An AI criterion for an account of inference How to realize a task
语法1
1.Human mortality, whilst consisting of unpredictable individual events, has a statisticalregularity when averaged across a large group. This makes possible a whole host ofproducts, of which the annuity is one. The price of an annuity paying a fixed regular income for life is based upon the statistical life expectancy of the purchaser at the time the annuity is to begin. The company selling the annuity will benefit from all those customers that die earlier than predicted, while customers are attracted by the prospect of guaranteed income for as long as they live. Annuities have the disadvantage that the capital invested isunrecoverable (i.e. upon the death of annuitant nothing is left for the heirs), but that factalso enables annuities to guarantee higher payments than could be obtained if the samesum of money were invested at interest.●The heirs of a person who buy an annuity tend to be against the purchase. C●Essentially, the purchaser of an annuity is gambling that they will live long enough toreceive a good return on their investment. C●Annuity returns are generally similar to returns from investing the money in aninterest bearing accounts. B2.In casual language, the terms theory and model are often used interchangeably. From atechnical point of view there is an important difference. Theories provide a generalframework, but because of the generality of the specification, a theory cannot be shownto be useful or useless until it is fully specified in the form of a model. A model, on theother hand, needs by definition to be formulated within the concepts, along with a set ofassumptions about the concepts and their relationships. The appropriateness of a modelmust then be evaluated with respect to a particular set of test data. The evaluation maybe done by conducting a suitably designed set of empirical investigations, by rationalinspection of the model assumptions in relation to the test data, or ideally both.In the strict sense, all models provide incomplete representations of the data to which they to fitted. Therefore the meaningful question is not whether a model is correct or incorrect, but rather whether the model fits the data well enough to be useful in guiding the process.Statistical evidence and judgment play important roles in answering that question.●It is more meaningful to look at the practical utility of a model than its absolute veracity.T●Most people fail to understand the difference between a theory and a model. C● A model can exist in the absence of a theory. Bmunication technologies are far from equivalent. A recent study comparing honestyacross a range of different media revealed that people were twice as likely to tell lieswhen using the phone than when communicating via e-mail. It had previously beenassumed that people would be more inclined to fabricate the truth when using e-mail,due to the remoteness of the interaction making people more comfortable aboutdeceiving others. On the contrary, it seems that anxiety over the accountability (有义务有责任的)afforded by the recording of e-mail exchanges induces greater truthfulness.However, the research also noted that people are much more likely to be rude orinsulting over e-mail, outweighing any benefits of increased honesty!●An implication of the study is that if telephone conversations are recorded andpeople are aware of this fact, they are likely to be more truthful over the phone. T●People are unconcerned about the repercussion(影响反响) of e-mail untruths. F●It had been assumed that people would communicate more honestly when using e-mail than when using the telephone. F4.There is often considerable scientific disagreement both about available reserves of naturalresources and about the extent of environmental damage caused by particular pollutants.Even where the scientific evidence is incontrovertible 无可争议的证据. There may bepolitical conflict, based on different vested interests, over the degree to which particularenvironmental controls should be accepted. Governments may, for example, refrain(节制) from introducing effective control if they fear these will adversely affect companyprofitability or jobs, even where the environmental cost of not introducing controls areconsiderable.●There is always scientific debate around the facts regarding the reserves ofnatural resources. T●Very rarely is there conflict over the degree to which particular environmentalcontrols should be accepted. F●Parties with a vested interest (既得利益)are more influenced by politics thanscience when deciding whether to implement environmental controls. T/C5.Whilst high visibility crime such as night-time drunken disturbance has increased, totalurban and rural crime, both reported and unreported, has fallen over the last two years,yet paradoxically people feel less safe, believing that the converse is the case. This fall incrime has coincided with a drop in the number of police officer on the street. A citizen’sfear of crime seems not to be a matter of reality at all- the visibility of law enforcementofficials has a greater impact on their view of reality than hard facts.