ACCAF1考试-会计师与企业（基础阶段）章节练习(2020-10-10)

发布时间：2020-10-10

今天51题库考试学习网为大家带来ACCAF1考试-会计师与企业（基础阶段）章节练习题(18)，希望对你们备考有所帮助，备考的小伙伴一起来看看吧。

1. Which of the following does company law require a statement of financial position to give?

A A true and fair view of the profit or loss of the company for the financial year

B An unqualified (or \'clean\') report on the statement of affairs of the company as at the end of the financial year

C A true and fair view of the statement of affairs of the company as at the end of the financial year

答案：C

2. The following, with one exception, are areas in which an integrated accounting software package has advantages compared to a series of separate (stand-alone) dedicated programs. Which is the exception?

A Efficiency in updating data

B Flexibility in preparing reports

C Data integrity

D Specialised capabilities

答案：D

3. A ________is a program which deals with one particular part of a computerised business accounting system.

Which of the following terms correctly completes this definition?

A Suite

B Module

C Spreadsheet

D Database

答案：B

4. All the following, with one exception, are examples of advantages of a computer-based accounting system over a manual system. Which statement is the exception?

A Financial calculations can be performed more quickly and accurately

B Financial information can be presented to other business departments in a variety of forms

C There is much stronger provision for data security

D The system is easier to update as new information becomes available

答案：C

5. A spreadsheet software application may perform all of the following business tasks except one. Which one of the following is the exception?

A The presentation of numerical data in the form of graphs and charts

B The application of logical tests to data

C The application of \'What if?\' scenarios

D Automatic correction of all data entered by the operator into the spreadsheet

答案：D

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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) Advise Benny of the amount of tax he could save by delaying the sale of the shares by 30 days. For the

purposes of this part, you may assume that the benefit in respect of the furnished flat is ￡11,800 per

year. (3 marks)

正确答案：

 

(c) (i) Explain the capital gains tax (CGT) implications of a takeover where the consideration is in the form. of

shares (a ‘paper for paper’ transaction) stating any conditions that need to be satisfied. (4 marks)

正确答案：
(c) (i) Paper for paper rules
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 other company with a condition that, if satisfied, would give the
acquiring company control of the other company.
The exchange must be for bona fide commercial reasons and must not have as its main purpose (or one of its main
purposes) the avoidance of CGT or corporation tax. The acquiring company can obtain advance clearance from the
Inland Revenue that the conditions will be met.
If part of the offer consideration is in the form. of cash, a gain must be calculated using the part disposal rules. If the
cash received is not more than the higher of ￡3,000 or 5% of the total value on takeover, then the amount received in
cash can be deducted from the base cost of the securities under the small distribution rules.

(d) Describe the three stages of a formal grievance interview that Oliver might seek with the appropriate partner

at Hoopers and Henderson following the formal procedure. (9 marks)

正确答案：
Part (d):
Oliver should arrange a formal grievance interview with the appropriate partner. Both Oliver and the partner need to be aware that
the grievance interview follows three steps in a particular and logical order. The meeting between Oliver and the partner responsible
for human resources must be in a formal atmosphere.
The first stage is exploration. The manager or supervisor – in this case the partner responsible for human resources – must gather
as much information as possible. No solution must be offered at this stage. The need is to establish what is actually the problem;
the background to the problem (in this case the icy relationship between Oliver and David Morgan) and the facts and causes of
the problem – in this case the resentment felt by David Morgan over Oliver’s appointment.
The second stage is the consideration stage. This is undertaken by the appropriate manager or partner here, who must firstly check
the facts, analyse the causes of the complaint and evaluate possible solutions. The meeting may be adjourned if at this stage the
partner requires more time to fulfil this step.
The final stage is the reply. This will be carried out by the partner after he or she has reached and reviewed a conclusion. It is
important that the outcome is recorded in writing; the meeting and therefore the interview and procedure is only successful when
an agreement is reached.
If no agreement is reached then the procedure should be taken to a higher level of management.

