Technical

Question 1

IAS 18 Revenue [A]

Answer 1

Revenue recognition is straightforward in most business transactions, but some situations are more complicated. Generally, revenue is recognised (1) When the entity has transferred to the buyer significant risks and rewards of ownership AND (2) When the revenue can be measured reliably.

Question 2

Ethical decision making

Answer 2

Ethical decision making is influenced by individual and situational factors. Individual factors include age, gender, beliefs, education and personal integrity. Situational factors include the systems of reward, authority, work roles and organisational factors.

Question 3

Environmental Reporting

Answer 3

Although not compulsory, environmental reports are becoming increasingly important. You should distinguish between (1) Items that affect the financial statements and (2) Items that affect the environmental report.

Question 4

Integrated Reporting

Answer 4

Integrated reporting is concerned with conveying a wider message on organisational performance.
It is intended that integrated reporting should lead to a holistic view when assessing organisational performance.

Question 5

IAS 16/20/23 Definition of Asset / 3 important characteristics [B]

Answer 5

(1) Transaction to acquire control has taken place. (2) Have acquired control (Ownership). (3) Future economic benefit.

Question 6

IAS 40 Investment Property

Answer 6

Property held to earn rentals or for capital appreciation or both.

Question 7

IAS 38 Non-Tangible Assets

Answer 7

Non-monetary assets without physical substance.

Question 8

Goodwill

Answer 8

(Sales) Value of the business as a going concern is > the value of its separate tangible assets. Non-purchased goodwill is never shown as an asset in the financial statements.

Question 9

IAS 19 Employee Benefits

Answer 9

IAS 19 is a long and complex standard covering both short term and long term (post employment) benefits. The complications arise when dealing with post employment benefits. (1) The accounting for short term benefits is the same principle as any expense that is accrued over a period. (2) There are two types of post employment benefit plan (a) Defined Contribution Plan and (b) Defined Benefit Plan. There is a four stage method for recognising and measuring the expense and liability of a defined benefit plan.

Question 10

IAS 12 Income Taxes (Current Tax & Deferred Tax)

Answer 10

Current tax - is the amount payable to the tax authorities in relation to the trading activities during the period. It is generally straight-forward. Deferred Tax - is an accounting measure used to match the accounting effect and tax effect of transactions. It is quite complex. Deferred tax assets and liabilities arise from taxable and deductible temporary differences.

Question 11

IAS 9 IFRS 39 Financial Instruments

Answer 11

Financial instruments can be complex, particularly derivative instruments, although primary instruments are more straightforward. The important definitions to learn are Financial Assets, Financial Liabilities and Equity Instruments.
PRIMARY INSTRUMENTS
DERIVATIVE INSTRUMENTS
EQUITY INSTRUMENTS
FINANCIAL ASSETS
FINANCIAL LIABILITIES

Question 12

IFRS 2 Share based payments

Answer 12

Share based payment transactions should be recognised in the financial statements. You need to be able to understand and be able to advise on (1) Recognition (2) Measurement and (3) Disclosure of both equity and cash settled transactions.

Question 13

IAS 37 Provisions, Contingent Assets, Contingent Liabilities [C]

Answer 13

A provision should be recognised when (1) Present obligation (2) Transfer of economic benefits probable
(3) Reliable estimate can be made. A contingent asset or liability is identified when possible not probable, and cannot be measured reliably. An entity should not recognise a contingent asset or liability, but they should be disclosed.

Question 14

Related Party Transactions and Disclosures

Answer 14

In the absence of information to the contrary, it is assumed that a reporting entity has independent discretionary power over its resources and transactions and pursues its activities independently of the interests of its individual owners, managers and others. These assumptions may not be justified when related party transactions exist because the requisite conditions for competitive, free market dealings may not be present. While the parties may endeavour to achieve arm’s length bargaining, the very nature of the relationship may preclude this occurring.

Question 15

IAS 17 Leases (Definitions)

Answer 15

There are 2 forms of lease (1) Finance Lease and (2) Operating Lease. The definition of a Finance Lease is very important ; it is a lease that transfers all the risks and rewards of ownership of the asset, regardless of whether legal title passes.

Question 16

IAS 17 Leases (Lessee Accounting & Lessor Accounting)

Answer 16

Lessee Accounting - Finance leases - Record an asset in the statement of financial position and a liability to pay for it ; Apportion the finance charge to give a constant rate of return. Operating leases - Write off rentals on a straight-line basis.
Lessor Accounting - Finance leases - Record the amount due from the lessor in the statement of financial position at the net investment in the lease ; recognise income to give a constant periodic rate of return. Operating lease - Record as a long-term asset and depreciate over useful life ; record income on a straight-line basis over the lease term.
You should also know how to deal with Manufacturer/Dealer Lessors (Offer customers a choice of either buying or leasing the asset) AND Sale and Leaseback (an asset is sold by a vendor and then the same asset is leased back to the same vendor).