●Reducing the number of police officer has led to a reduction in crime. C●Crime statistics support popular belief about the level of crime. F●People feel safer when there are more police on the street. C/A6.There is no task more difficult than that of ensuring the education of children in modernsociety. Not only school, but also teachers and their roles have changed out of allrecognition in the past few decades, thanks to the impact on teaching institutions byindoctrinating, and indoctrinated, reformist intellectuals bearing revolutionary ideas. Tothe perpetual indiscipline (持续无纪律)of youth has now been added the indisciplineof parents, many of whom interpret any reports of wrongdoing in school on the part oftheir offspring as a personal affront(人身攻击), or as the manifestation of the malice(厌恶) of teachers. As for the teachers themselves, whilst many are respectable andlearned men and women, who view it as their vocation to induct their charges into acivilization and a way of behaving, others attempt to influence youth merely to further their political or ideological ends.●Some of those working in education have their own hidden agendas. T●Teacher with revolutionary ideas will attempt to influence their pupils for theirown political ends. C●Some teachers who report children of wrongdoing do so because of malice,rather than nay legitimate reason. Cst week, the competition commission outlined two packages to regulate the sale ofextended product warranties, which provide repair/replacement for faulty goodsbeyond the manufacturer’s original guarantee. Whilst warranty sa les are currentlyhighly profitable, with some retailers attributing up to ¾ of their profits to this income stream, they are also criticized for offering poor value for money due to obscure clauses (模棱两可的条款), which restrict payment in many, but the most unlikely claimscenarios. The first package-to ban retailers selling a full warranty on the day ofpurchase was condemned by all as draconian(严厉的)-whilst the other, rather milder, option of forcing retailers to provide full information on warranty exclusions and anobligatory 60–day “cool-off” period for customers, received a more balanced hearing.Because no one believes that the first option will ever be implemented, investors and analysts have focu sed more closely on the implication of the “milder” package. In arecent leaked research note, one analyst suggested that the implementation of thereform in the second package would place a staff-training burden on the retailer,which would lead to a significant increase in the cost of warranty sales, and apredicted 20% fall in actual sales.●“Cool-off” periods are not currently offered by companies selling productwarranties. T●It is likely that neither package will be implemented. C●Preventing retailers from selling warranties on the day of purchase of a productwas felt to be too severe a restriction. T8.All scientific knowledge is provisional(暂时的). Everything that science knows, even themost mundane(世俗的) facts and long-established theories, is subject to re-examination as new information comes in. the latest data and ideas are scrutinized the most. Some recantations(取消改变) will be unavoidable, but this is not a weakness of science, but rather its strength. No endeavor rivals science in its incremental progresstowards a more complete understanding of the observable universe.●Science improves understanding on the basis of leaving unchallenged thosetheories that appear to work. F●Some facts in science cannot be challenged if any progress is to be made.F●That which is not observable cannot be part of the domain of science. C9.The Statute on workplace safety requires that an employer should ensure, so far as isreasonably practicable, the health, safety and welfare at work of all full and part timeemployees, and also those not in direct employment who may be affected by acts oromissions at work. However, it is also the duty of employees to take reasonable care fortheir own health and safety and also that of other persons who may be affected by their acts or omissions at work, for example by complying with all notices on health and safety thatare posted.●If a workplace visitor is hurt due to an act of negligence by an employee then theemployee may be held solely responsible. F●An employer has responsibility for the safety of visitors to his factory. A●Employees have negligible可忽视的 responsibility for workplace health and safety. F10.Today’s historians aim to construct a record of human activities and to use this record toachieve a more profound understanding of humanity. This conception of their task is quite recent, dating from the development from 18th and early 19th centuries of scientific history, and cultivated largely by professional historians who adopted the assumption that the study of natural, inevitable human activity. Before the late 18th century, history was taught invirtually(actually) no schools, and it did not attempt to provide an interpretation ofhuman life as a whole. This is more appropriately the function of religion, of philosophy, or even perhaps of poetry.