ACCA考试F 知识点汇总
ACCAF3考试重要知识点和考点梳理
ACCA F3考试重要知识点和考点梳理考察形式1.选择题：2’*35=70’。
包括文字题和计算题。
2.大题：15’*2=30’。
通常是编制两张报表，即SFP，P&L，CFS，CSFP，CP&L，四选二，但是，报表题目也可能以小题的形式出现在选择题，即考查编制报表时的各个working。
知识梳理及重要考点F3，financial accounting, 整本教材的编制顺序，遵照账务处理顺序，如下所示：Chapter1-4：介绍财务会计基础知识。
（1）会计做账主体为企业，即business。
（2）Sole trader, partnership和Limited liabilitycompany各自的特点。
（3）Financial accounting和management accounting的区别。
（4）Accounting equation（5）7种book of prime entry（6）会计5要素及做账原则，即借贷方表示增/减。
（7）Balancing and closing of T accountChapter5-13：常见账户的会计处理，即double entry。
（1） Chapter 5：Returns, discounts and sales tax。
本章主要考查trade discount和early settlement discount的会计处理及这两种折扣情况下如何计算sales tax，即均以折扣后的净值作为计税基础。
而sales revenue的金额，对于trade discount，以折扣后净值确认，对于early settlementdiscount则以折扣前的总数确认；sales tax liability的计算，即output tax减去input tax。
（2）Chapter 6：Inventory。
本章主要考查valuation of inventory，即lower of cost and NRV；adjustment of openingand closing inventory。
ACCA考试F4民法与刑法知识点
2013年ACCA考试F4民法与刑法知识点本文由高顿ACCA整理发布，转载请注明出处Civil law deals with disputes between private parties, or negligent acts that cause harm to others . For example, if individuals or companies disagree over the terms of an agreement, or who owns land or buildings, or whether a person was wrongfully dismissed from their employment, they may file a lawsuit asking the courts to decide who is right. As well, the failure to exercise the degree of caution that an ordinarily prudent person would take in any situation may result in a negligence claim. Depending on the circumstances, a person may be held responsible for any damages or injury that occurs as a result of their negligence. Family law cases involving divorce, parental responsibility for children, spousal support, child support and division of property between spouses or common law couples represent a large portion of the civil law cases presented to the courts. Challenges to decisions of administrative tribunals, allegations of medical malpractice and applications for distribution of the estates of deceased persons are other examples of civil cases. The party who brings the legal action is known as the plaintiff or applicant, while the party being sued is the defendant or respondent. The courts may dismiss a case, or if it is found to have merit, the courts may order the losing party to take corrective action, although the usual outcome is an order to pay damages - a monetary award designed to make up for the harm inflicted. The state plays no role in civil cases, unless the government launches a lawsuit or is the party being sued. Parties retain a lawyer - or may choose to represent themselves - to gather evidence and present the case in court.Differing standards of proof: More evidence is needed to find the accused at fault in criminal cases than to find the defendant at fault in civil ones. To convict someone of a crime, the prosecution must show there is proof beyond a reasonable doubt that the person committed the crime and, in most cases, that they intended to commit it. Judges and juries cannot convict someone they believe probably committed the crime or likely is guilty - they must be almost certain. This gives the accused the benefit of any reasonable doubt and makes it less likely an innocent person will be wrongfully convicted and imprisoned. Civil cases, in contrast, must be proven on a balance of probabilities - if it is more likely than not that the defendant caused harm or loss, a court can uphold a civil claim.Differing punishmentOne of the most fundamental distinctions between civil and criminal law is in the notion of punishment.In criminal law, a guilty defendant is punished by either (1) incarceration in a jail or prison, (2) fine paid to the government, or, in exceptional cases, (3) execution of the defendant: the death penalty. Crimes are divided into two broad classes: felonies have a maximum possible sentence of more than one year incarceration,misdemeanors have a maximum possible sentence of less than one year incarceration.In contrast, a defendant in civil litigation is never incarcerated and never executed. In general, a losing defendant in civil litigation only reimburses the plaintiff for losses caused by the defendant's behavior.So-called punitive damages are never awarded in a civil case under contract law. In a civil case under tort law, there is a possibility of punitive damages, if the defendant's conduct is egregious and had either (1) a malicious intent (i.e., desire to cause harm), (2) gross negligence (i.e., conscious indifference), or (3) a willful disregard for the rights of others. The use of punitive damages makes a public example of the defendant and supposedly deters future wrongful conduct by others. Punitive damages are particularly important in torts involving dignitary harms (e.g., invasion of privacy) and civil rights, where the actual monetary injury to plaintiff(s) may be small.One can purchase insurance that will pay damages and attorney's fees for tort claims. Such insurance coverage is a standard part of homeowner's insurance policies, automobile insurance, and insurance for businesses. In contrast, it is not possible for a defendant to purchase insurance to pay for his/her criminal acts.While a court can order a defendant to pay damages, the plaintiff may receive nothing if the defendant has no assets and no insurance, or if the defendant is skillful in concealing assets. In this way, large awards for plaintiffs in tort cases are often an illusion.Effect of punishmentThe notion that the threat of punishment will deter criminal conduct is based on the principle that human beings are rational. In practice, criminals are either impulsive (i.e., not rational) or believe that they will not be caught by the police. Therefore, the threat of punishment does not deter criminal conduct, as one is reminded every day by reading reports of journalists.Legal theory considers the possibility of loss of freedom (i.e., incarceration) as much more serious than merely paying damages to an injured plaintiff. As a result of this high value placed on personal freedom, legal dogma is that criminal litigation is more serious than civil litigation, therefore criminal defendants have more rights and protections than civil defendants, as explained later in this essay. The economic reality is that most people would prefer to spend, for example, one year in prison, than pay a million dollars from their personal assets.Prepared by Golden ACCA R&D CenterDecember, 2012 更多ACCA资讯请关注高顿ACCA官网：X。
ACCA-F-知识点总结
ACCA考试F7知识点辅导I. The accounting problemBefore IAS37 provisions were recognized on the basis of prudence，little guidance was given on when a provision should be recognized and how it should be measured. This gave rise to inconsistencies，and also allowed profits to be manipulated.Some problems are noted below：(a) Provisions could be recognized on the basis of management intentions，rather than on any obligation to be entity;(b) Several items could be combined into one large provision. There were known as ‘big bath’ provisions;(c) A provision could be created for one purpose and then used for another;(d) Poor disclosure made it difficult to assess the effect of provisions on reported profits. In particular，provisions could be created when profits were high and released when profits were low in order to smooth profits.(1) DefinitionsIAS 37 views a provision as a liability.A provision is a liability of uncertainty timing or amount;A liability is an obligation of an enterprise to transfer economic benefits as a result of past transactions or events.Provision must be based on obligations，not management intentions.(2) Under IAS37， a provision should be recognized：a. When an enterprise has a present obligation;b. It is probable that a transfer of economic benefits will be required to settle it;c. A reliable estimate can be made of its amount; if a reasonable estimate cannot be made，then the nature of the provision and the uncertainties relating to the amount and timing of the cash flows should be disclosed.A provision is made for something which will probably happen. It should be recognizedwhen it is probable that a transfer of economic events will take place and when its amount can be estimated reliably.