Question 17

UK Accounting Standards

Answer 17

(1) UK adopted International Accounting Standards.
(2) FRS 100 Application of Financial Reporting Requirements - FRS 100 sets out the financial reporting requirements for UK and ROI entities.
(3) FRS 101 Reduced Disclosure Framework - FRS 101 sets out a reduced disclosure framework which addresses the financial reporting requirements and disclosure exemptions for the individual financial statements and ultimate parents.
(4) FRS 102 The Financial Reporting Standard applicable in the UK and ROI - FRS 102 is a single financial reporting standard that applies to the financial statements of entities that are not adopting IFRS, FRS 101 or FRS 105.
(5) FRS 105 The Financial Reporting Standard Applicable to Micro-Entities Regime - FRS 105 is intended for use in the preparation of the financial statements of companies that qualify for the micro-entities regime.

Question 18

IAS 7 - The Statement of Cash Flows

Answer 18

..Provides historical information about cash and cash equivalents, classifying cash flows between Operating, Investing & Financing.

Question 19

IAS 7 - Definitions around cash flows (5)

Answer 19

Cash - compromises cash on hand and demand deposits.
Cash Equivalents - are short-term, highly-liquid investments that are readily convertible to known amounts of cash and which are subject to an insignificant risk of changes in value (Gold, Shares) .

Operating Activities - are the principle revenue-producing activities of the entity, and other activities that are not investing or financing activities.
Investing Activities - are the acquisition and disposal of non-current assets and other investments not included in cash equivalents.
Financing Activities - are activities that result in changes in the size and composition of the equity capital and borrowings of the entity.

Question 20

IAS 7 - Types of Operating Activities (Statements of Cash Flows)

Answer 20

(1) Cash receipts from Sale of Goods and Rendering of Services. (2) Cash receipts from Other Revenues, and Royalties, Fees, Commissions (RFC). (3) Cash payments to suppliers. (4) Cash payments to and on behalf of employees.

Question 21

IAS 7 - Types of Investing Activities (Statements of Cash Flows)

Answer 21

(1) Cash Payments and Receipts to acquire Tangible and Intangible Assets.
(2) Cash Payments and Receipts relating to Interests in other Entities.
(3) Cash Payments and Receipts relation to Advances and Loans to other parties.

Question 22

IAS 7 - Types of Financing Activities (Statements of Cash Flows)

Answer 22

(1) Cash proceeds from issuing shares.
(2) Cash payments to acquire or redeem shares.
(3) Cash proceeds from issuing debentures, loans, notes, bonds, mortgages and other short or long-term borrowings.
(4) Cash repayments of amounts borrowed.

Question 23

IAS 7 - Direct Method of Compilation (Statement of Cash Flows)

Answer 23

CASH FLOW FROM OPERATING ACTIVITIES
Cash receipts from customers
Cash paid to suppliers and employees
CASH GENERATED FROM OPERATIONS
Interest paid
Income taxes paid
NET CASH FROM OPERATING ACTIVITIES

CASH FLOW FROM INVESTING ACTIVITIES
Purchase of property, plant & equipment
Proceeds from sale of equipment
Interest received
Dividends received
NET CASH USED IN INVESTING ACTIVITIES

CASH FLOW FROM FINANCING ACTIVITIES
Proceeds from issuing of share capital
Dividends paid
Proceeds from long-term borrowings
NET CASH FROM FINANCING ACTIVITIES

NET INCREASE IN CASH AND CASH EQUIVALENTS

CASH AND CASH EQUIVALENTS AT START OF PERIOD
CASH AND CASH EQUIVALENTS AT END OF PERIOD

Question 24

IAS 7 - Indirect Method of Compilation (Statement of Cash Flows)

Answer 24

CASH FLOWS FROM OPERATING ACTIVITIES
Net profit before taxation
Adjustments for; NON-CASH EXPENSES
Depreciation
Investment income
Interest expense
OPERATING PROFIT BEFORE WORKING CAPITAL CHANGES

Increase/Decrease in trade and other receivables
Increase/Decrease in trade and other receivables
Increase/Decrease in inventories
CASH GENERATED FROM OPERATIONS

Interest received
Interest paid
Dividends paid
Tax paid
NET CASH FLOW FROM OPERATING ACTIVITIES

CASH FLOW FROM INVESTING ACTIVITIES
Payments / Receipts relating to property, plant & equipment
Payments / Receipts relating to intangible, non-current assets
NET CASH FLOW FROM INVESTING ACTIVITIES

CASH FLOWS FROM FINANCING ACTIVITIES
Issue/redemption of share capital
Receipts / payments long term loan
NET CASH FLOW FROM FINANCING ACTIVITIES

INCREASE/DECREASE IN CASH EQUIVALENTS
CASH AND CASH EQUIVALENTS AT START OF PERIOD
CASH AND CASH EQUIVALENTS AT END OF PERIOD

Question 25

IAS 7 - Advantages of Cash Flow Accounting (Statement of Cash Flows) 3 - 2 - 2

Answer 25

**Cash is a critical component. Not dependent on accounting conventions and concepts. Forecasts can be monitored. More easily understood. Offers to all users. Comparable. Creditors like.**

Question 26

IAS 7 - Disadvantages of Cash Flow Accounting (Statement of Cash Flows)

Answer 26

(1) Essentially the advantages of accrual accounting (matching of related items. (2) Practical proper records at current time as basis of cash flow.