●That which constitutes the study of history has changed over time. T●Professional historians did not exist before 18th century. C●In the 17th century, history would not have been thought of as a way of understandinghumanity. A11.Whilst having similar effects on employees, there tend to be major difference between amerger and an acquisition. In an acquisition, power is substantially assumed by the newparent company. Change is often swift and brutal as the acquirer imposes its own controlsystems and financial restraints(抑制). Parties to a merger are likely to be evenly matched in terms of size, and the power and cultural dynamics of the combination are moreambiguous, integration is a more drawn out 拉长process.During an acquisition, there is often more overt(obvious) conflict and resistance and a sense of powerlessness. In mergers, because of the prolonged period between the initialannouncement and full integration, uncertainty and anxiety continue for a much longer time as the organization remains in a state of limbo.灰色地带●There tends to be a major power difference between parties in an acquisition. T●Mergers and acquisition tend to have distinctly different impacts on employees. F●Mergers yield a shorter period of anxiety and uncertainty amongst employees. F12.Management is, in effect, the catalyst 催化剂 that is essential for converting the resourcesand raw material inputs of the operation into valued outputs and, in the process, ensuring that stakeholder needs are satisfied. Managers represent the critical factor, whicheconomists refer to as “enterprise”, without which the other factors (land, labor and capital) cannot function. Managers are effectively the custodians(保管人)of the organization’sresource, responsible for deciding what the resources should be used for, how best to use them, and to which customers the outputs should be targeted.●Stakeholder needs are best served through the creation of valued outputs. C●Management has at least two major but different responsibilities. A●Managers must decide how best to handle all the resources at their disposal. A13.There is no doubt that vegetarian food can be healthier than a traditional diet(饮食)–indeed, research has demonstrated that vegetarians are less likely to suffer from heartdisease and obesity than those who eat meat. One long-standing concern about a vegetarian lifestyle is the risk of failing to take in enough protein. However, historical calculations as to the amount of protein needed for a healthy lifestyle have recently been shown tooverestimate the quantities needed, and if vegetarian select their food carefully they should be able to meet their protein needs.● A balanced diet is more likely to promote health than any particular food or food groupin isolation. B●Too much protein in the diet can lead to heart disease. C●Over time the recommendations as to what constitutes a healthy balanced diet havechanged. T14.Water, the most common liquid used for cleaning, has a property called surface tension.表面张力 Molecules in the body of the water are surrounded by other molecules, but at thesurface a “tension” is created as molecules are only surrounded by other molecules on the waterside. This tension inhibits the cleaning process, as it slows the wetting of surface due to tension causing the water to bead up(聚合). This is where water droplets hold theirshape and do not spread. For effective cleaning to take place “surface tension” must bereduced so that water can spread. Surface-active agents表面活化剂, or surfactants, arechemicals, which are able to do this effectively.●Surface-active agents, or surfactants, are only used for cleaning. C●Water is the only known liquid used for cleaning. F●If surfactant chemicals are added to water when cleaning a surface, surface tension willoccur. F●The molecules on the waterside hinder the cleaning process. F15.The biggest risk facing the world’s insurance companies is possibly the rapid change nowtaking place within their own ranks. Sluggish growth in core markets and intense pricecompetition, coupled with shifting patterns of customer demand and the rising cost of losses, are threatening to overwhelm those too slow to react.●Insurance companies are experiencing a boom in their core markets. F●Insurance companies are competing to provide best prices to customers. T●Insurance companies are coping well with increased price competition and rising losses.C16.Short-sightedness is to a large extent inherited, its incidence varies from one family toanother. The reason behind the link between the common incidence of short-sightednessand high intelligence is unclear. Previous generations thought that eyes could becomestrained by years spent poring over研读 books, but a few decades ago the popular medical view was that short-sighted people gravitated被吸引 towards the library because theyfound it hard to excel at sports. Recently there has been partial support for a theory thathigh intelligence and short-sightedness may, in fact, be part of a genetic package.