(3) Contingent liabilitiesDefinitionThe Standard defines a contingent liability as：(a) A possible obligation that arises from past events and whose existence will be confirmed only by the occurrence or non-occurrence of one or more uncertain future events not wholly within the control of the enterprise; or(b) A present obligation that arises from past events but is not recognized because：(i) It is not probable that an outflow of resources embodying economic benefits will be required to settle the obligation; or(ii) The amount of the obligation cannot be measured with sufficient reliability.As a rule of thumb，probable means more than 50% likely. If an obligation is probable，it is not a contingent liability – instead，a provision is needed.Treatment of contingent liabilitiesContingent liabilities should not be recognized in financial statements but they should be disclosed. The required disclosures are：(a) A brief description of the nature of the contingent liability;(b) An estimate of its financial effect;(c) An indication of the uncertainties that exist;(d) The possibility of any reimbursement;(4) Contingent assetsDefinitionA possible asset that arises from the past events whose existence will be confirmed by the occurrence of one or more uncertain future events not wholly within the enterprise’s control.A contingent asset must not be recognized. Only when the realization of the relatedeconomic benefits is virtually certain should recognition take place. At that point，the asset is no longer a contingent asset.Disclosure：contingent assetsContingent assets must only be disclosed in the notes if they are probable. In that case a brief description of the contingent asset should be provided along with an estimate of its likely financial effect.II. Specific application1. Future operating lossesIn the past，provisions were recognized for future operating losses on the grounds of prudence. However these should not be provided for the following reasons.①They relate to future events;②There is no obligation to a third party. The loss-making business could be closed and the losses avoided.2. Onerous contractsAn onerous contract is a contract in which the unavoidable costs of meeting the contract exceed the economic benefits expected to be received under it.A common example of an onerous contract is a lease on a surplus factory. The leaseholder is legally obliged to carry on paying the rent on the factory，but they will not get any benefit from using the factory.The least net cost of an onerous contract should be recognized as a provision. The least net cost is the lower of the cost of fulfilling the contract or of terminating it and suffering any penalty payments.Some assets may have been bought specifically for the onerous contract. These should be reviewed for impairment before any separate provision is made for the contract itself.1DemoDroopers has recently bought all of the trade，assets and liabilities of Dolittle，an unincorporatd business. As part of the take-over all of the combined business’s activities have been relocated at Droopers main site. As a result Dolittle’s premises are now empty and surplus to requirements.However，just before the acquisition Dolittle had signed a three year lease for their premises at $6000 per calendar month. At 31 December 2003 this lease ad 32 months left to run and the landlord had refused to terminate the lease. A sub-tenant had taken over part of the premises for the rest of the lease at a rent of $2500 per calendar month.Required(a) Should Droopers recognized a provision for an onerous contract in respect of this lease?(b) Show how this information will be presented in the financial statements for 2003 and 2004. Ignore the time value of money.Solution：Droopers has a legal obligation to pay a further $192000 to the landlord，as a result of a lease signed before the year end. Therefore an onerous contract exists and must be provided for.There is also an amount recoverable form the sub-tenant of $80000(32×2500). This will be shown separately in the balance sheet as an asset.The $192000 payable and the $80000 recoverable can be netted off in the income statement.income statements20032004$$provision for onerous lease contract(net)112000 Dr.net rental payable on lease (72-30)-42000 Drrelease of provision42000 Cr112000 Dr.balance sheetsreceivalbesamounts recoverable from sub-tenants80000 Dr.50000 Drliabilitiesamounts payable on onerous contracts192000 Cr120000 Cr3. RestructuringA restructuring is a programme that is planned and controlled by management and has a material effect on：①The scope of a business undertaken by the reporting entity in terms of the products or services it provides; or②The manner in which a business undertaken by the reporting entity is conducted;Restructuring includes terminating a line of business，closure of business locations，changes in management structure，and refocu sing a business’s operations.Restructuring provisions have always been quite common，and have often been misused. IAS37 restricts the recognition of restructuring provisions to situations where an entity has a constructive obligation to restructure.A constructive obligation will only arise if：①There is a detailed formal plan for restructuring. This must identify the businesses，locations and employees affected; and②Those affected have a valid expectation that the restructuring will be carried out. This can be by starting to implement the plan or by announcing it to those affected.The constructive obligation must exist at the year-end.(Any obligation arising after the year end may require disclosure under IAS10)A board decision alone will not create a constructive obligation unless：①The plan is already being implemented. For example，assets are being sold，redundancy negotiations have begun; or②The plan has been announced to those affected by it. The plan must have a strict timeframe without unreasonable delays; or③The Board itself contains representatives of employees or other groups affected by the decision.(This is common in mainland Europe.)An announcement to sell an operation will not create a constructive obligation. An obligation will only arise when a purchaser is found and there is a binding sale agreement.A restructuring provision should only include the direct costs of restructuring. These must be both：(a) Necessarily entailed by the restructuring; and(b) Not associated with the ongoing activities of the entity;The following costs must not be provided for because they relate to future events：(a) Retaining or relocating staff;(b) Marketing;(c) Investment in new systems and distribution networks;(d) Future operating losses (unless arising from an onerous contract)(e) Profits on disposal of assets.cca f7真题对于acca f7的考试的重要性我相信各位acca考生都心知肚明了，首先我们先看一下acca f7科目的考试内容ACCA F7科目介绍：F7《财务报告》是F3《财务会计》的后续课程或说是升级课程。
ACCAF4知识点总结课件.doc
. .Chapter1 Appeal/High Court; 不可以创立:Crown, Magistrates,1. 民法(civil law) 和刑法（criminal law ）的划分County Courts cannot create precedent.Civil law: an form of private law ，used by 3. Elements of judicial decision( 影响法庭判决的因素):ration decidendi 判决理由[the reason for the individuals to assert rights against other individualsCriminal law: an aspect of public law to regulate crimes decision]/Obiter dicta 附带说明[statement made by theand to punish offenders way, not binding, but merely of persuasive authority]Issue Civil Criminal 4. 法官又可以因为那些理由拒绝先例(disregarding judicialWho Claimant/plainti Prosecutor/cps/stat precedent): Overrule 取代[the procedure whereby acourt higher in the legal hierarchy sets aside a legal brings the ff 原告 eaction ruling established in a previous case]/Reverse 推翻[aprocedure whereby a court higher in the hierarchy Burden of Claimant/plainti Prosecutor/cps/statreverses the decision of a lower court in the same proof ff 原告 ecase]/Distinguishing 法官的自由裁决[a precedent is Standard Balance of Beyond reasonableavoided by a judge demonstrating that the material of proof probabilities doubtfacts of two cases are not the same] DecisionsLiable/not Guilty or not5. Rules of Statutory Interpretation( 法的解释):①the literal(judge)approach :the literal rule[means that words in the Act Aims Compensatory Punitive/to punishshould be given their literal and grammatical meaning Remedies damages Imprisonment/finesrather than what the judge thinks they mean./the 纠正golden rule :this rule is applied in circumstances where 1. Case law: made byjudge/ statute law 成文法: primarylegislation(made by the Parliament)/secondary legislation( in exercise of law-making powers delegated by Parliament). [注：Necessity for the application of the literal rule is likely to result in an obviously absurd result. ②the purposive approach :thedelegated legislation/secondary legislation :morejudge should ,where necessary ,look beyond the words convenient ;can hand over the task of specifying thelaw in detail to experts]of statute to find out the reason/purpose for its 2. 在case law 中:common law 普通法[created by judges enactment, and that meaning should be interpreted inthrough the application of the principle of judicial precedent. common law drew on customs/equity law衡平法:to resolve disputes where damages are not a the light of the purpose[Mischief rule :purposive approach 的具体表现形式/where a statute is designedsuitable remedy and to introduce fairness into theto remedy a weakness in the law, the correct legal system.]interpretation is the one which achieves it.]6. 