Question 27

Direct and Indirect Cost

Answer 27

Direct Cost - A cost that can be traced in full to a product, service or department that is being costed. Indirect Cost - A cost that cannot be traced directly to a product, service or department that is being costed.

Question 28

Functional Cost

Answer 28

Functional Cost - Costs attributable to functions - Production, Administration, Marketing, Distribution.

Question 29

Once costs classified?

Answer 29

A coding system can be applied to make it easier to manage the cost data.

Question 30

Cost Unit / Cost Centre

Answer 30

**A Cost Unit is a unit of product or service to which costs can be related. The basic control unit for costing purposes. A Cost Centre is a collecting place for costs before they are analysed further. Costs are further analysed into cost units once they have been traced to cost centres.**

Question 31

Revenue Centre / Cost Centre / Profit Centre / Investment Centre

Answer 31

**Revenue Centre - Accountable for revenues only. Profit Centre - Accountable for revenues and costs. Investment Centre - A Profit Centre with additional responsibilities for capital investment and financing, and whose performance is measured by its return on investment.**

Question 32

Cost Behaviour - Definition / Principle / 4 types

Answer 32

(1) Cost Behaviour is the way in which costs are affected by changes in the volume of output. (2) The basic principle of cost behaviour is that as level of activity arises, costs will usually rise. (3) A Fixed Cost is a cost that tends to be unaffected by increases or decreases in the volume of output. (4) A Step Cost is a cost which is fixed in nature but only within certain levels of activity. (5) A Variable Cost is a cost which tends to vary directly with the volume of output. (6) A semi-variable/semi-fixed/mixed cost is a cost which contains both fixed and variable components and so is partly affected by changes in the level of activity.

Question 33

The investment in inventory is very important one.

Answer 33

The investment in inventory is very important one for most businesses, both in terms of (1) monetary value and (2) relationships with customers (no inventory, no sale, loss of customer goodwill). It is therefore vital that management establish and maintain an effective inventory control system.

Question 34

Every movement of material/inventory in a business should be recorded... 3 (purchase) + 3 (internal).

Answer 34

**..using the following as appropriate; Purchase Requisition, Purchase Order, Good Received Note (GNR), Materials Requisition Note, Materials Transferred Note and Materials Returned Note.**

Question 35

Inventory costs include..

Answer 35

..[ Purchase costs, Ordering costs, Holding costs, and (Interestingly) Running out of inventory (cost of). ]

Question 36

Inventory control levels.

Answer 36

Inventory control levels can be calculated in order to maintain inventories at the optimum level. The three critical control levels are (1) Reorder Level (2) Minimum Level and (3) Maximum Level.

Question 37

The EOQ. The Economic Order Quantity.

Answer 37

The Economic Order Quantity (EOQ) is the order quantity calculated to minimise inventory costs.

Question 38

The EBQ. The Economic Batch Quantity.

Answer 38

A modification of the Order Economic Quantity and is used when resupply is gradual rather than instantaneous. (EOQ is the order quantity calculated to minimise inventory costs).

Question 39

Correct pricing and valuation of inventory.

Answer 39

The correct pricing and valuation of inventory are of the utmost importance because they have a direct effect on the calculation of profit. Several different methods can be used in practice. (1) FIFI (2) LIFO and (3) weighted Average (AVCO).

Question 40

Production and Productivity.

Answer 40

Production is the quantity or volume of output produced. Productivity is a measure of the efficiency with which output has been produced. An increase in production without an increase in productivity will not reduce unit costs.

Question 41

3 basis groups of remuneration

Answer 41

**(1) Time work (2) Piecework schemes and (3) Bonus/Incentive schemes.**

Question 42

Idle Time?

Answer 42

Idle time is a cost because employees will still be paid their basic wage or salary for these unproductive hours and so there should be a record of idle time.

Question 43

Labour Turnover and associated costs.

Answer 43

The cost of labour turnover can be divided into (1) Preventative costs (2) Labour costs and (3) Replacement costs

Question 44

Overheads

Answer 44

An overhead is the cost incurred in the course of making a product, providing a service or running a department, but which cannot be traced directly and in full to a product, service or department.

