ACCA国际注册会计师P5真题答案整理文档格式.docx
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ACCA国际注册会计师P5真题答案整理文档格式.docx
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第7章作业
1.2006December–Vision–(老师资料)
第8章作业
1.2012DecemberQ3-StillwaterServices(SS)–Pg82&
68
2.2015JuneQ4-BeachFoods(Beach)-(真题)
第9章作业
1.2013JuneQ4-LandualLamps(Landual)–Pg129&
117(老师资料&
真题汇总&
练习册)
第13章作业
1.2014JuneQ1-CantorGroup(Cantor)–Pg211&
155
(a)Assesstheprogressofthebenchmarkingexercisetodate,explainingtheactionsthathavebeenundertakenandthosethatarestillrequired.(8marks)
Benchmarkingprocess
oftendescribedusingsevensteps
stepswiththecurrentstateoftheexercise:
1.Setobjectivesanddecidetheareastobenchmark
improvingefficiency
administrationoperations
2.Identifykeyperformancedriversandindicators
performancedrivershavebeenprovided
indicatorsarebasedontheactivityperdriver
driversimprovedbydistinguishingbetweenteachingstaffandadministrativestaff.
3.Selectorganisationsforbenchmarkingcomparison
threelargestuniversitiesforbenchmarkingexcludesfiveothersmalleruniversities
coversimilarteachingandresearchareas
goodpracticemaybemissed
4.Measureperformanceofallorganisationsinvolvedinbenchmarking
basicdatahasbeengathered
normallymorecomplexinaprivatesectorascommercialsecrecyhinderthesharingofinformation.
5.Compareperformances
hasbeenreached.Seeanswertopart(b)forresults.
6.Specifyimprovementprojects
resultsofthecomparisonleadtoidentificationofareasforimprovement.
IfGUisnotdemonstratingleadingperformance
sendstafftothetopperformertoidentifytheirbestpracticeprocesses
deviseprojectstoimplementtheseatGU.
7.Implementandmonitorimprovements
post-projectreview
identifyiftheimprovementhasachieveditsgoals
considerlessonsthathavebeenlearnedfromtheproject.
(b)Evaluate,asfaraspossible,GanymedeUniversity’sbenchmarkedposition.(9marks)
Thebenchmarkinghasbeencompletedasfollows:
Researchcategoriesareconsideredper$000ofcontractvaluesupported.
Teachingfacilitiesandstudentsupportareconsideredperstudent.
Othercategoriesareconsideredperstaffmember.
Fromtheresults
Researchcategories
GUbestatcontrollingcostsassociatedwithresearchcontracts
hasthehighestresearchfunding($185m).
indicategovernmentmonitorssuchcostcontrol
Teachingfacilitiesmanagement&
Studentsupportservices
AUspendsmostperstudentonitsteachingfacilitiesandstudentsupport
althoughithasthesmallestnumberofstudents
moreattractivetostudents
studentenrolmentisnotsignificantlydependentonthesefactors
lowerdropoutratesandhigherstudentpassratesandfuturesuccessingainingemployment
mayreflectthemoreexpensiveteachingenvironmentatAU.
Thesequalitymeasuresarenotbeingreflectedinthebenchmarkingexercise.
Othersupportservices
Inaccountingservices,
broadlyinline.
BUhasachievedasmall3·
5%advantage
Inhumanresourcesmanagement,
BUis22%morecostly
surprisinggiventhelargerstaffnumbersoverwhichtospreadsuchacentralcost.
InITmanagement,
BUcostsbeing10%lowerthanGU’s.
duetothesubjectsbeingtaught(moreorientatedtoscienceandtechnology,demandmore).
Ingeneralservices,
AUhasachievedasmall3%advantageoverGU.
necessarytogiveawarningaboutthedifficultyofcomparingtheperformanceoftheuniversities
duetodifferencesinlocationandthemixofsubjectstaughtandresearched.
(a)Evaluatethesuitabilityofincrementalbudgetingateachdivision.(8marks)
currentmethodisincrementalbudgeting
advantages
simpleandeasy,doesnottakeupmuchtimeandresourcesinthefinancedepartment
suitablewherebusinessisstablesohistoricfiguresrepresentasolidbasetoconsidersmallchanges.
problems
consolidatesexistingpracticesintothetargetsandsotendstostifleinnovation
inefficientanduneconomicactivities,deliberatelyspenduptobudgetlimits
Atthedifferentdivisions
AsSandHarestablebusinesses
continuetouseincrementalbudgeting,Changecreateresistance
Howevernotconsistentwithcontinuousimprovementwhichimproveprofitmargins
AtF,incrementalbudgetsoutofdateinsuchagrowingbusiness
currentproblemsresultingfrombudgetnotsuitableforthegrowthoccurring
buyingpoorermaterialsorfailingtoincreasecapacityandsonotmakingdeliveries
AtM,incrementalbudgetingisintensifyingcomplaintsfromtheotherdivisions
insufficientlycriticaloftheexistingspending对现有支出不够严格
leadtounjustifiedincreases
(b)RecalculatethebudgetforFizzydivision(F)usingrollingbudgetingandassesstheuseofrollingbudgetingatF.(8marks)
rollingbudget
keptuptodatebyaddinganotheraccountingperiodwhenthemostrecentoneexpires
rerunusingthenewactualdataasabasis
AtDrinksGroup,addinganotherquartertothebudgetandthenrebudgetingforthenextfourquarters
suitablewhenthebusinessenvironmentischangingrapidly
orwhenthebusinessunitneedstobetightlycontrolled.
