了解一下：大一学生应该如何准备ACCA考试

发布时间：2020-09-05

各位小伙伴注意啦， ACCA考试现在非常热门，每年报考的考生都在不断增加，有很多刚刚进入大学的同学也会把ACCA考试作为自己的一个目标，那么大一学生面对ACCA考试都能做些什么呢？51题库考试学习网为大家带来了相关内容，让我们一起来看看吧！

(一)尽快忘却你高考成功的喜悦，努力调整到大学学生的心态，做好迎接挑战的准备。

(二)补英文！因为ACCA是英文考试，所以大家需要具备一定的英语基础，这样在复习的时候难度会减小一些。

(三)用最短时间读最多书，迅速扩大知识面。

(四)自学或上课时好好学习会计基础、财务管理和管理会计三门课程。

(五)开始训练自己的思维和表达能力，每天坚持用英文写一篇短文或日记，不要记叙文和散文，要有观点、有论据。

（六）大一过后，本科生可以开始接触ACCA教材。本科生和社会学员不同，在看教材过程中可能要花较多时间，但需要注意的是，千万不要“精读”。建议“用进度调控深度”，也就是说第一遍看教材时，最好做到平均进度每天20-30页。看完一遍教材，大家往往觉得什么都没有记住，这是十分正常的，但不要紧，接下来你需要做题，通过做题发现问题或知识欠缺，再回来看教材。

看书的范围可以以ACCA课程为核心，逐步向外展开，看书主要是扩大知识面，有一些概念就可以了，不需要深入掌握，看书时要思考、要积累，这样才能培养和提高学习的能力。如果课外阅读过少，那么就很难理解教材和考试中出现的一些内容。

（七）ACCA是一项实践性很强的考试，有时候一些体验可能成为你突破这种障碍的唯一途径，因此，多参加社会活动，多和他人进行交流，将能学到全面地考虑问题、如何坚持与妥协、如何沟通与表达等能力，拥有这些能力，有助于ACCA考试的通过。

（八）面对问题要有自己独到的见解，以乐观态度看待未来。由于ACCA考试培养的是高级管理人才，面对的许多问题并不仅局限于会计的领域，因此需要站在更高的角度去拓展自己的思路。在学习过程中一方面要培养自己发散性分析能力和归纳能力，另一方面要从最基本的要义和逻辑分析入手，培养自己在复杂环境下的决策能力、判断能力和心理承受能力。

（九）抓住ACCA考试的规律性。ACCA的重点内容会反复出现在历年的考题中。实际考试不会超过教材内容的三分之一，更不会出偏题和怪题。考生不妨尝试分析历年考试内容，找出考官的出题规律，针对这些重点反复练习，这样有利于把握考试要点，同时提高学习效率。

以上就是今天分享的全部内容了，各位小伙伴根据自己的情况进行查阅，希望本文对各位有所帮助，预祝各位取得满意的成绩，如需了解更多相关内容，请关注51题库考试学习网！

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) Identify and explain THREE approaches that the directors of Moffat Ltd might apply in assessing the

QUALITATIVE benefits of the proposed investment in a new IT system. (6 marks)

正确答案：
(b) One approach that the directors of Moffat Ltd could adopt would be to ignore the qualitative benefits that may arise on the
basis that there is too much subjectivity involved in their assessment. The problem that this causes is that the investment will
probably look unattractive since all costs will be included in the evaluation whereas significant benefits and savings will have
been ignored. Hence such an approach is lacking in substance and is not recommended.
An alternative approach would involve attempting to attribute values to each of the identified benefits that are qualitative in
nature. Such an approach will necessitate the use of management estimates in order to derive the cash flows to be
incorporated in a cost benefit analysis. The problems inherent in this approach include gaining consensus among interested
parties regarding the footing of the assumptions from which estimated cash flows have been derived. Furthermore, if the
proposed investment does take place then it may well be impossible to prove that the claimed benefits of the new system
have actually been realised.
Perhaps the preferred approach is to acknowledge the existence of qualitative benefits and attempt to assess them in a
reasonable manner acceptable to all parties including the company’s bank. The financial evaluation would then not only
incorporate ‘hard’ facts relating to costs and benefits that are quantitative in nature, but also would include details of
qualitative benefits which management consider exist but have not attempted to assess in financial terms. Such benefits might
include, for example, the average time saved by location managers in analysing information during each operating period.
Alternatively the management of Moffat Ltd could attempt to express qualitative benefits in specific terms linked to a hierarchy
of organisational requirements. For example, qualitative benefits could be categorised as being:
(1) Essential to the business
(2) Very useful attributes
(3) Desirable, but not essential
(4) Possible, if funding is available
(5) Doubtful and difficult to justify.

23 The capital structure of a company at 30 June 2005 is as follows:

$m

Ordinary share capital 100

Share premium account 40

Retained earnings 60

10% Loan notes 40

The company’s income statement for the year ended 30 June 2005 showed:

$m

Operating profit 44

Loan note interest (4)

___

Profit for year 40

____

What is the company’s return on capital employed?

