providing accounting services to small businesses, in 2001. Within three

years his fee income was in excess of ￡100K a year and he had nearly 100 clients most of whom had been gained

through word of mouth. David recognised that these small or micro businesses, typically employing ten or fewer

people, were receiving less than satisfactory service from their current accountants. These accounting firms typically

had between five and ten partners and operated regionally and not nationally. Evidence of poor service included

limited access to their particular accountant, poor response time to clients’ enquiries and failure to identify

opportunities to save clients money. In addition bad advice, lack of interest in business development opportunities for

the client and poor internal communication between the partners and their staff contributed to client dissatisfaction.

David has deliberately kept the costs of the business down by employing three part-time accountants and relying on

his wife to run the office.

David had recently met Ian King who ran a similar sized accounting firm. The personal chemistry between the two

and complementary skills led to a partnership being proposed. Gould and King Associates, subject to securing the

necessary funding, is to be launched in September 2006. David is to focus on the business development side of the

partnership and Ian on the core services provided. Indicative of their creative thinking is David’s conviction that

accounting services are promoted very inadequately with little attempt to communicate with clients using the Internet.

He is also convinced that there are real opportunities for the partnership to move into new areas such as providing

accountancy services for property developers, both at home and abroad. Ian feels that the partnership should set up

its own subsidiary in India, enjoying the benefits of much cheaper accountancy staff and avoiding the costs and

complications of outsourcing their core accounting services. Ian sees fee income growing to ￡2 million in five years’

time.

David has been asked by his bank to provide it with a business plan setting out how the partnership intends to grow

and develop.

Required:

(a) Write a short report for David giving the key features that you consider to be important and that you would

expect to see in the business plan for the Gould and King partnership that David has to present to his bank.

(12 marks)

正确答案：
(a) To: David Gould
From:
Writing a business plan is a critical stage in moving an idea for a business into a reality. The reality includes presenting a
convincing case to potential financers of the business, be they banks or venture capitalists. The key ingredients include clearly
saying what you plan to do and why people should want to buy your particular service. Experts warn of starting with a detailed
cash flow and then working backwards to make the numbers fit. You should regard the business plan as a management tool
and not simply a sales document. Again, the advice is to make credible and achievable projections; it is better to exceed low
targets than fail to achieve over-ambitious ones. Many business plans are based on deeply flawed research. Key to your
business success will be the size of your target market. There is much evidence to suggest that it is the make-up of the team
presenting the plan and their commitment rather than the business idea itself that will determine whether the necessary
financial support is made.
Clearly, you need to say how much money you require and why. Again the advice is not to be afraid to ask for large amounts
if your business requires it. Linked to how much you want is a clear statement of the return the investor or lender will get –
how much of the equity are you willing to give or what security can you offer the lender? Figure are important and you need
projected cash flows, profit and loss accounts and balance sheets for at least three years ahead. Potential investors and/or
lenders are likely to be impressed by a plan which clearly indicates where the major risks are to be found and the strategies
available to handle such risks.
There needs to be a clear statement of the major steps and milestones on the way to achieving your goals. Where are you
now, where do you intend to be and how are you going to get there. One expert argues there are three elements of the plan
itself – an executive summary pulling together the key points in your proposal, secondly the plan itself and finally an ‘elevator
pitch’, a one paragraph description that explains the business in the time it takes to go up in a lift.
In summary, your business plan should contain an executive summary as explained above, the objectives of the business,
including key financial targets and the philosophy of the business, the target market and relevant forecasts, the range of
products/services, the marketing strategy linked to the target markets, resource availability, people and organisation involved,
performance measurement to measure progress towards stated objectives and a summary of financial information.
One final point is to remember that no business plan ever was carried out exactly! In many ways it is the quality of the thinking
the plan includes and the actual process through which it is developed that will determine success.
Yours,

(b) Analyse THREE potential problems, based solely on the information provided above, that TMC might

encounter in the acquisition of CBC. (5 marks)

正确答案：
(b) Three potential problems that TMC might encounter in the proposed acquisition of CBC are as follows:
(i) TMC is forecast to have a 22% share of the market for disposable nappies at the end of 2008. If TMC was to acquire
CBC at that time it would then have a market share of ($681m + $155m)/$3,095m = 27%. Much will depend on
prevailing legislation. For example, in the UK it might be the case that the Director General of Fair Trading may ask the
Competition Commission (CC) to investigate if any organisation controls 25% or more of the market. The Secretary of
State may do likewise in circumstances where the proposed takeover would lead to the creation of a firm that would
control 25% or more of the market. (Similar examples from other countries would be equally acceptable.)
(ii) The directors of TMC need to be aware of the precise nature of the cultural problems that CBC has experienced during
recent years as this could be very damaging to its business if the acquisition of CBC goes ahead. In an extreme case
the organisational cultures of TMC and CBC might be incompatible. The directors of TMC need to make a very careful
assessment as to whether it would be possible to transform. a negative culture into a positive one. If they consider that
this would prove to be very difficult then they might be best advised not to proceed with the acquisition.
(iii) The directors of TMC have no experience of managing such acquisitions and this might mean that the integration of CBC
into TMC would prove problematic. It is probable that the systems are different as well as the management styles,
employee skills and business infrastructure.
(Alternative relevant discussion would be acceptable)

声明：本文内容由互联网用户自发贡献自行上传，本网站不拥有所有权，未作人工编辑处理，也不承担相关法律责任。如果您发现有涉嫌版权的内容，欢迎发送邮件至：contact@51tk.com 进行举报，并提供相关证据，工作人员会在5个工作日内联系你，一经查实，本站将立刻删除涉嫌侵权内容。

站内搜索
热门标签