语言处理规则（法律没有追溯力 a statute does not have2. 不同法院管辖事件的类型retrospective effect ）只受理民事案件County court只受理刑事案件Crown court民刑通吃Magistrate ’s court , high court, courtof appeal, supreme court只受理一审County court, magistrate ’s court Chapter3 合同法（IMP ）1. 合同的概念 a legally binding agreement enforceable inlaw2. 从要约到承诺是否达成agreement [invitations to treat只受理上诉Court of appeal , supreme court要约邀请--offer 要约--acceptance 承诺----agreement]一审上诉通吃High court , crown court3. Termination of an offer:express rejection/counter off反要约/lapse of time/revocation of an off/death/if the Chapter2off is suject to a condition,it will lapse on failure of thatChapter2condition1. Doctrine of Precedence( 遵循先例制度的一般规则): some4. Privity of Contract 合同相对性原则: the common lawdecisions made by a court are binding and similardoctrine that only those are party to the subsequent legal cases should be decided on the basiscontract---have rights or liabilities under the contract/ of the law established in earlier cases.have the right to enforce the contract,contracts cannot 2. 可以创立判例法规则: Supreme Court/Court ofgive rights or obligations to othersWord 格式. .以下几种情况法官不会让合同继续履行：courts cannot Chapter4 supervise 法官无力监督履行/personal service/minors1. 分类标准involvedExpress and lmplied terms: 某个条款是否经过双方当事人协商同意（agreed by the parties ）Chapter6 Tort 侵权法Condition ，warranties and innominate terms 核心，从 A wrongful act against an individual which gives rise to a属和无名条款：根据条款重要性civil claim.2. 免责条款（三观概念） 1. 过失侵权的 4 个证明环节（概念标准内容）Any clause that attempts to exempt , or limit, the Negligence:It arises when one person suffers damage orliability of one party for breach of contract or injury though the negligent act(or omission to act)ofnegligence another person.3 test: correctly incorporated into the contract 形式正①Duty of care 注意义务(三步走原则)确/worded clearly to exclude the breach 措辞清晰 1.Reasonable foreseeability 合理预见原则/reasonable per statute 内容合理 2.Proximity 关联性原则Chapter5 3.Justness and fairness of imposing a duty of care 公平合1. type of breach理地强加注意义务Repudiatory breach 根本性违约：refusal to ②A breach of that duty 违反注意义务perform 拒绝履行/failure to perform an entire 1.general rule:The test for establishing breach of duty isobligation 不履行某项/incapacitation 无力履行an objective one:a breach of duty occurs if the/breach of condition 违反核心条款/breach of an defendant: ”...fails to do something which a reasonableinnominate term 违反无名条款man...would do. ”Anticipatory breach 预期违约：未到合同履行时间， 2.Special factors to consider当事人提前说明无法履行；收到预期违约通知可立即 a.The probability of injury追究违约责任，也可等到履行合同时间追究责任 b.The seriousness of the risk 造成伤害的严重性Lawful excuses for non-performance 开脱责任： c.Cost and practicability 成本可行性performance is impossible 因不可预见的事情发生不可履行/ mon practice 证明是行业误差范围内尝试履行被拒绝/ the other party make it impossible for hime.Skilled persons/professionalsto performance/contract is discharged through frustration f.Social benefit情势变更/the party have been agreement permitted ③The breach of duty caused harm to the claimant 违反义non-performance务是导致损失的原因1.The but for test2. Remedies : when a breach occurs, the court has to 2.No break in the chain of causation 切断因果关系链的要decide what the appropriate remedy should be.素Common law Damage 赔偿金, action for a.A natural eventthe price, quantum b.Act of a third party 原侵权人不承担责任meruit c.Act of the claimant④The loss ware not too remote 主张的赔偿合理Equitable law衡平法Specific performance 实际履行，injunction 禁令，Reasonable foresight 只赔偿违法者可以合理预见的部分2. 抗辩事由rescission of the contract撤销合同①Contributory negligence 共同过失（一般只是减少赔偿额，个别情况全部免除）②Volenti non fit injuria 同意不生违法（彻底免除）3. Liquidated damage 违约金： a genuine pre-estimate ofthe loss 在订立合同前已经商定了，有利于解纠纷，如果违约金过高（远大于loss ）判为惩罚性，则不可执行Chapter7 劳动法1. 身份判别4. specific performance ：the court directs a party to①Control test :The amount of control that one person complete their contractual obligationsWord 格式. .参加非法集合罢工unofficial industrial action/对国家安全 had over the other ②Integration test 不会外包给他人的，不可或缺的有威胁③Multiple test/Economic reality test自动不正当怀孕pregnancy/员工参加工会活动/收购并购时的解雇a. The regularity and method of payment报酬支付频率，支付方式dismissal on transfer of an undertaking/ 工作存在安全问题/最低工作标准/ 作息时间/员工在周天拒绝工作 b. The ownership of tools and equipment 是否提供工具c. The regularity of hours of work 工作时间 3. 用人单位解雇不当d. The ability to delegate all the work/to providesubstitute 是否代理Chapter9 代理法2.义务 1. 代理关系建立方式①Common Law Duties Express agreement between the agent and principal-Employers ’c ommon law duties达成委托代理协议合同，口头书面皆可1)Duty of mutual trust and confidence Implied agreement 默认没有代理协议但默认存在关系2)To provide work for workers Ratification 追任代理人先履行合同，事后委托人建立合3)To pay wages/remuneration同关系4)To indemnify employee against expenses and losses Without consent of principal 没有征得委托人同意就建立关系necessity/Estoppel 5)Toprovide for the care and safety of the employee6)No duty to provide reference when employees leave 2. 代理权限（3）-Employees ’c ommon law duties Express authority 明示代理权限1) To obey reasonable and lawful orders Implied authority 默认代理权限2) To act faithfully/duty of faithful service/duty to Apparent/ostensible authority 看起来有代理权限，实际上并account for all money and property没有3) To exercise reasonable skill and care in any activityin their role as an employee/reasonable competence to do Chapter10 合伙企业法his job 1. 合伙企业(概念):the relationships that subsists between4) Personal service亲自完成交付的责任persons carrying on a business in common with a view②Statutory Duties to profit. standard partnership is not s separate legal1)Pay and equality 不能低于国家平均entity and its partners have full personal liability for2) Time off work the debts of partnership.3)Trade union officials 工会组织罢工可以参加，还要给工 2. Termination/dissolution 合伙企业解散的债务处资理:paying off external debts/repaying to the partners4) Every woman has a right to maternity leave and any loans or advances/repaying the partner ’s capitalsome are entitled to maternity pay contribution/anything left over is then repaid to the5) Health and safety partners in the profit sharing ratio .6)Working time:17week,not exceed 48 hours for each 3. Termination/dissolution 合伙企业解散的条件:expiry of a7 days 除非员工书面同意多工作fixed period stipulated in the partnership7) Flexible working agreement/completion of the express purpose forwhich the partnership was formed/partner gives Chapter8 notice to leave/a new partner is admitted into the1. 解雇通知时间的计算partnership/death or bankruptcy of1m-2Y: not less than 1 week partner/happening of any event which makes2y-12y:1 week for each year company can ’t carry on/on application by a partner≥12y: not less than 12 week the Court may decree a dissolution of the partnership劳动者离职要提前一周通知，合同期满不续则每工作一年4. Sole trade 宏观特征:is not a separate legal entity, the折合一个月工资person and business are viewed as the same legal 2. 自动正当entityWord 格式. .5. Authority 合伙人的代理权限:express authority 明示代理allotted share capital has been paid up(minimum ￡12,500)权限[from partnership agreement]/implied authority 首次不低于票面的1/4 ，为确保一开始不会有资金困难默示代理权限/apparent authority 表面代理权限[已经退伙 c.Details of promoters ’expenses 设立费用具体怎么产生但其他人不知道]d.A statement of compliance in respect of payment of6. A partner ’s liability usually extends to the period for nominal values and share premiumwhich were actually a partner of a firm. 合伙人只对担 4. 章程修改的程序和内容任合伙人期间合伙企业产生的债务有清偿责任-Contents7. Limited Partnership(LP) 特征:the partnership must be a. Directors ’powers and responsibilityregister with the Company Registry/one or more of the b. Decisions making by directorspartners must bear full,unlimited liability/partners c. Appointment of directorswith limited liability may not take part in management d. Organization and conduct of general meetingsand cannot usually bind the business in e. Issue and transference of sharescontract/limited partner cannot withdraw their capital f. Payment of dividends8. Limited Liability Partnership(LLP) 特征:must be g. Exercise of members ’rightsregistered with the the Registrar of Companies, with -Alteringformation documents signed by at least two a. Passing a special resolution 通过股东会的特别决定，3/4members/has a legal personality separate/ the name以上同意批准of partnership must end with LLP/partners are known b. Providing the alteration has been made “bona fide inas members, of which there must be at least two/LLPs the interest of the company as a whole ”内容符合全体股东的must file annual returns and accounts/all members are意愿agents of LLP/all members ’liability is limited/a 5.各个公司名称缩写代表含义designated member is responsible for administration -Ltd ：Limitedand filing/LLP is not subject to corporation tax -plc ：public limited companyChapter12 Chapter131. 设立pre-incorporation contacts 谁来履行？Promoters 1. capital 的分类发起人Issued 已发行Shares already issued, including2. 