5 Jones and Cousin, a public quoted company, operate in twenty seven different countries and earn revenue and incur

costs in several currencies. The group develops, manufactures and markets products in the medical sector. The growth

of the group has been achieved by investment and acquisition. It is organised into three global business units which

manage their sales in international markets, and take full responsibility for strategy and business performance. Only

five per cent of the business is in the country of incorporation. Competition in the sector is quite fierce.

The group competes across a wide range of geographic and product markets and encourages its subsidiaries to

enhance local communities by reinvestment of profits in local educational projects. The group’s share of revenue in a

market sector is often determined by government policy. The markets contain a number of different competitors

including specialised and large international corporations. At present the group is awaiting regulatory approval for a

range of new products to grow its market share. The group lodges its patents for products and enters into legal

proceedings where necessary to protect patents. The products are sourced from a wide range of suppliers, who, once

approved both from a qualitative and ethical perspective, are generally given a long term contract for the supply of

goods. Obsolete products are disposed of with concern for the environment and the health of its customers, with

reusable materials normally being used. The industry is highly regulated in terms of medical and environmental laws

and regulations. The products normally carry a low health risk.

The Group has developed a set of corporate and social responsibility principles during the period which is the

responsibility of the Board of Directors. The Managing Director manages the risks arising from corporate and social

responsibility issues. The group wishes to retain and attract employees and follows policies which ensure equal

opportunity for all the employees. Employees are informed of management policies, and regularly receive in-house

training.

The Group enters into contracts for fixed rate currency swaps and uses floating to fixed rate interest rate swaps. The

cash flow effects of these swaps match the cash flows on the underlying financial instruments. All financial

instruments are accounted for as cash flow hedges. A significant amount of trading activity is denominated in the

Dinar and the Euro. The dollar is its functional currency.

Required:

(a) Describe the principles behind the Management Commentary discussing whether the commentary should be

mandatory or whether directors should be free to use their judgement as to what should be included in such

a commentary. (13 marks)

正确答案：
(a) The purpose of the Management Commentary (MC) is to present a balanced and comprehensive analysis of the development
position and performance of the entity in the year. Additionally, it deals with the main trends and factors behind the
development, position and performance of the entity during the financial year and those factors which are likely to affect the
entity in the future. The MC should enable users to assess the strategies adopted by the entity and the potential success of
those strategies. The key principles are as follows:
– The MC should be seen through the eyes of the directors and should focus on those matters relevant to the members of
the company.
– The review should look forward, identifying trends and factors relevant to the assessment of the current and future
performance of the entity.
– The MC should supplement and complement the financial statements so as to improve disclosure by providing additional
financial and non-financial information.
– The review should be comprehensive, understandable, reliable, relevant and represent faithfully the underlying strategies
and trends.
– Both good and bad aspects of the position of the entity should be discussed in a balanced and neutral way.
– The MC should be comparable over time, and the information should be supportable and consistent with the financial
statements to which it relates.
The increase in transparency and accountability improves the links between strategy, performance and risk, and the
evaluation of directors, and how they are paid.
A mandatory MC would make it easier for companies to judge the content of the reports and the necessary standard of
reporting, and would mean that the reports may be more robust and comparable. If the MC is not mandatory then this could
lead to uncertainty, risks of non compliance and possible mis-information being shown in the review. Directors may adopt a
policy of stating the minimum amount of disclosure which will frustrate the significant benefits to be gained from using
financial reporting as a strategic communication tool. ‘Necessity to report’ decisions will become subjective with possible legal
outcomes. The minimalist approach may also prove problematic if directors’ insurers reject claims because of ‘non-disclosure’
of information. Senior executives and the company board will play a more prominent role in deciding upon matters of MC
content than will be the case with mandatory reporting practice. Influential factors driving MC disclosure practice may become
the following rather than the broader issues:
(1) those expected to have short-term financial impact,
(2) whether shareholder decisions may be influenced,
(3) issues of risk management.
However, it can be argued that a mandatory MC could produce stereo-typed reports which would be based on a checklist
approach. Thus innovation in corporate reporting would be stifled. The power of market forces could be enough to ensure
that entities produce relevant and reliable information. Every company is different as are their challenges and risks and in anon-mandatory environment, companies could produce individual MCs to reflect those challenges and risks.

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