●The genetic link between intelligence and short-sightedness has recently beendisproven. F●People from all families stand at an equal chance of being short-sighted. F●Intelligence is to a large extent inherited C17.The cosmic microwave background (CMB) radiation is the afterglow夕照 from the Big Bang,and weak as it may be today, these primeval 初期microwaves hold valuable informationabout fundamental properties of the early universe. Slight differences, or anisotropies异向性, in the brightness and polarization极化 of the CMB reveal clues about the nature of thepolarized microwaves and the cosmological polarization must thus be measured at different wavelengths so as to isolate them from foreground signals前景近景.●The anisotropies of the CMB show solely that the primordial plasma was not uniform. F●The polarization of cosmic microwaves is measured at different wavelength so as toseparate the foreground from the background signals. T●Through studying the cosmological microwaves, one may learn about the forces ofgravity in the early universe. T18.Internet experts are warning of a new multitude of extremely dangerous computer virusesthat have recently been causing devastation and could potentially cripple使瘫痪 entireglobal computer systems. These viruses can replicate thousands of copies within hours and are capable of extirpating破除 security software that, in turn, enables hackers toappropriate control of the machines. Criminal gangs犯罪团伙 can then establish bankaccounts using stolen identities, sabotage破坏a company’s computer system and extort敲诈 money for its restoration恢复, and sell computers that have been interfered with on the black market. Computer users are often advised to refrain避免 from opening suspiciousprogram attached to the emails and to continually update their security software.●Internet experts are advising computer users to replace their software if they suspect ithas been tampered with篡改. C19.For most people, any reference to hypnosis 催眠brings to mind images of individualsinvolved in amusing, and often out of character, behavior. However, hypnosis is also a topic of scientific research. Research by scientists over the last few decades has revealed ways in which memory processes, and processes involved in pain perception can be changed using hypnosis. It has also been found that hypnotic suggestions can regulate activity inidentifiable sections of the brain and can contribute to the effective management ofcognitive conflict.认知冲突。
英语总结2
4. It is widely acknowledged that extensive deforestation contributed to heavy summer flooding. Experts argue that China must introduce a massive afforestation program. But I doubt whether afforestation alone will solve the problem.
近年来,艾滋病蔓延的幅度进一步扩大,一项新的研究预测,到2005年,世界上有超过三千万人将感染这一可怕的疾病。
18. Working with the disabled cannot help but leave one impressed with their indefatigable desire.
1. When asked about the ongoing uproar involving U.S. President BillClinton, most people say the affair involves a purely private matter. But many other people regard his actions as deplorable. I personally think the president committed impeachable offences.
ACCA P5 Summary
1Introduction to strategic management accounting1.1I ntroduction to planning, control and decision making☞Strategic planning is the process of deciding on objectives of the organization, on changes in these objectives, on the resource to attain these objectives, and on the policies that are to govern the acquisition, use and disposition of these resources.☞Characteristics of strategic information⏹Long term and wide scope⏹Generally formulated in writing⏹Widely circulated广泛流传⏹Doesn’t trigger direct action, but series of lesser plans⏹Includes selection of products, purchase of non-current assets, required levels ofcompany profit☞Management control: the process by which management ensure that resources are obtained and used effectively and efficiently in the accomplishment of the organisation’s objectives. It is sometimes called tactics ad tactical planning.☞Characteristics of management accounting information⏹Short-term and non-strategic⏹Management control planning activities include preparing annual sales budget⏹Management control activities include ensuring budget targets are reached⏹Carried out in a series of routine and regular planning and comparison procedures⏹Management control information covers the whole organisation, is routinely collected,is often quantitative and commonly expressed in money terms (cash flow forecasts, variance analysis reports, staffing levels⏹Source of information likely to be endogenous内生的☞Characteristics of operational control⏹Short-term and non-strategic⏹Occurs in all aspects of an organisations activities and need for day to dayimplementation of plans⏹Often carried out at short notice⏹Information likely to have an endogenous source, to be detailed transaction data,quantitative and expressed in terms of units/hours⏹Includes customer orders and cash receipts.1.2Management accounting information for strategic planning and control☞Strategic management accounting is a form of management accounting in which emphasis is placed on information about factors which are external to the organisation, as well as non-financial and internally-generated information.