交什么文件share taken on formation by股本①Memorandum of association 公司章程（89 年）subscribers to the memorandum②Application for registration 注册申请书Called up 已Amount which the company has③A statement of capital and initial shareholdings 关于公required shareholders to pay催缴股本司资本坏人原始持有股份的状况说明Paid up 以催Amount which shareholders have④Statement of compliance 遵从声明付股本actually paid⑤A statement of company ’s proposed officers 拟任命谁为Equity share Equity share capital is a company ’s 公司管理人员issued share capital less capital⑥A copy of any proposed articles of association 自拟公司which carries preferential rights. It章程（06 年）不是必须提交，没交使用默认模版normally comprises ordinary3. 2 个证书的功能shares.①Certificate of incorporation 注册许可证Private company 只需要注册许可证，是形式审查 2. 普通股优先股的概念和差异②Trading certificate 营业许可证feature ordinary PreferencePublic company 需要两个证，申领到注册许可证后一年内要dividends variable Fixed, usually,申领到营业许可证，否则强制清算，是实质审查cumulativea.Allotted share capital is at least ￡50,000( 允许股东分批Voting rights Yes restricted缴纳)General May attend Restrictedb.At least one quarter of the nominal value of themeetings and voteWord 格式. .概念shares may be issued at a price above their liquidation Rank last Rank above/entitled to ordinary share nominal value, the difference between the issue pricerepayment of /entitled to and the nominal value is a share premium用途the issue of fully paid bonus share/writing off the capital and repayment ofshare of capital only preliminary expenses of company formation/writing offsurplus the discount on the issue of debentures/repurchase ofdebentures at a premiumFeatures Ltd PlcMinimum number of directors 1 2Minimum number of members 1 1Minimum share capital One share ￡500000Advertise share/debentures to public No YesChapter11 公司法Time to hold accounting records 3 years 6 yearsThe consequences Annual general meeting Optional Compulsoryof separate legal Company secretary Optional Compulsorypersonality for the File accounts after year-end 9 months 6 monthscompany are as 3. Bonus issue 红利股发行follows:(1897 年案例引出的规则）The capitalization of the reserves if a company by the1: members' liability is limited.issue if additional shares to existing shareholders, in2: perpetual succession become possible as the company proportion to their holdings. Such shares are normallywill need to be formally wounded-up.fully paid-up with no cash called for from the3: the company itself can own property.shareholders4 :the company can use, and be sued in its own name.4. Share premiumTypes of company ( 公司的分类）Word 格式。
accaf2考试重点
accaf2考试重点
ACCA F2 Management Accounting（管理会计）是ACCA（Association of Chartered Certified Accountants）专业会计资格考试的一部分。
考试重点涵盖了管理会计的基本概念、技术和应用。
以下是ACCA F2考试的重点：
* 成本会计基础：
* 不同成本的分类和计算。
* 成本体系和成本流程。
* 预算和预测：
* 预算的制定、监控和修正。
* 预测方法和技术。
* 绩效管理：
* 指标的选择和使用。
* 绩效评估和报告。
* 资本投资决策：
* 资本预算技术，如净现值（NPV）、内部收益率（IRR）等。
* 风险和不确定性在资本预算中的角色。
* 管理会计体系：
* 过程成本会计和活动成本会计。
* 管理信息系统的设计和使用。
* 业绩评估和报告：
* 公司业绩报告的基本概念。
* 财务和非财务业绩指标。
* 责任中心：
* 利润中心、投资中心和成本中心的概念。
* 责任中心绩效评估。
* 成本和收益的估算：
* 计算过程中的估算。
* 对于不同业务情境的成本和收益的估算。
考试内容和重点可能根据ACCA的更新而有所调整，因此建议学生参考最新版本的ACCA F2考试大纲和教材。
同时，合理的备考计划和通过刷题巩固知识也是考试成功的关键。
ACCA F4 知识点总结
Chapter11. 民法(civil law)和刑法（criminal law ）的划分Civil law: an form of private law ， used by individuals toassertrightsagainstotherindividualsCriminal law: an aspect of public law to regulate crimes and to punish offenders1. Case law: made by judge/ statute law 成文法: primary legislation(made by theParliament)/secondary legislation( in exercise of law-making powers delegated by Parliament). [注：Necessity for delegated legislation/secondarylegislation :more convenient ;can hand over the task of specifying the law in detail to experts] 2. 在case law 中:common law 普通法[created by judgesthrough the application of the principle of judicialprecedent. common law drew on customs/equity law 衡平法:to resolve disputes where damages are not a suitable remedy and to introduce fairness intothe legal system.]2. 不同法院管辖事件的类型Chapter2Chapter21.Doctrine of Precedence(遵循先例制度的一般规则):some decisions made by a court are binding and similar subsequent legal cases should be decided on the basis of the law established in earlier cases.2.可以创立判例法规则: Supreme Court/Court ofAppeal/High Court;不可以创立:Crown, Magistrates, County Courts cannot create precedent.3.Elements of judicial decision(影响法庭判决的因素):ration decidendi判决理由[the reason for the decision]/Obiter dicta附带说明[statement made by the way, not binding, but merely of persuasive authority]4.法官又可以因为那些理由拒绝先例(disregarding judicialprecedent):Overrule取代[the procedure whereby a court higher in the legal hierarchy sets aside a legal ruling established in a previous case]/Reverse推翻[a procedure whereby a court higher in thehierarchy reverses the decision of a lower court in the same case]/Distinguishing法官的自由裁决[a precedent is avoided by a judge demonstrating that the material facts of two cases are not the same] 5.Rules of Statutory Interpretation(法的解释):①theliteral approach :the literal rule[means that words in the Act should be given their literal and grammatical meaning rather than what the judgethinks they mean./the golden rule :this rule is applied in circumstances where the application of the literal rule is likely to result in an obviously absurd result. ②the purposive approach :the judge should ,where necessary ,look beyond the words of statute to find out the reason/purpose for its enactment, and that meaning should be interpreted in the light of the purpose[Mischief rule :purposive approach的具体表现形式/where a statute is designed to remedy a weakness in the law, the correct interpretation is the one which achieves it.] 6.语言处理规则（法律没有追溯力a statute does not haveretrospective effect）Chapter3 合同法（IMP）1.合同的概念a legally binding agreement enforceablein law2.从要约到承诺是否达成agreement [invitations to treat要约邀请--offer要约--acceptance承诺----agreement] 3.Termination of an offer:express rejection/counteroff反要约/lapse of time/revocation of an off/death/if the off is suject to a condition,it will lapse on failure of that condition4.Privity of Contract合同相对性原则: the common lawdoctrine that only those are party to the contract---have rights or liabilities under the contract/ have the right to enforce the contract,contracts cannot give rights or obligations to othersChapter41.分类标准Express and lmplied terms:某个条款是否经过双方当事人协商同意（agreed by the parties）Condition，warranties and innominate terms 核心，从属和无名条款：根据条款重要性2.免责条款（三观概念）Any clause that attempts to exempt , or limit, the liability of one party for breach of contract or negligence3 test: correctly incorporated into the contract形式正确/worded clearly to exclude the breach措辞清晰/reasonable per statute内容合理Chapter51.type of breachRepudiatory breach根本性违约：refusal toperform拒绝履行/failure to perform an entireobligation不履行某项/incapacitation无力履行/breach of condition 违反核心条款/breach of aninnominate term违反无名条款Anticipatory breach预期违约：未到合同履行时间，当事人提前说明无法履行；收到预期违约通知可立即追究违约责任，也可等到履行合同时间追究责任Lawful excuses for non-performance开脱责任：performance is impossible因不可预见的事情发生不可履行/尝试履行被拒绝/ the other party make it impossible for him to performance/contract is discharged through frustration情势变更/the party have been agreement permitted non-performance2.Remedies : when a breach occurs, the court has todecide what the appropriate remedy should be.Common law Damage赔偿金, actionfor the price, quantummeruitEquitable law 衡平法Specific performance实际履行，injunction禁令，rescission of thecontract撤销合同3.Liquidated damage违约金：a genuine pre-estimateof the loss在订立合同前已经商定了，有利于解纠纷，如果违约金过高（远大于loss）判为惩罚性，则不可执行4.specific performance ：the court directs a party tocomplete their contractual obligations以下几种情况法官不会让合同继续履行：courts cannot supervise法官无力监督履行/personal service/minors involvedChapter6 Tort侵权法A wrongful act against an individual which gives rise toa civil claim.1.过失侵权的4个证明环节（概念标准内容）Negligence:It arises when one person suffers damage or injury though the negligent act(or omission to act)of another person.①Duty of care注意义务(三步走原则)1.Reasonable foreseeability合理预见原则2.Proximity关联性原则3.Justness and fairness of imposing a duty of care公平合理地强加注意义务②A breach of that duty违反注意义务1.general rule:The test for establishing breach of duty is an objective one:a breach of duty occurs if the defendant:”...fails to do something which a reasonable man...would do.”2.Special factors to considera.The probability of injuryb.The seriousness of the risk造成伤害的严重性c.Cost and practicability成本可行性mon practice证明是行业误差范围内e.Skilled persons/professionalsf.Social benefit③The breach of duty caused harm to the claimant违反义务是导致损失的原因1.The but for test2.No break in the chain of causation切断因果关系链的要素a.A natural eventb.Act of a third party 原侵权人不承担责任c.Act of the claimant④The loss ware not too remote主张的赔偿合理Reasonable foresight只赔偿违法者可以合理预见的部分2.抗辩事由①Contributory negligence共同过失（一般只是减少赔偿额，个别情况全部免除）②Volenti non fit injuria同意不生违法（彻底免除）Chapter7 劳动法1.身份判别①Control test :The amount of control that one person had over the other②Integration test不会外包给他人的，不可或缺的③Multiple test/Economic reality testa. The regularity and method of payment报酬支付频率，支付方式b. The ownership of tools and equipment是否提供工具c. The regularity of hours of work工作时间d. The ability to delegate all the work/to provide substitute是否代理2.