ThenewbudgetatFwouldbe:
CurrentyearNextyear
Q1Q2Q3Q4TotalQ1
assumptions
costofsalesanddistributioncostsincreaseinlinewithsales
andthatadministrationcostsarefixedasintheoriginalbudget.
budgetnowreflectstherapidgrowthofthedivision
Usingrollingbudgets
avoidcontrolcostsusingtoosmallabudgetandasaresult,chokingoffthegrowthofthebusiness.
requireadditionalresources,eachquarterratherthanannually
butbenefitsofgivingmanagementaclearerpictureandmorerealistictargetsmorethanoutweighthis.
consideringgoingbeyondbudgetingaltogethertoavoidthisconstraintproblem
(c)RecommendanyappropriatechangestothebudgetingmethodattheMarketingdivision(M),providing
justificationsforyourchoice.(4marks)
AtM,asnotedinpart(a),incrementalbudgetingnotsuitable
moreappropriateforsuchaproject-basedfunctioniszero-basedbudgeting(ZBB)
Marketingoperatesaroundcampaignsthat
oftenrunforfixedperiodsoftime
donotfitneatlyintoaccountingperiodswhichfurtherunderminestheuseofincrementalbudgeting.
Thistypeofoperationisbestcontrolledby
havingindividualbudgetsforeachcampaign
divisionalmanagersmustjustifytoseniormanagementatthestart.
ZBBrequireseachcostelementtobejustified,otherwisenoresourcesareallocated.
pleasethemanufacturingdivisionalmanagers,astheywillseetightcontrol.
nothobbleMastherearefewfixedoverheadsinmarketingasitmainlyinvolveshumancapital.
ZBBisoftenusedwherespendingisdiscretionaryinareassuchasmarketingandresearchanddevelopment.
(d)AnalyseandrecommendtheappropriatelevelofparticipationinbudgetingatDrinksGroup(DG).
(6marks)
managementstylecurrentlyusedatDG
top-downbudget-based
withsomedegreeofparticipationbydivisionalmanagers
Discontentexpressedbythedivisionalmanagers,considermoreparticipatorycontrolprocess
morebottom-upsettingofcontroltargets设定控制目标
Bottom-upcontrol
divisionalmanagershavinganopportunitytoparticipateinthesettingoftheirbudgets/targets.
improvingmotivationofthedivisionalmanagers
freesupseniormanagementresource
improvethequalityofdecisionmakingandbudgeting
contrastedwithtop-downbudgeting形成对比
top-downbudget
imposedonthebudgetholderbytheseniormanagement由高级管理层强加给预算持有人
avoidsnotinlinewithoverallcorporateobjectivesortooeasilyachieved
AtDG,thecurrentapproachisparticipatory
F:
rollingbudgetscouldbedelegatedtotheFmanagers,solveconstraintproblems
keepsomeinvolvementbyseniorfinancestaffinreviewingthebudget
M:
introductionofZBBatM
requiretheinvolvementofbudgetholdersastheywillpreparetheoriginalproposal.
encouraginginnovationalthoughloosencentralcontrol.
HandS:
assesswhetherthemanagersofthestabledivisions(HandS)canbereliedon
Thus,somelevelofbottom-upbudgetingfitswellwithboththecurrentandfutureplansforfinancialcontrol
Althoughseniormanagementwillhavetodecideon
thedifferentlevelofcentralcontroltoexercise
basedontheskillsofthedivisionalmanagementandthedegreeoflatitudetheyrequire
(a)Assesstheimpactoftheradio-frequencyidentificationdevices(RFID)systemontheperformance
managementatQuarkassuggestedbytheCFO.(12marks)
Costsandbenefitsofthesystem
Cost–considerablecostassociatedwiththehardwareandsoftwareneeded
timemayalsoberequiredforongoingoperationofthesystem
However,thecostsshouldbecomparedtothebenefitswhichwillaccruefromthesystem:
Efficiencysavings–nolongerhavetosearchforitems
ImprovementsinPatientcare–resultfromthatquickeraccess
Impactofthenatureoftheinformationsupplied
Non-financialinformation–relatingtothelocationandquantityofequipmentanddrugs
existinthecurrentsystems
Timelinessandaccuracy–majorimpactshouldcomefro
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