Question 45

Absorption Costing

Answer 45

The objective of absorption costing is to include in the total cost of a product an appropriate share of the organisation's total overhead. An appropriate share is generally taken to mean an amount which reflects the amount of time and effort that has gone into producing a unit or completing a job.

Question 46

Three main reasons for using absorption costing

Answer 46

(1) Pricing decisions. (2) Establishing the profitability of different products. (3) Inventory valuations.

Question 47

The three stages of absorption costing

Answer 47

(1) Allocation (2) Apportionment (3) Absorption Allocation - is the process by which whole cost items are charged direct to a cost unit or cost centre. Apportionment - is the procedure whereby indirect costs are spread fairly between cost centres. Absorption - is including an appropriate share of the organisation's total overhead in the total cost of a product. Overhead absorption is the process whereby overhead costs allocated and apportioned to production cost centres are added to unit, batch or job costs. Overhead absorption is sometimes called overhead recovery.

Question 48

Overabsorption of overheads

Answer 48

Overabsorption of overheads occurs because the predetermined overhead absorption rates are based on estimates.

Question 49

Absorption and Marginal Costing - Compare / Contrast

Answer 49

(1) Whereas absorption costing recognises fixed costs (usually fixed production costs) as part of the cost of a unit of output and hence as product costs [and are carried forward in inventory to be charged against sales for the next period] , Marginal Costing treats all fixed costs as period costs [and is the variable cost of one unit of product or service]. (2) Two such different costing methods obviously each have their supporters and there are arguments in favour and against both. (3) Each costing method, because of the different inventory valuation used, produces a different profit figure.

Question 50

Contribution

Answer 50

Contribution is an important measure in marginal costing, and it is calculated as the difference between sales value and marginal or variable cost of sales.

Question 51

Reported profit figures will differ (Absorption/Marginal)

Answer 51

Reported profit figures using absorption or marginal costing will differ if there are any changes in the level of inventory in the period. If however production is equal to sales, there will be no difference in calculated profits using the costing methods.

Question 52

Uses of Absorption and Marginal Costing.

Answer 52

Absorption Costing is most often used for routine profit reporting and must be used for financial accounting purposes. Marginal Costing provides better management information for planning and decision making. There are a number of arguments both for and against each of the costing systems.

Question 53

A costing method (Job Costing, Batch Costing, Service Costing, Service Department Costing) is..

Answer 53

..designed to suit the way goods are processed or manufactured or the way services are provided.

Question 54

Job Costing (Costing method #1)

Answer 54

Job Costing is a costing method applied (1) where work is undertaken to customers special requirements and (2) each order is of comparatively short duration.

Question 55

Batch Costing (Costing method #2)

Answer 55

Batch Costing is similar to job costing in that each batch of similar articles is separately identifiable. The cost per unit manufactured in a batch is the total batch cost divided by the number of units in a batch.

Question 56

Service Costing (Costing method #3)

Answer 56

Service Costing can be used by companies operating in a service industry or by companies wishing to establish the cost of services carried out by some departments. Service departments do not make or sell tangible goods. The main problem with service costing is the difficulty of defining a realistic cost unit that represents a suitable measure of the service provided. (Hotels may use 'Occupied bed night).

Question 57

Service Department Costing (Costing method #4)

Answer 57

Service Department Costing is also used to establish a specific cost for an internal service which is a service provided by one department for another, rather than sold externally to customers. (ex. Canteen, Maintenance).

Question 58

Process Costing (Process Costing #2)

Answer 58

Process Costing is a costing method used where it is not possible to identify separate units of production, usually because of the continuous nature of the production processes involved.

Question 59

Process Costing is centred around 4 key steps. (Process Costing #3)

Answer 59

Process Costing is centred around 4 key steps. (INPUT, OUTPUT, LOSSES & WIP (1) Determine output, losses and WIP. (2) Calculate cost per unit of output, losses and WIP. (3) Calculate total cost of output, losses and WIP. (4) Complete accounts.

Question 60

Losses, Normal Losses, Abnormal Losses, Abnormal Gains. (Process Costing #4)

Answer 60

Losses may occur in a process. If losses are greater than expected, the extra loss is abnormal loss. If losses are less than expected, the difference is known as abnormal gain.

Question 61

Partly completed units at the end of a period. (Process Costing #5)

Answer 61

When units are partly completed at the end of a period (and hence there is closing work in progress), it is necessary to calculate the equivalent unit of production in order to determine the cost of a completed unit.

Question 62

Joint Products (Joint Products, By-Products, Process Costing #1).

Answer 62

Joint Products are two or more products separated in a process, each of which has a significant value compared to the other.

Question 63

By-Products (Joint Products, By-Products, Process Costing #2).

Answer 63

A By-Product is an incidental product from a process which has an insignificant value compared to a main product. The most common method of accounting for by-products is to deduct the net realisable value of the by-product from the cost of the main products.

Question 64

Split Off Point / Common Costs ((Joint Products, By-Products, Process Costing #3).