义务①Common Law Duties-Employers’ common law duties1)Duty of mutual trust and confidence2)To provide work for workers3)To pay wages/remuneration4)To indemnify employee against expenses and losses5)To provide for the care and safety of the employee6)No duty to provide reference when employees leave-Employees’ common law duties1) To obey reasonable and lawful orders2) To act faithfully/duty of faithful service/duty to account for all money and property3) To exercise reasonable skill and care in any activity in their role as an employee/reasonable competence to do his job4) Personal service亲自完成交付的责任②Statutory Duties1)Pay and equality不能低于国家平均2) Time off work3)Trade union officials工会组织罢工可以参加，还要给工资4) Every woman has a right to maternity leave and some are entitled to maternity pay5) Health and safety6)Working time:17week,not exceed 48 hours for each 7 days除非员工书面同意多工作7) Flexible workingChapter81.解雇通知时间的计算1m-2Y: not less than 1 week2y-12y:1 week for each year≥12y: not less than 12 week劳动者离职要提前一周通知，合同期满不续则每工作一年折合一个月工资2.自动正当参加非法集合罢工unofficial industrial action/对国家安全有威胁自动不正当怀孕pregnancy/员工参加工会活动/收购并购时的解雇dismissal on transfer of an undertaking/工作存在安全问题/最低工作标准/作息时间/员工在周天拒绝工作3.用人单位解雇不当Chapter9 代理法1.代理关系建立方式Express agreement between the agent and principal 达成委托代理协议合同，口头书面皆可Implied agreement默认没有代理协议但默认存在关系Ratification追任代理人先履行合同，事后委托人建立合同关系Without consent of principal 没有征得委托人同意就建立关系necessity/Estoppel2.代理权限（3）Express authority明示代理权限Implied authority默认代理权限Apparent/ostensible authority看起来有代理权限，实际上并没有Chapter10 合伙企业法1.合伙企业(概念):the relationships that subsistsbetween persons carrying on a business in commonwith a view to profit. standard partnership is not s separate legal entity and its partners have full personal liability for the debts of partnership.2.Termination/dissolution合伙企业解散的债务处理:paying off external debts/repaying to the partners any loans or advances/repaying the partner’s capital contribution/anything left over is then repaid to the partners in the profit sharing ratio .3.Termination/dissolution合伙企业解散的条件:expiryof a fixed period stipulated in the partnership agreement/completion of the express purpose for which the partnership was formed/partner gives notice to leave/a new partner is admitted into the partnership/death or bankruptcy of partner/happening of any event which makes company can’t carry on/on application by a partner the Court may decree a dissolution of the partnership4.Sole trade宏观特征:is not a separate legal entity, theperson and business are viewed as the same legal entity5.Authority合伙人的代理权限:express authority明示代理权限[from partnership agreement]/implied authority默示代理权限/apparent authority表面代理权限[已经退伙但其他人不知道]6. A partner’s liability usually extends to the periodfor which were actually a partner of a firm. 合伙人只对担任合伙人期间合伙企业产生的债务有清偿责任7.Limited Partnership(LP)特征:the partnership mustbe register with the Company Registry/one or more of the partners must bear full,unlimited liability/partners with limited liability may not take part in management and cannot usually bind the business in contract/limited partner cannot withdraw their capital8.Limited Liability Partnership(LLP)特征:must beregistered with the the Registrar of Companies, with formation documents signed by at least two members/has a legal personality separate/ the name of partnership must end with LLP/partners are known as members, of which there must be at least two/LLPs must file annual returns and accounts/all members are agents of LLP/all members’ liability is limited/a designated member is responsible for administration and filing/LLP is not subject to corporation taxChapter121.设立pre-incorporation contacts谁来履行？Promoters发起人2.交什么文件①Memorandum of association公司章程（89年）②Application for registration注册申请书③A statement of capital and initial shareholdings关于公司资本坏人原始持有股份的状况说明④Statement of compliance遵从声明⑤A statement of company’s proposed officers拟任命谁为公司管理人员⑥A copy of any proposed articles of association自拟公司章程（06年）不是必须提交，没交使用默认模版3.2个证书的功能①Certificate of incorporation注册许可证Private company 只需要注册许可证，是形式审查②Trading certificate营业许可证Public company需要两个证，申领到注册许可证后一年内要申领到营业许可证，否则强制清算，是实质审查a.Allotted share capital is at least £50,000(允许股东分批缴纳)b.At least one quarter of the nominal value of the allotted share capital has been paid up(minimum £12,500)首次不低于票面的1/4，为确保一开始不会有资金困难c.Details of promoters’ expenses设立费用具体怎么产生d.A statement of compliance in respect of payment of nominal values and share premium4.章程修改的程序和内容-Contentsa. Directors’ powers and responsibilityb. Decisions making by directorsc. Appointment of directorsd. Organization and conduct of general meetingse. Issue and transference of sharesf. Payment of dividendsg. Exercise of members’ rights-Alteringa. Passing a special resolution通过股东会的特别决定，3/4以上同意批准b. Providing the alteration has been made “bona fide in the interest of the company as a whole”内容符合全体股东的意愿5.各个公司名称缩写代表含义 -Ltd ：Limited-plc ：public limited companyChapter131. capital 的分类2. 普通股优先股的概念和差异3. Bonus issue 红利股发行The capitalization of the reserves if a company bythe issue if additional shares to existing shareholders, in proportion to their holdings. Such shares are normally fully paid-up with no cash called for from the shareholders4. Share premium概念 shares may be issued at a price above theirnominal value, the difference between the issueprice and the nominal value is a share premium用途 the issue of fully paid bonus share/writing off thepreliminary expenses of company formation/writingoff the discount on the issue of debentures/repurchaseChapter11 公司法of debentures at a premiumThe consequences of separate legal personality for thecompany are as Array follows:(1897年案例引出的规则）1: members'liability is limited.2: perpetualsuccessionbecome possibleas the companywill need to beformallywounded-up.3: the companyitself can own property.4 :the company can use, and be sued in its own name.Types of company (公司的分类）水泥稳定碎石底基层试验段施工总结页脚内容。
ACCA考试知识点总结：F3易混词汇列举
ACCA考试知识点总结：F3易混词汇列举ACCA考试科目中，F3阶段的词汇是非常多的。
并且，有些词汇无论是意思还比较的相近。
为了重点区分这些词，中公财经小编在这里就给大家简单列举了以下;owed to vs owed fromowed to后面跟的是债主，是应该收钱的人;owed from后面跟的是欠钱的人;e.g.He owed money to many people;the number was probably in the thousands.Thousands of people were owed money from him.他欠了很多人的钱，他的债主可能有几千人。
due to vs due fromdue to后面跟的是债主，是应该收钱的人;due from后面跟的是欠钱的人;e.g.Have they been paid the money due to them?Have they been paid the money due from others?他们是否已经得到了别人欠他们的钱?F3中的due to还有“因为、由于”的意思，表示要寻找原因。
Du e to some errors,the total amount of the trial balance’s debit side was not equaled to the credit side.mark up on costvsmark up on sales pricee.g.1)A sold goods to B at a price of$10,000.The profit mark-up was 40%on the sales prices.mark up on sales price意味着sales=100%，profit=40%，cost=100%-40%=60%所以sales=10,000,profit=40%*10,000=4,000,cost=60%*10,000=6,0002)A sold goods to B at a price of$10,000.The profit mark-up was 40%on the cost.mark up on cost意味着cost=100%，profit=40%，sales=cost+profit=140%所以sales=10,000,cost=10,000*100%/140%=7143,profit=10,000*40%/140%=2857Invoice vs receiptsInvoice是发票，是卖方用来提醒买方所须付的金额;receipt是收据，也是卖方给买方的。
ACCA考试F3知识点汇总
、编制报表的准备ASSo P*ed IranSaCtioπs (e gτ. invoices)Summarised tθ.g,l nominal Iedger I Uialbalance)Finandal Statem a fits原始凭证交易汇总一一分类记入序时账一一累计入分类账、编试算平衡表日记账The SeVen main books of Prinne entry are;•SaleS Clay book (records Credit sales, i e., IrnVDiCeS Sent)•PUrGhaSe Clay b∞k (records Credit PUrChaSeS H i e.φ invoicesreceived)•Sales returns day book (records I r BIlJr口吕Of purchases made oo Credit I i.e.. Credit notes received)•CaSh book (transactions i∩volving the bank account)•Petty CaSh book (transactions involving Petty C呂Sh)•JeXJrnaISaIeS day bookThe SaleS day book is USed to keep a IiSt Of all invoices Sent OUt to Credit CUStOmerS each day. Here is an example.Date InVOiCe NUmber CUStOmer TOtal AmOUnt InVOiCedDate SUPPlier TOtal AmOUnt InVoiCed PUrChaSe EleCtriCity03.04.20x9 RST Co. $215 S215 10.04.20x9 J ∪M me. $1,804 $1,80415.04.20x9 DDTCo.$758$758$2,777$2,019$758DateCredit NOte CUStOmer TOtal AmOUnt InVOiCedWhere a business has Very few SaIeS returns, it may record a ^redit note as a negative entry in the SaIeS day book.• The CaSh b∞k may be SPlit into a CaSh receipts book and a CaSh Payments b∞k. • The CaSh PaymentS b∞k may have analysis COIUmnS SUCh asCaSh purchases, payable Iedger (i.e.. amounts Paid to Credit suppliers), rent insurance. WageS etc.CaSh receipts are record® as follows, With the total ColUmn analysed into its ComPOnent parts.03.03.20x9 207 208ABC Ca $4,000XYZCo. $1,200$5,20003.03.20x9 CR008 ABC Co.$2,000Date NarratiVe TOtal DiSCOlJntS ReCeiVabteS CaSh C AIloWed Ledger Sale S SUndry03.03.20x9 CaSh SaIe $150 S150ReCeiVable: ABCCo.$1,000 $50 $1,000DiSCOUnt takenS1t150 $50 StOOO S150•Voucher filled in wħen money is taken OUt to Pay expenses・•At any time t VOUCherS + CaSh = Pre-Set Iimit.•At the end Of the Week/month, the Petty CaSh book is filled in from the vouchers. 