问答题Practice 1　　Twenty years ago, Motorola looked upon the Japanese with something close to fear. The Chicago company’s television-manufacturing division had been large and profitable in the 1960s. By the early 1970s, however, high costs and a rising tide

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Practice 1　　Twenty years ago, Motorola looked upon the Japanese with something close to fear. The Chicago company’s television-manufacturing division had been large and profitable in the 1960s. By the early 1970s, however, high costs and a rising tide of inexpensive Japanese TVs were taking a heavy toll. “The Japanese were very aggressive”, recalls Motorola spokesman Mario Salvadori. “They wanted to get market share.” With cutthroat pricing, they did—eventually running nearly every U.S. electronic company out of the TV business. Motorola sold its Quasar TV unit to a Japanese company in 1974. But while other U.S. companies were floored for foreign competition, Motorola refocused its energies, It turned to wireless communications—an industry it had pioneered (with mobile radios and walkie-talkie) in the 1920s. It was a prescient move.

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The following information is relevant for questions 9 and 10A company’s draft financial statements for 2005 showed a profit of $630,000. However, the trial balance did not agree,and a suspense account appeared in the company’s draft balance sheet.Subsequent checking revealed the following errors:(1) The cost of an item of plant $48,000 had been entered in the cash book and in the plant account as $4,800.Depreciation at the rate of 10% per year ($480) had been charged.(2) Bank charges of $440 appeared in the bank statement in December 2005 but had not been entered in thecompany’s records.(3) One of the directors of the company paid $800 due to a supplier in the company’s payables ledger by a personalcheque. The bookkeeper recorded a debit in the supplier’s ledger account but did not complete the double entryfor the transaction. (The company does not maintain a payables ledger control account).(4) The payments side of the cash book had been understated by $10,000.9 Which of the above items would require an entry to the suspense account in correcting them?A All four itemsB 3 and 4 onlyC 2 and 3 onlyD 1, 2 and 4 only

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I started my teaching career at the school. That was more than twenty years ago, and I _____ there ever since.A. wasB. had beenC. will beD. have been

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The() in the early 1970s worsened an already stagnant economy in Britin.A、oill crisisB、high inflation ratesC、lange importsD、unemployment problem

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Section B – TWO questions ONLY to be attemptedPerkin manufactures electronic components for export worldwide, from factories in Ceeland, for use in smartphones and hand held gaming devices. These two markets are supplied with similar components by two divisions, Phones Division (P) and Gaming Division (G). Each division has its own selling, purchasing, IT and research and development functions, but separate IT systems. Some manufacturing facilities, however, are shared between the two divisions.Perkin’s corporate objective is to maximise shareholder wealth through innovation and continuous technological improvement in its products. The manufacturers of smartphones and gaming devices, who use Perkin’s components, update their products frequently and constantly compete with each other to launch models which are technically superior.Perkin has a well-established incremental budgeting process. Divisional managers forecast sales volumes and costs months in advance of the budget year. These divisional budgets are then scrutinised by the main board, and revised significantly by them in line with targets they have set for the business. The finalised budgets are often approved after the start of the accounting year. Under pressure to deliver consistent returns to institutional shareholders, the board does not tolerate failure by either division to achieve the planned net profit for the year once the budget is approved. Last year’s results were poor compared to the annual budget. Divisional managers, who are appraised on the financial performance of their own division, have complained about the length of time that the budgeting process takes and that the performance of their divisions could have been better but was constrained by the budgets which were set for them.In P Division, managers had failed to anticipate the high popularity of a new smartphone model incorporating a large screen designed for playing games, and had not made the necessary technical modifications to the division’s own components. This was due to the high costs of doing so, which had not been budgeted for. Based on the original sales forecast, P Division had already committed to manufacturing large quantities of the existing version of the component and so had to heavily discount these in order to achieve the planned sales volumes.A critical material in the manufacture of Perkin’s products is silver, which is a commodity which changes materially in price according to worldwide supply and demand. During the year supplies of silver were reduced significantly for a short period of time and G Division paid high prices to ensure continued supply. Managers of G Division were unaware that P Division held large inventories of silver which they had purchased when the price was much lower.Initially, G Division accurately forecasted demand for its components based on the previous years’ sales volumes plus the historic annual growth rate of 5%. However, overall sales volumes were much lower than budgeted. This was due to a fire at the factory of their main customer, which was then closed for part of the year. Reacting to this news, managers at G Division took action to reduce costs, including closing one of the three R&D facilities in the division.However, when the customer’s factory reopened, G Division was unwilling to recruit extra staff to cope with increased demand; nor would P Division re-allocate shared manufacturing facilities to them, in case demand increased for its own products later in the year. As a result, Perkin lost the prestigious preferred supplier status from their main customer who was unhappy with G Division’s failure to effectively respond to the additional demand. The customer had been forced to purchase a more expensive, though technically superior, component from an alternative manufacturer.The institutional shareholders’ representative, recently appointed to the board, has asked you as a performance management expert for your advice. ‘We need to know whether Perkin’s budgeting process is appropriate for the business, and how this contributed to last year’s poor performance’, she said, ‘and more importantly, how do we need to change the process to prevent this happening in the future, such as a move to beyond budgeting.’Required:(a) Evaluate the weaknesses in Perkin’s current budgeting system and whether it is suitable for the environment in which Perkin operates. (13 marks)(b) Evaluate the impact on Perkin of moving to beyond budgeting. (12 marks)

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I first met Lisa three years ago when we ________ at a radio station together.A.have worked B.had been working C.were working D.had worked

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—Why do you want to work for our company?—This is the job that I for.A.looked B.am to lookC.had looked D. have been looking

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The meaning of ebb tide is that ______.A.tide is falling from high water to low waterB.tide is rising from low water to high waterC.tide is reaching to a highest levelD.tide is reaching to a lowest level

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英语中级口译岗位资格证书考试

问答题Practice 1　　Twenty years ago, Motorola looked upon the Japanese with something close to fear. The Chicago company’s television-manufacturing division had been large and profitable in the 1960s. By the early 1970s, however, high costs and a rising tide

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英语中级口译岗位资格证书考试

问答题Practice 1 Twenty years ago, Motorola looked upon the Japanese with something close to fear. The Chicago company’s television-manufacturing division had been large and profitable in the 1960s. By the early 1970s, however, high costs and a rising tide

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问答题Practice 1　　Twenty years ago, Motorola looked upon the Japanese with something close to fear. The Chicago company’s television-manufacturing division had been large and profitable in the 1960s. By the early 1970s, however, high costs and a rising tide