Answer 64

The point at which Joint Products and By Products become separately identifiable is known as the Split Off Point or Separation Point. Costs incurred up to this point are called Common Costs or Joint Costs.

Question 65

ABC Costing, Activity Based Costing. (Alternative Costing Principles #1)

Answer 65

Activity Based Costing involves the identification of the factors (cost drivers) which cause the costs of an organisation's major activities.

Question 66

Life Cycle Costing. (Alternative Costing Principles #2)

Answer 66

Life Cycle Costing tracks and accumulates revenues and costs attributable to each product over the entire product life cycle.

Question 67

Target Costing. (Alternative Costing Principles #3)

Answer 67

**Target Costing involves setting a target cost by subtracting a desired profit margin from a competitive market price.**

Question 68

Total Quality Management (TQM)

Answer 68

Total Quality Management (TQM) is the process of applying a zero defect policy to the management of all resources and relationships within an organisation as a means of developing and sustaining a culture of continuous improvement which focuses on meeting customer expectations.

Question 69

Budget v Forecast.

Answer 69

A budget is a quantified plan of action for a forthcoming accounting period. A Forecast is an estimate of what is likely to occur in the future. I.e. A plan of action vs an estimate.

Question 70

The Budgetary Process.

Answer 70

**(1) The Principle Budget Factor - The Principle Budget Factor is the resource or activity which is limited and which forms the base for the preparation of the budgets. For example, sales volume, raw material, labour hours or machine hours. It should be identified at the beginning of the budget process, and the budget for this is prepared before all the others. (2) Master Budget and Functional Budgets. (3) Budget Manual. (4) Budget Committee.**

Question 71

There are 7 steps in the planning and control cycle.

Answer 71

**(1) Identify objectives (2) Identify potential strategies (3) Evaluate strategies (4) Choose alternative courses of action (5) Implement the long-term plan (6) Measure actual results and compare with plan (7) Respond to divergences from plan**

Question 72

The objectives of a budgetary planning and control system.

Answer 72

**(1) To ensure the achievement of the organisation's objectives. (2) To compel planning. (3) To coordinate activities (4) To communicate ideas and plans. (5) To motivate employees to improve their performance. (6) To provide a framework for responsible accounting (7) To establish a system of control**

Question 73

Capital Expenditure / Revenue Expenditure / Recurring & Major Projects

Answer 73

**Capital Expenditure - (1) is the acquisition of non-current assets or (2) an improvement in their earning capacity. Revenue Expenditure - (1) is expenditure that is incurred for the purpose of the trade of the business or (2) to maintain the existing earning capacity of non-current assets. Recurring and Minor non-current asset purchases may be covered by an annual allowance provided for in the capital expenditure budget. Major projects will need to be considered individually and will need to be fully appraised.**

Question 74

The Time Value of Money

Answer 74

The time value of money is an important consideration in decision making!

Question 75

The 4 key methods of Project Appraisal

Answer 75

**(1) The Payback Period. The Payback Period is the time taken for the initial investment to be recovered in the cash inflows from the project. The payback method is particularly relevant if there are liquidity problems, or forecasts are very uncertain. (2) Net Present value. The NPV method calculates the present value of all cash flows, and sums them to give the present value. If this is positive, then the project is acceptable. (3) Discounted Payback Period. The discounted payback method applies discounting to arrive at a payback period after which the MPV becomes positive. (4) The Internal Rate of Return. The IRR method uses a trial and error method to discover the discount rate which produces the NPV of zero. The discount rate will be the return forecast for the project.**

Question 76

Standard Cost / Difference Standard Cost v Actual Cost / Performance Standards

Answer 76

A Standard Cost is a predetermined estimated cost unit, used for inventory valuation and control. The Difference between Standard Cost and Actual Cost is a Variance. Performance Standards are used to set Efficiency Targets. There are four types: Ideal, Attainable, Current and Basic.

Question 77

What should be taken into account when deciding whether to investigate reported variances.

Answer 77

**(1) Materiality (2) Controllability (3) The interdependence of variances (4) The cost of an investigation.**

Question 78

Direct Total Material Variance

Answer 78

Direct Material Price Variance and Direct Material Usage Variance.

Question 79

Direct Total Labour Variance

Answer 79

Direct Labour Rate and Direct Labour Efficiency.

Question 80

Total Fixed Production Variance

Answer 80

Expenditure Variance and Volume Variance.

Question 81

Total Variable Production Variance

Answer 81

Overhead Expenditure Variance and Overhead Efficiency Variance.

Question 82

Sales Variance

Answer 82

Sales Price Variance and Sales Volume Variance.