4•ThQ amount needed to bring the balance back UP to the preset Iimit = money spent.Certain transact!OnS do not U fir in the main books, for example:•Period end adjustments•COrreCtiOn Of errorsThe journal book lists these sundry transactionsPUrChaSe price. InCIUdIng any ImPOrt duties Paid V but excluding any trade (IlSeOUnt and SaIeS taxOaIdInltIaI estimate CJf the costs Of dismantling and removing tħe Item and restoring the Slte On WhlCh It IS IOCatedDireCtiy attributable CoStS σf bringing the asset to WOrkine ConditiOn for ItS Intended use. eg：$50 $15 $10 S5♦ Key POintS Of Part D NCA-The COSt Of Slte PreParatlOn t eg IeVeIhng the floor Of the factory SO the machine Can be InStaIled■ InmaI delivery and handling COStS-InStaIIatiOn and assembly COStS一PrOfeSSIOnal fees (lawyers, architects, engineers)-COStS Of testing wħether tħe asset IS WOCWng properly, after (JedUetIng the net PfoCeedS from SeIllng SamPIeS PfOdUCed wħen testing equipment-Staff CaStS arising directly from the OXIStrUCtiOn Or acquisition Of the asset♦ Key POintS Of ACCrUaI & Payment♦ Key POintS Of Bank ReCOnCiliatiOn□ Bank Statement VS CaSh book• The bank's records are a I mirrOr image Of the CUStOmer S OWrl records, With debits and CreditS reversed• Difference?1. ErrOr (IJSUaIly in the CaSh book) (USIJally adjust the CaSh book)2. Bank ChargeS Or bank interests (adjust the CaSh book)3. Timing CIifference (adjust the bank Staterne nt)UnPreSented CheqUeS (支票付出去了，钱没有从银行划出) OUtStanding IOdgmentS (支票收到了，钱没进银行的账)∣ ByOoB =$150 ORlGINAL DoCUMbNTSInVOCeS A=$100ChCqUoS rPCRvod A = $120iaies day bookB∞KSOF PRIME ENTRYLEDGER ACCOUNTS INoMlNAL LEDGCR)200 300PeCeVabief I^dQ^r (PenOndI QCCOUnhl A B BaklnCC Balance = $20 Cr =$50 DrA D TotalOVeraIl balance ≡ $30Df - ∙ ∙。
ACCA考试科目 F4考试重点知识梳理
ACCA考试科目 F4考试重点知识梳理一、Format of the examF4的机考考试题型全为选择，时间是120分钟。
根据以往考生的考试情况，时间的足够同学们来完成所有的题目的。
小编再送一个考试资料包，可以分享给小伙伴，自提，戳：ACCA资料【新手指南】+内部讲义+解析音频Section A Question 1-45 (20*1’=20 25*2’=50): Chosen answer based on the basic principles of laws and regulations.Section A的题目主要都是基于法律原理和规则的选择题，考察重点是知识点的掌握，规则的理解以及一些简单的应用。
这一部分的题目有一分题和两分题，一般来说一分题主要考察基础知识，两分题会涉及一些理解及应用。
整体来说Section A的大部分题目难度不会特别大，但是需要考生对于基础知识点掌握扎实，同时也要在作答时认真细心审题。
Section B Question 46-50 (5*6’=30’): These will always be case study questions for the application of knowledge.Section B 的题目基本都是基于案例来考察法律知识应用。
在学习了法律基础知识之后，我们要学会如何将这些规则应用到现实生活中来处理问题。
该部分题目通常会给一个案例背景，之后的选择题会考察如何应用法律知识来解决。
这就需要我们考生不仅对知识点熟练掌握，并且还要具备运用知识来分析问题解决问题的逻辑思维，同时还需要有英语能力确保能正确的读懂题目背景案例。
二、Section AA. Carefully & Seriously在Section A部分的选择题中，有一部分是我们在学习过程中熟悉并且掌握了的知识点，这部分的题目要努力确保正确回答拿到分数。
因此在审题是一定要做到小心谨慎，认真细心，不要出现由于粗心大意或是没有认真读题而答错丢分的现象。
ACCA F1 知识点总结
anization: Social Arrangement, Collective Goals, Control, Performance, Boundary2.Synergy:3.Profit – Non-profitPrivate – Public4.Limited Company:Separate legal personality from its owners/shareholders;Ownership and control are legally separate;Types: private limited companies—public limited companies5.NGOCo-operatives – Associations6.Stakeholder: individuals/groups, InterestInternal: Managers & EmployeesPrimaryConnected: Shareholders, Bankers, Suppliers, CustomersSecondary External: Government, Interest/Pressure Groups, Professional bodies7.Mendelow Matrix AnalysisPEST: Political-legal, Economic, Social-cultural, Technological9.SWOTInternal appraisal: Strengths & WeaknessExternal appraisal: Opportunities & Threats10.Value Chain (Porter)∙Value activitiesPrimary activities: Inbound logistics; Operations; Outbound logistics, Marketing & Sales;ServiceSupport activities: Firm infrastructure; HR; Procurement; Technology DevelopmentLinkagepetitive advantage- Porter’s five forces model∙The threat of new entrants (& barriers to entry to keep them out)∙The threat from substitute products∙The bargaining power of customers∙The bargaining power of suppliers∙The rivalry amongst current competitors in the industry12. Business Cycle:∙Recession∙Depression∙Recovery∙Boom13.Cause of UnemploymentReal wage unemployment: trade union, minimum wage rateFrictional: difficulty in matching quickly; temporarySeasonal: certain industries, e.g.: building, tourism and farmingTechnological: a form of structural one; new tech, automation Cyclical or demand-deficient:14.Macroeconomic policy objectives:∙Achieve economic growth∙Control price inflation∙Achieve full employment∙Achieve a balance between exports and imports15.Fiscal Policy∙Taxation∙Public borrowing∙Public spending16.5Ms : inputs for org.’s micro-environment∙Materials∙Money∙Men∙Machines∙Management17.Substitutes & Complements18.PED: Price elasticity of demand% change in quantity demanded=% change in priceChange in quantity demandedAverage quantityArc price elasticity of demand =Change in priceAverage priceChange in quantity demandedOriginal quantityPoint price elasticity of demand =Change in priceOriginal price19.Income elasticity of demand% change in quantity demanded=% change in income20.Cross elasticity of demand% change in quantity demanded of good A=% change in the price of good BSubstitutes: Positive – fall in price of A, reduce demand of B Complements: Negative – fall in price of A, raise demand of B21.Normal goods – Inferior goods22.Shift of the demand curve1)Shift to the right∙Rise in household income∙Substitute price rise∙Complement price fall∙Change in tastes towards this product∙Expected price rise∙Population increase2)Movement along a demand curve∙Contraction∙Expansion23.Short run supply curve – Long run supply curve ****24.Factors influencing the supply quantity∙Cost of making the good∙Prices of other goods∙Expectations of price changes∙Changes in technology25.Marginal Utility , Consumer Surplus, Producer Surplus26.Maximum prices, Minimum prices, Minimum wages27. Informal Organization28.Mintzberg : five components of all organizationStrategic Apex, Middle Line, Operating Core, Support Staff, Technostructure 29.∙Functional departmentation∙Geographic departmentation∙Product/Brand departmentation∙Customer departmentation∙Divisionlisation∙Hybrid structures∙Simple structure / entrepreneurial structure∙The new organization29.The Shamrock Organization∙Self employed∙Contingent∙Professional∙Consumers30.Span of ControlScalar ChainTall organizationFlat organizationDelayering: management levels31.Levels of strategyCorporateBusinessOperational/functional32.The Anthony hierarchy∙Strategic management∙Tactical management∙Operational management33.Centralisation & Decentralisation34.R&D∙Pure research; Applied research ; development∙Two categories: product research—new productProcess research—process, productivity, planning, quality ∙Should be closely co-oridnated with markting35.Purchasing Mix∙Quality∙Quantity∙Price∙Delivery36.Marketing Mix: 4Ps∙Product∙Price∙Place∙PromotionService marketing: 4Ps+people, process, physical evidence37.HRM objectives∙Effective human components∙Develop and motivate∙Social and legal responsiblities38. Elements of culture1)Observable behavior: behavior, artefacts, attitudes2)Underlying values and beliefs3)Hidden assumptions39.Harrison’ s four types of culture (Handy gave names of Greek deities)∙Power Culture—Zeus∙Role Culture—Apollo (formal structure, bureaucracy)∙Task Culture—Athena (project)∙Existential/Person culture—Dionysus40.National Culture—The Hofstede Model∙Power distance: High PD; Low PD∙Uncertainty Avoidance: High UA, Low UA∙Individualism: High, Low∙Masculinity: High, Low41.Corporate GovernanceDefinition: System by which org. is directed and controlled by senior officersPrinciples: Integrity; Accountability; Independence; Good management42.Stewardship TheoryAgency Theory (management service their own self-interest)Stakeholder Theory (development of stewardship theory)ernance Principles∙Minimize risk∙Ensure adherence/satisfaction of the strategic objectives∙Fulfill responsibilities to all stakeholders/ Minimize potential conflicts of interest∙Establish clear accountability∙Maintain independence (NED, internal/external auidtors)∙Provide accurate and timely reporting of trustworthy/independent financial and operational data∙Encourage more proactive involvement44.Good Governance: risk management; internal control; accountability in ethical/effective wayPoor Governance:Domination by a single individualLack of involvement of boardLack of adequate control functionLack of supervisionLack of independent scrutinyLack of contact with shareholdersEmphasis on short-term profitabilityMisleading accounts and information45.Strategies for Corporate Social ResponsibilityProactive: take full responsibilitiesDefence: avoid additional obligationsAccommodation: will act probably when encouragement from special interest groups orwill result in government intervention46. Levels of RegulationLaw-Corporate governance-Social responsibility-Ethics47.First Printed explanation of double-entry bookkeeping : 1494 Luca Pacioli48.Qualities of good accounting