ACCA考试F3考试试题每日一练(2020-08-14)
发布时间:2020-08-14
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1.Which of the following are TRUE of
partnerships?
1 The partners\' individual exposure to debt
is limited.
2 Financial statements for the partnership
by law must be produced and made public.
3 A partnership is not a separate legal
entity from the partners themselves.
A 1 and 2 only
B 2 only
C 3 only
D 1and3only
答案:C
2. Which of the
following statements is/are true?
1 Directors of companies have a duty of
care to show reasonable competence in their management of the affairs of a
company.
2 Directors of companies must act honestly
in what they consider to be the best interest of the company.
3 A Director\'s main aim should be to create
wealth for the shareholders of the company.
A 1 and 2 only
B 2 only
C 1,2and3
D 1 and 3 only
答案:C
3. Which of the
following statements is/are true?
1 The IFRS Interpretations Committee is a
forum for the IASB to consult with the outside world.
2 The IFRS Foundation produces IFRSs. The
IFRS Foundation is overseen by the IASB.
3 One of the objectives of the IFRS
Foundation is to bring about convergence of national accounting standards and
IFRSs.
A 1 and 3 only
B 2 only
C 2 and 3 only
D 3 only
答案:D
4. What is the
role of the IASB?
A Oversee the standard setting and
regulatory process
B Formulate international financial
reporting standards
C Review defective accounts
D Control the accountancy profession
答案:B
5. Who issues
International Financial Reporting Standards?
A The IFRS Advisory Committee
B The stock exchange
C The International Accounting Standards
Board
D The government
答案:C
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5 Crusoe has contacted you following the death of his father, Noland. Crusoe has inherited the whole of his father’s
estate and is seeking advice on his father’s capital gains tax position and the payment of inheritance tax following his
death.
The following information has been extracted from client files and from telephone conversations with Crusoe.
Noland – personal information:
– Divorcee whose only other relatives are his sister, Avril, and two grandchildren.
– Died suddenly on 1 October 2007 without having made a will.
– Under the laws of intestacy, the whole of his estate passes to Crusoe.
Noland – income tax and capital gains tax:
– Has been a basic rate taxpayer since the tax year 2000/01.
– Sales of quoted shares resulted in:
– Chargeable gains of £7,100 and allowable losses of £17,800 in the tax year 2007/08.
– Chargeable gains of approximately £14,000 each tax year from 2000/01 to 2006/07.
– None of the shares were held for long enough to qualify for taper relief.
Noland – gifts made during lifetime:
– On 1 December 1999 Noland gave his house to Crusoe.
– Crusoe has allowed Noland to continue living in the house and has charged him rent of £120 per month
since 1 December 1999. The market rent for the house would be £740 per month.
– The house was worth £240,000 at the time of the gift and £310,000 on 1 October 2007.
– On 1 November 2004 Noland transferred quoted shares worth £232,000 to a discretionary trust for the benefit
of his grandchildren.
Noland – probate values of assets held at death: £
– Portfolio of quoted shares 370,000
Shares in Kurb Ltd 38,400
Chattels and cash 22,300
Domestic liabilities including income tax payable (1,900)
– It should be assumed that these values will not change for the foreseeable future.
Kurb Ltd:
– Unquoted trading company
– Noland purchased the shares on 1 December 2005.
Crusoe:
– Long-standing personal tax client of your firm.
– Married with two young children.
– Successful investment banker with very high net worth.
– Intends to gift the portfolio of quoted shares inherited from Noland to his aunt, Avril, who has very little personal
wealth.
Required:
(a) Prepare explanatory notes together with relevant supporting calculations in order to quantify the tax relief
potentially available in respect of Noland’s capital losses realised in 2007/08. (4 marks)
4 Global Imaging is a fast growing high tech company with some 100 employees which aims to double in size over the
next three years. The company was set up as a spin out company by two research professors from a major university
hospital who now act as joint managing directors. They are likely to leave the company once the growth objective is
achieved.
Global Imaging’s products are sophisticated imaging devices facing a growing demand from the defence and health
industries. These two markets are very different in terms of customer requirements but share a related technology.
Over 90% of sales are from exports and the current strategic plan anticipates a foreign manufacturing plant being set
up during the existing three-year strategic plan. Current management positions are largely filled by staff who joined in
the early years of the company and reflect the heavy reliance on research and development to generate the products
to grow the business. Further growth will require additional staff in all parts of the business, particularly in
manufacturing and sales and marketing.
Paul Simpson, HR manager at Global Imaging is annoyed. This stems from the fact that HR is the one management
function not involved in the strategic planning process shaping the future growth and direction of the company. He
feels trapped in a role traditionally given to HR specialists, that of simply reacting to the staffing needs brought about
by strategic decisions taken by other parts of the business. He feels even more threatened by one of the joint managing
directors arguing that HR issues should be the responsibility of the line managers and not a specialist HR staff
function. Even worse, Paul has become aware of the increasing number of companies looking to outsource some or
all of their HR activities.
Paul wants to develop a convincing case why HR should not only be retained as a core function in Global Imaging’s
activities, but also be directly involved in the development of the current growth strategy.