A 40/240 = 162/3 per cent

B 40/100 = 40 per cent

C 44/240 = 181/3 per cent

D 44/200 = 22 per cent

正确答案：C

(c) Explain what ‘fiduciary responsibility’ means and construct the case for broadening the football club board’s

fiduciary responsibility in this case. (7 marks)

正确答案：
(c) Fiduciary responsibility
Definition of ‘fiduciary responsibility’
A fiduciary responsibility is a duty of trust and care towards one or more constituencies. It describes direction of accountability
in that one party has a fiduciary duty to another. In terms of the case, the question refers to whose interests the directors of
the football club should act in. Traditionally, the fiduciary duty of directors in public companies is to act in the economic
interests of shareholders who invest in the company but are unable to manage the company directly. The case raises a number
of issues concerning broadening the fiduciary duties of the directors of the football club with regard to the building of the new
stadium, to other stakeholder groups.
The case for extending fiduciary responsibility
Although the primary fiduciary duty of directors in large public companies will be to shareholders, directors in businesses such
as the football club described in the case may have good reason to broaden their views on fiduciary responsibility. This would
involve taking into account, and acting in the interests of, the local wildlife centre, the residents, the school, the local
government authority and the fans. The stakeholders in the case are not in agreement on the outcome for the new stadium
and the club will need to privilege some stakeholders over others, which is a common situation whenever a proposal involving
multiple impacts is considered. The specific arguments for broadening the fiduciary duties in this case include the following:
Such an acceptance of claims made on the football club would clearly demonstrate that the club values the community of
which it considers itself a part.
It would help to maintain and manage its local reputation, which is important in progressing the stadium project.
To broaden the fiduciary responsibility in this case would be to an important part of the risk management strategy, especially
with regard to risks that could arise from the actions of local stakeholders.
It could be argued that there is a moral case for all organisations to include other stakeholders’ claims in their strategies as it
enfranchises and captures the views of those affected by an organisation’s policies and actions.

3 Mark Howe, Managing Director of Auto Direct, is a victim of his own success. Mark has created an innovative way

of selling cars to the public which takes advantage of the greater freedom given to independent car distributors to

market cars more aggressively within the European Union. This reduces the traditional control and interference of the

automobile manufacturers, some of whom own their distributors. He has opened a number of showrooms in the

London region and by 2004 Auto Direct had 20 outlets in and around London. The concept is deceptively simple;

Mark buys cars from wherever he can source them most cheaply and has access to all of the leading volume car

models. He then concentrates on selling the cars to the public, leaving servicing and repair work to other specialist

garages. He offers a classic high volume/low margin business model.

Mark now wants to develop this business model onto a national and eventually an international basis. His immediate

plans are to grow the number of outlets by 50% each year for the next three years. Such growth will place

considerable strain on the existing organisation and staff. Each showroom has its own management team, sales

personnel and administration. Currently the 20 showrooms are grouped into a Northern and Southern Sales Division

with a small head office team for each division. Auto Direct now employs 250 people.

Mark now needs to communicate the next three-year phase of the company’s ambitious growth plans to staff and is

anxious to get an understanding of staff attitudes towards the company and its growth plans. He is aware that you

are a consultant used to advising firms on the changes associated with rapid growth and the way to generate positive

staff attitudes to change.

Required:

(a) Using appropriate strategies for managing change provide Mark with a brief report on how he can best create

a positive staff response to the proposed growth plans. (12 marks)

正确答案：
(a) To: Mark Howe – Managing Director, Auto Direct
From:
Strategies to manage growth
Successfully convincing others in the firm of the need for, and nature of change is sometimes referred to as internal marketing
and in many ways when substantial change is involved may be just as vital as external marketing aimed at the customer.
Classic strategies for managing include participation, education/communication, power/coercion, manipulation and
negotiation. The preferred strategy, or combination of strategies, will be influenced by leadership style. and where on the
continuum from autocratic through to democratic the management style. rests. Participation in the change process sounds an
ideal strategy but may delay implementation of the change, require high trust levels between management and staff and
encounter resistance to proposed change. Education and communication is often argued to be a strategy used in conjunction
with another strategy. Interestingly, many studies point to communication being the key weakness when change is being
implemented. Clearly there are many choices as to how to educate and communicate and choosing the right strategy for the
right situation is by no means easy. The level of change at Auto Direct may be seen as a quantum change in that it affects
all parts of the organisation and you should be aware of the complex linkages between these parts. Power/coercion may be
needed if the change planned needs to be implemented quickly as in crisis situations, when the survival of the organisation
may be at stake. Such an approach may alienate the staff and have a number of unanticipated and unfortunate
consequences. Manipulation, as its name implies, may have many negative consequences and reflects the power of the
management to implement change. Finally, negotiation is a traditional way of seeking to resolve differences between different
groups, each with its own goals and objectives. Again issues of time, trust and resistance may affect the effectiveness of this
strategy.
Many other change management models are available to help you overcome resistance to change including Lewin’s threestep
change and force field analysis and the Gemini 4Rs framework. The Gemini model aims at the sort of transformation
required by the scope and pace of the proposed growth strategy, where the reframing step communicates the vision, the need
for involvement and measures of successful change and the renewal step aligns the individual’s skills and competences withthe organisation’s needs in order to implement the change strategy.
I trust this overview of strategies for managing change is helpful.

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