⏹External orientation: competitive advantage is relative; customer determination⏹Future orientation: forward- and outward looking; concern with values.⏹Goal congruence: translates the consequences of different strategies into a commonaccounting language for comparison; relates business operations to financial performance.1.3Planning and control at strategic and operational levels☞Linking strategy and operations, if not: unrealistic plans, inconsistent goals, poor communication, inadequate performance measurement.1.3.1Strategic control systems☞Formal systems of strategic control:⏹strategy review;⏹identify milestones of performance( outline critical success factors, short-term stepstowards long-term goals, enables managers to monitor actions)⏹Set target achievement levels (targets must be reasonably precise, suggest strategiesand tactics, relative to competition)⏹Formal monitoring of the strategic process⏹Reward.☞Desired features of strategic performance measures⏹Focus on what matters in the long term⏹Identify and communicate drivers of success⏹Support organisational learning⏹Provide a basis for reward⏹Measurable; meaningful; acceptable;⏹Described by strategy and relevant to it⏹Consistently measured⏹Re-evaluated regularly1.4Benchmarking1.4.1Types of benchmarking☞Internal benchmarking: easy; no innovative or best-practice.☞Industry benchmarking:⏹Competitor benchmarking: difficult to obtain information⏹Non-competitor benchmarking: motivate☞Functional benchmarking: find new, innovative ways to create competitive advantage1.4.2Stages of benchmarking☞Set objectives and determine the area to benchmark☞Establish key performance measures.☞Select organizations to study☞Measure own and others performance☞Compare performance☞Design and implement improvement prgoramme☞Monitor improvements1.4.3Reasons for benchmarking☞Assess current strategic position☞Assess generic competitive strategy☞Spur to innovation☞Setting objectives and targets☞Cross comparisons☞Implementing change☞Identifies the process to improve☞Helps with cost reduction, or identifying areas where improvement is required☞Improves the effectiveness of operations☞Delivers services to a defined standard☞Provide early warning of competitive disadvantage1.4.4Disadvantages of benchmarking☞Implies there is one best way of doing business☞Yesterday’s solution to tomorrow’s problem☞Catching-up exercise rather than the development of anything distinctive☞Depends on accurate information about comparator companies☞Potential negative side effects of ‘what gets measured gets done’.2Performance management and control of the organization2.1Strengths and weaknesses of alternative budget models2.1.1Incremental budgeting☞Is the traditional approach to setting a budget and involves basing next year’s budget on the current year’s results plus an extra amount for estimated growth of inflation next year. ☞Strengths: easy to prepare; can be flexed to actual levels to provide more meaningful control information☞Weaknesses: does not take account of alternative options; does not look for ways of improving performance; only works if current operations are as effective, efficient and economical as they can be; encourage slack in the budget setting process.2.1.2Zero based budgeting☞Preparing a budget for each cost centre from scratch.☞Strengths:⏹Provides a budgeting and planning tool for management that responds to changes inthe business environment.⏹Requires the organization to look very closely at its cost behavior patterns, andimproves understanding of cost-behaviour patterns.⏹Should help identify inefficient or obsolete processes, and thereby also help reducecosts.⏹Results in a more efficient allocation of resources⏹Be particularly useful in not-for-profit organizations which have a focus on achievingvalue for money.☞Weaknesses:⏹Requires a lot of management time and effort⏹Requires training in the use of ZBB techniques so that these are applied properly⏹Questioning current practices and processes can be seen as threatening2.1.3Rolling budgets☞Continuously updated by adding a further period when the earliest period has expired.☞Strengths:⏹Reduce the uncertainty of budgeting for business operating in an unstableenvironment. It is easier to predict what will happen in the short-term.⏹Most suitable form of budgeting for organizations in uncertain environments, wherefuture activity levels, costs or revenues cannot be accurately foreseen.⏹Planning and control is based on a more recent plan which is likely to be morerealistic an more relevant than a fixed annual budget drawn up several months ago.⏹The process of updating the budget means that managers identify current changes( and so can respond to these changes more quickly)⏹More realistic targets provide a better basis on which to appraise managers’performance⏹Realistic budgets are likely to have a better motivational effect on managers.