Question 83

Causes of variances

Answer 83

**If the cause of a variance is controllable, action can be taken to bring the system back under control in future. If the variance is uncontrollable, but not simply due to chance, it will be necessary to revise the budget and review forecasts of expected results.**

Question 84

Financial Performance

Answer 84

Financial performance measures can be divided into 4 main groups. Profitability, Liquidity, Growth, Gearing. Financial Performance measures include Revenue, Costs, Profit, Cash Flow and Share Price. (5) **Non-Financial Performance includes the fulfilment of responsibilities towards customers and suppliers and the welfare of employees and society in general. [4-way]** NFPI's are useful in the modern business environment.

Question 85

Dimensions of Performance Measurement

Answer 85

**(1) Financial Performance (2) Competitive Performance (3) Quality of Service (4) Flexibility (5) Use of Resources (6) Innovation You must understand the structure and dynamics of the business, You must understand the driving forces inside and outside the business, You must understand people's personal objectives which are all different, Management reports must extend beyond results to causes and effects.**

Question 86

Value Analysis

Answer 86

Value Analysis is a planned, scientific approach to cost reduction. **Value Analysis considers 4 aspects of value (1) Cost Value (2) Use Value (3) Exchange Value (4) Esteem Value**

Question 87

Benchmarking

Answer 87

Benchmarking is an attempt to identify best practices and, by comparison of operations, to achieve improved performance. Best practice vs Operations = Improved performance.

Question 88

Reconciliation Status

Answer 88

Circle 1 of 3 **(1) Balanced with no outstanding explanations (2) Balanced with known adjustments to be taken (3) Not balanced with investigative action to be taken**

Question 89

Policies and Procedures - Areas of

Answer 89

**Account Reconciliation Revenue Recognition Expense Prepayment and Accrual Reconciliation Payroll administration and reconciliation. Income Tax - Preparation and Reporting Journal entries - Routine, Non-routine and Estimates Property, Plant and Equipment Goodwill and Other Intangible Assets Accounts Payable - Requests from parties for payment Accounts Receivable - Credit, Collection and d'ful debts Bank Reconciliation Cash and Banking Petty Cash and Source and Use of FX Inventory - Count, Management and Valuation. Intercompany transactions and reconciliation. Authorisation Communication KPI's**

Question 90

Cash Flow Accounting

Answer 90

(**1) Tells you what the income statement and balance sheet do not. (2) Tells you not not just how much but WHERE it came from. (£100,000 - Earned, Borrowed or Sold?) (3) Reconciles profit and cash. CASH IS FACT, PROFIT IS AN OPINION**

Question 91

To prepare a cash flow you need..

Answer 91

Current year Income Statement, Current Year Balance Sheet, Prior Year Balance Sheet. Note - Direct and Indirect methods same with exception of Operating Activities!

Question 92

Indirect Method.

Answer 92

Net profit before taxation [Total] Adjustment for - Non-cash expenses (Depreciation) Non-cash income (Unrealised gains) Investment income *Actual cash amount within investing activities Interest expense Operating profit before working capital changes [Total] Increase/Decrease in trade and other receivables Increase/Decrease in trade and other payables Increase/Decrease in inventories Cash generated from operations [Total] Interest paid Dividend paid Income taxes paid Net cash from operating activities *Note - Direct and Indirect methods same with exception of Operating Activities!

Question 93

Direct Method.

Answer 93

Operating activities Cash received from customers for goods or services Cash received from customers for other revenues, royalties, fees and commissions (RFC). Cash paid to suppliers. Cash paid on behalf of employees. Net cash income from operating activities.

Question 94

IAS 8 - Accounting POLICIES, changes in accounting ESTIMATES, and ERRORS

Answer 94

**Accounting policies - Rules that companies decide for themselves. Different companies, Different policies, all within the framework. (ex. Straight line or Reducing balance). Accounting estimates - Estimates undertaken in course of account preparation. (ex. What will be the residual value of asset after 5 years? What will be the number of years? Errors = Errors.**

Question 95

IAS 8 Accounting POLICIES, changes in accounting ESTIMATES, and ERRORS - Errors?

Answer 95

Error (Ex. Less depreciation / provision charged last year than there should have been). This is ALWAYS adjusted through Retained Earnings This is NEVER adjusted through current year profit! Matching principle.

Question 96

IAS 8 Accounting POLICIES, changes in accounting ESTIMATES, and ERRORS - Comparability

Answer 96

**The same accounting policies should be used year on year to ENHANCE the COMPARABILITY of its financial reporting.**

Question 97

IAS 8 Accounting POLICIES, changes in accounting ESTIMATES, and ERRORS - When can a change be made in accounting policy?

Answer 97

(**1) The change is required by IFRS or (2) The change will result in the information in the financial statements being RELIABLE and MORE RELEVANT.** RELIANCE and RELEVANCE.

Question 98

The Conceptual Framework.