Required:
Paul has asked you to prepare a short report to present to Global Imaging’s board of directors:
(a) Write a short report for Paul Simpson on the way a Human Resource Plan could link effectively with Global
Imaging’s growth strategy. (12 marks)
(a) To: Paul Simpson – HR Manager
From:
Human Resource Planning and Global Imaging’s future growth
I will use this report to highlight the main phases in HR (human resource) planning and then deal with the specific HR
activities, which will be needed to support the achievement of the growth strategy.
There are four major stages in creating a human resource plan. Firstly, auditing the current HR resources in Global Imaging,
as a relatively young company one could anticipate it having a relatively young labour force many of whom will be
professionally qualified. Secondly, the planned growth will require a forecast of both the number and type of people who will
be needed to implement the strategy. Thirdly, planning will be needed on how to meet the needs identified in the forecast –
how do we fill the gap in between the human reources we currently have and those needed to fulfil the plan? Finally, there
will be the need to control those resources in terms of measuring performance against the goals set.
The key activities to achieve the growth goals will be:
Recruitment, selection and staffing – here the key issues will be to recruit the necessary additional staff and mix of suitably
qualified workers. The growth of the company will create management succession issues including the two managing
directors, who are looking to exit the business in the foreseeable future. The rate of growth will also make it necessary to
manage significant internal transfers of people in the company as new positions and promotion opportunities are created.
Compensation and benefits – the start up phase of a company’s life is often a stage where a formal reward structure has not
been created. It also may be necessary to meet or exceed the labour market rates in order to attract the necessary talent. As
the firm grows there will be a need to ensure that the firm is competitive in terms of the rewards offered, but there is an
increasing need to ensure equity between newcomers and staff already employed in the firm. These pressures will normally
lead to the creation of a formal compensation structure.
Employee training and development – here there is a need to create an effective management team through management
development and organisational development.
Political
Global stability
Free trade
No wars
Economic
Growth
High disposable incomes
Stable fuel prices
Low inflation
No tax increases
AIRTITE
Social
More travel
Pensioners living longer
– travelling more
More working abroad
More second homes
Technological
Engines more efficent
Larger aircraft
Less pollution
Environmental
No global emission policy
No global warming threat
Legal
Free trade
No emission controls
No wars
Labour employee relations – here there is a need to establish harmonious labour relations and employee motivation and
morale.
Overall, the HR implications of the proposed growth strategy are profound and there is a significant danger that failure to linkstrategy and the consequent HR needs will act as a major constraint on achieving the strategy.
Yours,
(b) Assess the likely strategic impact of the new customer delivery system on Supaserve’s activities and its ability
to differentiate itself from its competitors. (10 marks)
(b) Supaserve, through its electronic point of sale system (EPOS), is already likely to have useful information on the overall
patterns of buying behaviour in terms of products bought frequently, peak periods, etc. It is less likely to have detailed
information on individual customer purchase patterns, though it may be monitoring where its customers are living, travel
patterns, etc. The introduction of the new online system has the potential to have a major strategic impact on the company
and its relationship with its customers. Impact can be measured by assessing the significance of the change on the company’s
operations and the likelihood of its occurrence. In Michael Porter’s words, ‘the basic tool for understanding the influence of
information technology on companies is the value chain . . . and how it affects both a company’s cost and the value delivered
to buyers’.
Clearly the investment in Internet based technology will affect both the cost and revenue sides of the business. In terms of
operations the company will need to decide the way in which to integrate the new method of customer buying with its
traditional methods. Does it create a separate ‘dedicated’ warehouse operation solely involved with the online business or does
it integrate it within its existing operations? The customer will have immediate access to information on whether goods are in
stock or not, and this may have a significant impact on the procurement systems Supaserve has with its suppliers and the
inbound logistics which get the products to where they are needed for dispatch to the customers.
Online shopping will have a major impact on outbound logistics in that a totally new distribution process will have to be
created. The extent to which this new service is provided in-house by setting up a new activity within Supaserve, or
alternatively is outsourced to specialist distributors is a key decision affecting costs and efficiency. Supaserve’s delivery
performance will be both measurable and potentially available to competitors and a real source of competitive advantage or
disadvantage.
The new online system will have an immediate impact on marketing and sales. Can customers pay over the Internet?
Opportunities for direct marketing to individual customers are opened up and customisation becomes a real possibility.
Customers can link into after-sales services and provide insights into customer satisfaction. On the support side of the value
chain the impact on human resources may be profound and technology lies at the heart of the change. Above all there is a
key need to link the new strategy to the operational systems needed to deliver it.
Clearly, the introduction of the online shopping system offers an opportunity for Supaserve to differentiate itself from its
aggressive competitors. The online service, as suggested above, is likely to appeal to a limited but growing segment of its
customers. In strategic terms it is a focus differentiation strategy enabling Supaserve to provide an improved level of service
to its customers. For this customers are willing to pay a small premium. Perhaps the more significant impact on its profit
margins will be derived from improved levels of customer retention and the attraction of customers who formerly shopped
with its competitors. The ability to sustain its competitive advantage will be measured by the impact on its competitors and
their ability to introduce a similar service.
There are a number of useful models for assessing the impact of an IT related change. These could include the five forces
model and the frameworks developed by Michael Earl assessing the strategic impact of IT. Michael Earl argues persuasively
for the correct alignment between business strategy and IT strategy. Indeed he sees a need for a ‘binary approach’ with the
alignment of IT investment activities in existing ways of doing business as having to be accommodated with the IT investments
associated with more radical change to the ways business is conducted.
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