informationRelevance; Comprehensibility; Completeness; Objectivity; Timeliness; Comparability49.Structure of accounting functionsFinancial controller/accountants: 关于报表的Non-current asset registerReceivables ledgerDebt collectionPayables ledgerPayrollGeneral Ledger, quarterly accounts etc./ Financial accountsStatutory accountsVAT returns TaxationManagement/Cost accountingInventory.materials/labour/expense/overheads/varianceBudget/project appraisalInternal Audit--Separate from finance dept.Report to Audit committee50.Unqualified/Clean reportQualified report51.Regulation systemCompany Law requires companies to prepare accounts and regulates their form and content.Accounting concepts are applied by individuals using their subjective judgementAccounting standards help to eliminate subjectivityEU issues directives on accounting matters which we must applyInternational Financial Reporting Standards (IFRS) aim to harmonize accounting round the worldGAAP is a collection of rules from various sources, governing accounting52.External reports: Statement of financial position & income/comprehensive statement & Cashflow statementInternal reports: Budgets; Cost Schedules; Variance report53.The main business financial systems∙Payroll System∙Purchase system- Payables ledger system∙Sales system- Receivables ledger system∙Cash54.Manual and computerized accounting system55.Main purpose of internal control systemFacilitate its effective and efficient operation to respond to business, operational, financial, compliance and other risks. Safeguard assets, identify & manage liabilities.Ensure quality of internal/external reporting.Ensure compliance with applicable laws and regulations.56.Control environment1)Definition: influenced by management’s attitude, org. structure and values & ablilities ofemployees.2)Elements✧Clear strategies✧Culture, code of conduct, HR policies, performance reward system✧Senior management demonstration✧Clear definition of authority, responsibility and accountability✧Communication✧Knowledge, skills and tools57.Control procedures1)Classification:Administration: channels of communication and reporting responsibilitiesAccounting: recording transactionsPrevent: errorsDetect: errorsCorrect: minimize or negate the effect of errorsDiscretionary: human discretionNon-discretionary: automatically by system and cannot be overriddenVoluntary:Mandated: required by law and imposed by external authoritiesManual: one-to-one relationshipAutomated: programmed proceduresGeneral:Application:Financial2)Types of financial control procedures: SPAMSOAP∙Segregation of duties∙Physical∙Authorization and approval∙Management∙Supervision∙Organization∙Arithmetical and accounting∙Personnel58.Aims of Internal Checks (checks day-to-day)---Division of work59.Characteristics of a good internal control systemA clearly defined org. structureAdequate internal checksAcknowledgementPhysical securityClearly defined system for authorizing transactionPost-viewAuthorization, custody and re-ordering proceduresPersonnelInternal audit60.Internal Audit: part of the internal control systemObjectives:Features: Independence & Appraisal5 Types: Operational auditSystem audit (Compliance test & Substantive test)Transaction auditSocial auditManagement investigations61.Physical ThreatsFire: most serious hazardWater:WeatherLightingTerrorist activityAccidental damage62.Controls into information system∙Security Control∙Integrity ControlInput control;Processing control;Output control;Back-up control(Regular back-up, Archive plans, Disaster recovery)Passwords and logical access systemsAdministrative controlsAudit TrailSystem integrity with a PC & LAN & WAN∙Contingency controls: Disaster recovery plan63.Fraud:✧Removal of funds or assets✧Misrepresentation of the financial position of a business64.Removal of funds or assets✓Theft of cash✓Theft of inventory✓Payroll fraud✓Teeming and lading (one of the best known methods of fraud)✓Fictitious customers✓Collusion with customers✓Bogus supply of goods and services✓Paying for goods not received✓Meeting budgets / target performance measures✓Misuse of pension funds or other assets✓Disposal of assets to employeesOver-valuation of inventoryIrrecoverable debt policy may not be enforcedFictitious salesManipulation of year and eventsUnderstating expensesManipulation of depreciation figures66.Prerequisites for Fraud1)Dishonesty2)Motivation: Calculation of potential rewards and potential sanctions3)Opportunity67.Assessing the risk of Fraud1)External factorsTechnological developmentsIncreased competitionNew legislation or regulationEconomic or political changesChanging customer needs2)Internal factorsChanged operating environmentRapid growthNew personnelNew technologyNew or upgraded management information systemsNew productsNew overseas operationsCorporate restructuring3)Business risksProfit levels/margins deviating significantly from the industry norm Market opinionComplex structure4)Personnel risksSecretive behaviorExpensive lifestyleLong hours or untaken holidaysAutocratic management styleLack of segregation of dutiesLow staff morale68.Potential for computer fraudComputer hackersLack of training within the management teamIdentifying the risks (lack of resource to keep updated)Need for ease of access and flexible systems69.Impact of removal of funds or assetsImmediate: less cash or assets; returns on shareholders fallLong term: company performance1)If results are overstated✓Distribute too much of profits to shareholders✓Retained profits lower than believed✓Incorrect decisions will be made✓Invertors/banks✓Suppliers extend credit without knowing the truth 2)If results are understated✓Returns to investors reduced✓Share price might fall✓Access to loan finance may be restricted✓Negative publicity✓Legal consequences71. Reasons for fraudCertain industryBusiness: personnel; organization; strategyChanges in circumstanceCertain areas, like cash sales72.General prevention policiesEmphasising ethicsPersonnel controlTraining and raising awareness73.Prevention in specific business areasSegregation of dutiesAppropriate documentationLimitation controlsCertain actions prohibitedInternal audit concentration74.Detection and preventionInternal controlsPhysical controlsSegregation of dutiesAuthorization policiesCustomer signaturesUsing words rather than numbersDocumentationSequential numberingDatesStandard proceduresHolidaysRecruitment policiesComputer securityManger and staff responsibilitiesFraud officerAvailability of informationWhistleblowing75. Money Laundering: Three categories of criminal offences✓Laundering✓Failure to report✓Tipping off76.Authority, accountability, responsibility and delegation77.Authority: the right to do sth.(Legitimate power)Power: The ability to do sth.78.Types of Power✓Physical power✓Resource power✓Coercive power(fear of punishment)✓Reward power✓Position / Legitimate power✓Expert power✓Referent power✓Negative power79. Manager’s role in organizing work✓Work planning✓Assessing where resources are most usefully allocated✓Project management80.Henri Fayol : Five functions of management✓Planning✓Organsing✓Commanding✓Coordinating✓Controlling81.F W Taylor: Scientific ManagementPrinciples: Development of a true science of workScientific selection and progressive developmentApplication of techniques to plan, measure and control work for max. productivity Cooperation between management and workersPractice: Work study techniquesPlanning and doing were separatedJobs were micro-designedPaid incentives on basis of acceptance of new methods and output norms82.Elton Mayo: Human relations ---Human relations school of management theory✧Worker attitudes and group relationships83.Neo-human relations school (Maslow and Herzberg)84.Peter Drucker: The management process85. Mintzberg: the Manager’s roleInterpersonal: Figurehead/ Ceremonial; Leader; Liaison------Based on formal authorityInformational: Monitor; Spokesperson; Disseminator-------Based on access to upward/ downward channels and external contacts Decisional: Entrepreneur; Disturbance handler; Resource allocator; Negotiator86.Leadership : The activity of influencing people to strive willingly for group objectivesManagement: coping with complexityLeadership: coping with change87.Key leadership skillsEntrepreneurship; Interpersonal skills; Decision-making and problem-solving skillsTime-management and personal organization; Self-development88.Theories of Leadership :✧Trait theories✧Style theories✧Contingency theories89.Leadership Style (Style theory)1)The Ashridge Model: Tell (Autocratic)Sell (Persuasive)Consults ---------- subordinates preferredJoins(Democratic)Consistency is more important2)Blake and Mouton’s Managerial GridTwo dimension: Concern for production; Concern for peopleManagerial Grid: 1.1 Impoverished1.9 country club9.1 task management5.5 middle of the road/ dampened