Answer 98

**The Conceptual Framework are generally accepted theoretical principles which form a frame of reference for the financial statements. IAS and IFRS They offer GUIDANCE and JUDGEMENT. Guidance - Clearly, explicitly tell you what to do. Judgement - Offers principles and a conceptual framework, from which you make your own decisions within a framework of reference.**

Question 99

The Conceptual Framework / Accounting Standards (IAS IFRS).

Answer 99

**One is the constitution of a country. One is the laws of a country.**

Question 100

The Conceptual Framework also...

Answer 100

..provides (1) the basis for developing new accounting standards and (2) a platform to evaluate those already in existence.

Question 101

Advantages and Disadvantages of the Conceptual Framework

Answer 101

Advantages Consistency in approach. Independence in approach. Disadvantages Cannot satisfy the needs of all users (Ex. Prudence versus overly conservative versus future investors)

Question 102

Scope of the Framework

Answer 102

(1) The objective of general purpose financial reporting. (Provide information to users to make economic decisions that can be relied upon.) (2) Qualitative characteristics of useful financial information. (3) Financial Statements and the Reporting Entity. (4) The elements of financial statements. **(5) Recognition and Derecognition. (Asset, Liability, Revenue, Expense, Equity?) Ex. Advance payment? Revenue - No, Liability - Yes. Ex. Intangible asserts. (6) Measurement. How much is the amount that needs to be entered in the accounts? Historical Cost, Replacement Cost, Book value, Fair Value, Net Realisable Value? (7) Presentation. Where should it be shown? Within whihc statement and where within the statement? (8) Disclosure. What additional information should we provide? There may be one line but there is almost always a lot of information contained within. Ex. Cost of sales, Discontinued operations. Ex. 100 pages of accounts. After P&L, Balance Sheet, Cash Flow & Equity, 96 pages of notes.**

Question 103

4 pillars of accounting statements

Answer 103

(1) Recognition and Derecognition. (Asset, Liability, Revenue, Expense, Equity?) Ex. Advance payment? Revenue - No, Liability - Yes. (2) Measurement. How much is the amount that needs to be entered in the accounts? Historical Cost, Replacement Cost, Book value, Fair Value, Net Realisable Value? (3) Presentation. Where should it be shown? Within which statement and where within the statement? (4) Disclosure. What additional information should we provide? There may be one line but there is almost always a lot of information contained within. Ex. Cost of sales, Discontinued operations. Ex. 100 pages of accounts. After P&L, Balance Sheet, Cash Flow & Equity, 96 pages of notes.

Question 104

Management Accounting Information

Answer 104

**Management accounting information can be used for strategic planning and control, providing it displays both an External and Future Orientation.**

Question 105

Traditional Budgeting Process versus Beyond Budgeting Processes.

Answer 105

[1] GOALS - Short-term focus versus Long-term focus. [2] CONTROLS - Financial indicators (past focus) versus Past and Future indicators. [3] REWARDS - Individual teams (Non-sharing) versus Reward as a whole. [4] PLANS - Predict and Control versus Continuously Updated [5] RESOURCES - Centralised allocation versus Available on demand to fast react to opportunities.

Question 106

Three types of Budget and Three approaches to Budget.

Answer 106

**Fixed Budget, Flexible Budget & Rolling Budget. Incremental (Protect/Inefficiency/Slack), Zero-based (Built from scratch/eliminates inefficiency/Slack) & Value-based (What is its value to business as basis of inclusion/non-inclusion.)**

Question 107

A Not-For-Profit Organisation.

Answer 107

**A Not-For-Profit Organisation is an organisation whose attainment of its prime goals is not assessed by economic measures. However, in pursuit of its goals it may undertake profit-making activities. A Not-For-Profit Organisation has limited control over both (1) the level of funding it receives and (2) The objectives it can achieve.**

Question 108

Do fixed budgets work today?

Answer 108

**"Fixed budgets do not work today. A budget is too static an instrument and locks managers into the past - into something they thought was right last year. To be effective in a global economy with rapidly shifting market conditions and quick and nimble competitors, organisations must be able to adapt constantly their priorities and put their resources where they can create the most value for customers and shareholders. In order to do that, the concept of the Beyond Budgeting Management Model comes into play."**

Question 109

Balanced Scorecard has created the right foundation on which to build the Beyond Budgeting Management Model.

Answer 109

**The introduction of new management instruments such as the Balanced Scorecard, which help to better align the entire organisation with corporate strategic objectives and to focus it on the essentials, has created the right foundation. Because if corporate objectives and the strategies are clear for all people in an organisation, one can, in principle react to changing market conditions. But then the fixed budget comes in the way and prevents organisations from really doing the right things. What is often missing is a more flexible operational planning and control model. The Beyond Budgeting Management Model looks to fill that gap.**

Question 110

What is a Balanced Scorecard?

Answer 110

**The Balanced Scorecard is a management system aimed at helping to better align the corporate strategic objectives with the entire organisation and to focus it on the essentials, improving performance. FINANCE, CLIENTS, INTERNAL PROCESSES, - EDUCATION & IMPROVEMENT, INNOVATION & GROWTH.**

Question 111

McKinsey 7S Model

Answer 111

**The McKinsey 7s Model provides a way of looking at an organisation as a set of interconnected and independent subsystems. This interdependence highlights the strategies adopted in any one area of an organisation (or changes to any of the strategies) will have an impact on other parts of the organisation. STRATEGY, STRUCTURE, SYSTEMS, 'Hard' STAFF, SKILLS, STYLE, 'Soft' SHARED VALUES 'Centre'**

Question 112

The Value Chain

Answer 112

**The Value Chain provides a framework for understanding the location and nature of the skills and competencies in an organisation that provide the basis for its competitive advantage. The Value Chain can help an organisation to secure competitive advantage in a number of ways : (a) Invent new or better ways to do activities (b) Combine activities in new and better ways (c) Manage the linkages in its own value chain (d) Manage the linkages in the value system [The grower has added value, and the growers success in growing produce of good quality is as important to the customer's ultimate satisfaction as the skills of the chef.]**

Question 113

Performance indicators used by manufacturing businesses

Answer 113

(1) Cost Behaviour. (2) Time (3) Quality (4) Valuation (5) Innovation

Question 114

Intranets - Extranets - Database Management Systems - Enterprise Resource Planning Systems - ERPS - Developments in IT have revolutionised the potential for management accounting data, increasing the volume and variety of possible reports. Management Information System -

Answer 114

Intranets - Internal network to share information, surrounded by firewall. Extranets - Intranet that is accessible to authorised outsiders. **Database Management Systems - Is a complex software system that organises the storage of data in the database in the most appropriate way.** **Enterprise Resource Planning Systems - ERPS - Are software systems designed to support and automate the business processes. Integrated software packages that control all personnel, material, monetary and information flows in a company. ** Developments in IT have revolutionised the potential for management accounting data, increasing the volume and variety of possible reports. **Management Information System - Is a system to convert data from internal and external sources into information and to communicate that information, in an appropriate form, to managers at all levels, in all functions, to enable them to make timely and effective decisions for planning, directing and controlling the activities for which they are responsible.**

Question 114

Information Overload. Output Reports.

Answer 114

Developments in IT systems mean that, in many organisations, there is potentially a vast range of different reports and statistics which managers can refer to. With this increase in information comes the risk of information overload. The difficulty managers can have in understanding an issue or making a decision due to the presence of too much information. **A number of developments in output reporting from information systems have been driven by the need to provide timely and tailored information, but also to avoid swamping the user with too much information. ** **Dashboards + Drill Down Reports. Exception Reporting** Exception Reports are reports that are only triggered when a situation is unusual or requires management action. These avoid information overload.

Question 115

Transfer Pricing

Answer 115

Interdivisional product or work can be given a cost or charge, that is a transfer price. In practice, the three methods used are (1) Negotiated transfer price. (2) Market-based transfer price. (3) Full-cost based transfer price.

Question 116

Quality Standards.

Answer 116

A number of organisations produce quality standards that can be applied to a variety of organisations. The most widely used are those published by the ISO [International Organisation for Standardisation]. The ISO 9000 quality standards have been adopted by many organisations world-wide.

Question 117

Six Sigma QMS

Answer 117

The essence of the Six Sigma quality management system (QMS) is to improve a process to the extent that there is only the tiniest probability that it will produce unsatisfactory results.

Question 118

The Performance Pyramid

Answer 118

The Performance Pyramid derives from the idea that an organisation operates at different levels, each of which has different concerns whihc should nevertheless support each other in achieving business objectives. **The pyramid therefore links the overall strategic view of management with the day to day operations.**

Question 119

Strategic Models can be used in assessing business performance.

Answer 119

Strategic Models can be used in assessing business performance.

Question 120

Assets, Liabilities, Equity, Income, Expenditure. - Recognition, Measurement, Presentation, Disclosure.

Answer 120

**Current assets 1/ Readily convertible 2/ Benefit > 1 year or > 1 year 3/ Sell it? Current asset - Inventory vs Use it? NCA! Tangible, Intangible, Financial, Biological fixed assets - Measurement basis and impairment. Liabilities - Outflow of economic benefits. Equity = Net Assets. Income - Incorporates both revenues and gains. Any inflow of economic benefits in course of activities of entity except equity transactions. Expense - Incorporates both costs and losses. Outflow of economic benefits in course of activities of entity, except equity transactions. (Dividend paid). [Visualise Udemy movement about Balance Sheet here.]**

Question 121

Measurement of assets.

Answer 121

**1/ Historical Cost. 2/ Current Cost (Replacement cost - Asset value has gone up in 2 years yet original depreciation remains the same.) 3/ NRV (What it can be sold for less associated expenses.) 4/ PV (Value in use, Discounted future cash flows.**