pendulum9.9 team90. Contingency theory 权变理论1) F E FiedlerPDM/Structured style: very favorable or very unfavorablePCM/Supportive style: moderately favorable2) John Adair : action-centered leadershipTasks needsGroup needsIndividual needs3)Bennis: distinction between management and leadershipManager: doing things rightLeader: doing the right thing4)Heifetz: dispersed leadership91recruitment and selection processOverall aim:---to obtain the quantity and quality of employees required to fulfill the objectives of org. Responsibility:---Current trend: devolving the process increasingly to line management92. Recruitment1) Definition: systematic process of identifying and defining skill needs and attracting suitablyskilled candidates.2) Systematic approach:(a)HR planning(b)Job Analysis: Job description & Person specification(c)Identification of Vacancies(d)Advertising(e)Selection(f)Notifying applicants3)Competence: embody the ability to transfer skills and knowledge to new situations.Types: Behavioral/personalWork-based/occupationalGenericManagers’ competence: IntellectualInterpersonalAdaptabilityResults4)Job design5)Job description：6)Person specification: describes the sort of person suitable for the job7)Advertising methods93. Selection process:Short-listing; Interviewing (other methods); decision-making; and follow up94. Selection methods∙Interview: individual; interview panels; selection boards∙Selection tests: Intelligence; aptitude; personality; proficiency; Medical∙Reference checking: job references; character references∙Work sampling: portfolios; Trial period or exercises∙Group selection methods: assessment centers95. Interview question types:Open questionsProbing questionsClosed questionsProblem solving questionsLeading questions96. Types of interviews:97. Selection tests98. Reference checking99. Discrimination types: Sex and marital statusColor, race, nationality, and ethnic or national originDisabilitySexual orientation and religious beliefsAgeDirect discrimination/ Indirect discrimination/ Victimization/ Harassment100. Positive discrimination:----give preference to a protected person regardless of genuine suitability and qualificationPositive action:---- taking active steps to encourage people from disadvantaged groups to apply for jobs andtrainings, to compete for vacancies.101. Diversity goes further than equal opportunities102. IndividualsPersonality: total pattern of characteristic ways of thinking, feeling and behaving in environ..(Trait and types)Perception: psychological process by which stimuli or in-coming sensory data are selectedand organized into patterns which are meaningful to the individual.Attitude:Intelligence:Role theory103. Group: A sense of identityLoyalty to the groupPurpose and leadershipInformal groupFormal group: can become team104. Team: objectives; accountability; may set up by org.105. Team workingStrengths: work organization; control; idea generation; decision-making; pooling knowledgeLimitation: Not suitable for all jobsWrong purpose: fell better/ secureDelay decision-making (compromise decision, not right one)Expense of performanceGroup thinking: lack criticism, lead to risky, ill-considered decisionsPersonality clashes/ political behavior.106. Organize team work: Multi-disciplinary teamsMulti-skilled teamsVirtual teams107. Belbin: Team Roles1) Team role/ functional role2) Nine team roles108. Individual contributes to TeamsTask performanceTeam Maintenance109. Tuckman’s Stage of Team DevelopmentForming; Storming; Norming; Performing Two addition by others: Dorming; Mourning/ adjourning110. Team building: Team identityTeam SolidarityShared Objectives111. Successful Team: Task performanceTeam functioningTeam member satisfaction(Successful, effective with qualitative and quantifiable factors)112. Content Theories of Motivation1) Maslow’s Hierarchy of needsPhysiological needsSafety needsLove/social needsEsteem needsSelf-actualization2 ) Herzberg’s two-factor theoryHygiene factors/ Dissatisfiers: company policies; interpersonal relationship; salary;working conditions; quality of supervision; job securityMotivator factors/ Satisfiers: Status; challenging work; advancement/opportunitiesSense of achievement; recognition by colleagues and mgt.Growth in the job; responsibilityOffer job satisfaction: three types of job design as a motivatora)Job enrichment: Vertical extension, more responsibilities/challenge/autonomy, involved inDecision-making, participationb)Job enlargement: horizontal extension, increasing task variety and reducing task repetitionc)Job rotation: sequential extension, transfer to another job to increase task varietyJob optimization: skill variety; task identity; task significance; autonomy; feedback113. Process theories of motivationVroom’s expectancy theory F=V * Ea)Intended results should be made clearb)Individual more committed to specific goals set by themselvesc)Immediate and on-going feedbackd)Rewarded tied to standards may set lower standards114. Motivational ApproachMcGregor: Theory X (workers have to be coerced)Theory Y(workers want to be empowered)115. Extrinsic Reward: separate from the job self, e.g.: pay, benefits, non-cash incentives, workingconditionsIntrinsic Reward: arising from performance of the work itselfe.g.: satisfaction that comes from completing a piece of work, feeling ofachievement comes from doing a difficult job well116. Job design as a motivatorFeedback as a motivator: motivational feedback & developmental feedback (需改进的地方) Participation in decision as a motivator: 5CsCertainty; Consistency; Clarity; Capacity; Commitment Pay as a motivator: PRP(Performance related pay)117. Different Learning theoryBehaviorist psychology & Cognitive approach118. Honey and Mumfod’s Learning styles✓Theorist✓Reflectors✓Activists✓Pragmatists119.The Experiential Learning Cycle: Kolb120. Learning Organization1) Definition: an organization that facilitates the acquisition and sharing of knowledge, and the learning of all its members, in order continuously and strategically to transform itself in response to a rapidly changing and uncertain environment.2) Key dimensionsThe generation and transfer of knowledgeA tolerance for risk and failure as learning opportunitiesA systematic, on-going, collective and scientific approach to problem-solving3)Strengths: Experimentation;Learning from past experienceLearning from othersTransferring knowledge quickly and efficiently throughout the organization121. Training & Development & EducationMain purpose: meet performance objectiveMaximize potential for growth122. Benefits of training: for employer & employee123. Training needs and objectiveness124. Training methods: off-the-job training; on-the-job training125. Responsibility for training and developmentDevolved to the individual learner, in collaboration with line manager and training provider 126. Validation of training & Evaluation of training127. Performance management:A process to establish a shared understanding about what is to be achieved and an approach to managing and developing people in order to achieve it.128. Three main components of performance appraisal✓Reward review✓Performance review✓Potential review129. Appraisal techniques∙Overall assessment∙Guided assessment∙Grading∙Behavioral incident methods∙Results-orientated schemes130. Self-appraisals AdvantagesSave manager timeOffer increased responsibilities, may improve motivationReconciles the goals of individual and org.Flexibility in timing and relevance131. Maier’s three approaches of Appraisal InterviewTell and sell styleTell and listen styleProblem-solving style132. Barriers to effective appraisalConfrontationJudgmentChatBureaucracyUnfinished businessAnnual event133. Evaluating appraisal (effectiveness and cost-effectiveness)RelevanceFairnessSerious intentCo-operationEfficiency134. Principles of Time managementGoals: SMART---Specific, Measurable, Attainable, Realistic and Time-boundedAction plansPrioritiesFocusUrgencyOrganization135. Time management taskIdentifying objectivesPrioritizing and schedulingPlanning and control136. Coach, Mentor and Counsel137. Counseling processAdvising: directive roleCounseling: non-directive role138. Manage a conflict with someoneCommunicateNegotiateSeparate139. Manage conflict in the teamDenial/ WithdrawalSuppressionDominanceCompromiseIntegration/ CollaborationEncourage co-operative behavior140. Win-win approach141. Direction of communication✓Vertical✓Horizontal or lateral✓Diagonal142. Communication patternsCircleChainYWheelSpeed of problem solving; leader; job satisfaction143. Organization needs information for:Planning; Controlling; Decision making144. Quality of good information (ACCURATE)Accurate; Complete; Cost-beneficial; User-targeted; Relevant; Authoritative; Timely; easy to use 145. Communication process146. Grapevine。