☞Weaknesses:⏹Require time, effort and money to prepare and keep updating. If managers spend toolong preparing/revising budgets, they will have less time to control and manage actual results⏹Managers may not see the value in the continuous updating of budgets⏹May be demotivating if targets are constantly changing⏹It may not be necessary to update budgets so regularly in a stable operatingenvironment.2.1.4Flexible budgets☞Recognizing the potential uncertainty, budgets designed to adjust costs levels according to changes in the actual levels of activity and output.☞Strengths:⏹Finding out well in advance the costs of idle time and so on if the output falls belowbudget.⏹Being able to plan for the alternative use of spare capacity if output falls short ofbudget☞Weaknesses:⏹As many errors in modern industry are fixed costs, the value of flexible budgets as aplanning tool are limited.⏹Where there is a high degree of stability, the administrative effort in flexiblebudgeting produces little extra benefit. Fixed budgets can be perfectly adequate in these circumstances.2.1.5Activity based budgeting☞Involves defining the activities that underlie the financial figures in each function and usingthe level of activity to decide how much resources should be allocated, how well it is being managed and to explain variance from budget.☞Strengths:⏹Ensures that the organisation’s overall strategy and any changes to that strategy willbe taken into account.⏹Identifies critical success factors which are activities that a business must perform wellif it is to succeed⏹Recognizes that activities drive costs; so encourages a focus on controlling andmanaging cost drivers rather than just the costs⏹Concentrate on the whole activities so that there is more likelihood of getting it rightfirst time.☞Weaknesses:⏹Requires time and effort to prepare so suited to a more complex organization withmultiple cost drivers.⏹May be difficult to identify clear individual responsibilities for activities⏹Only suitable for organization which have adopted an activity-based costing system⏹ABBs are not suitable for all organization, especially with significant proportions offixed overheads.2.1.6The future of budgeting☞Criticisms of traditional budgeting⏹Time consuming and costly⏹Major barrier to responsiveness, flexibility and change⏹Adds little value given the amount of management time required⏹Rarely strategically focused⏹Makes people feel undervalued⏹Reinforces department barriers rather than encouraging knowledge sharing⏹Based on unsupported assumptions and guesswork as opposed to sound,well-constructed performance data⏹Development and updated infrequently2.2Budgeting in not-for-profit organizations☞Special issues: the budget process inevitably has considerable influence on organizational processes, and represents the financial expression of policies resulting from politically motivated goals and objectives. The reality of life for many public sector managers is an subjected to(受---支配) growing competition.⏹Be prevented from borrowing funds⏹Prevent the transfer of funds from one budget head to another without compliancewith various rules and regulations⏹Plan one financial year.⏹Incremental budgeting and the bid system are widely used.2.3Evaluating the organisation’s move beyond budgeting2.3.1Conventional budgeting in a changing environment☞Weaknesses of traditional budgets:⏹Adds little value, requires far too much valuable management time⏹Too heavy a reliance on the ‘agreed’ budget has an adverse impact on managementbehavior, which can become dysfunctional(功能失调的) with regard to(关于) the objectives of the organization as a whole⏹The use of budgeting as a base for communicating corporate goals, is contrary to theoriginal purpose of budgeting as a financial control mechanism⏹Most budgets are not based on a rational, causal(因果关系的) model of resourceconsumption, but are often the result of protracted internal bargaining processes.⏹Conformance to budget is not seen as compatible with a drive towards continuousimprovement⏹Traditional budgeting processes have insufficient external focus.2.3.2The beyond budgeting model☞Rolling budgets focus management attention on current and likely future realities within the organizational context, it is seen as an attempt to keep ahead of change, or strictly speaking to be more in control of the response to the challenges facing the organization. ☞Benefits:⏹Creates and fosters a performance climate based on competitive success. Managerialfocus shifts from beating other managers for a slice(部分) of resources to beating the competition.⏹It motivates properly by giving them challenges, responsibilities and clear values asguidelines. Rewards are team-based⏹It empowers operational managers to act by removing resource constraints. Speedingup the response to environmental threats and enabling quick exploitation of new opportunities.⏹It devolves performance responsibilities to operational management who are closer tothe action.⏹It establishes customer-orientated teams that are accountable for profitable customeroutcomes.⏹Creates transparent and open information systems throughout the organization,provides fast, open and distributed information to facilitate control at all levels.3Business structure, IT development and other environmental and ethical issues3.1Business structure and information needs3.1.1Functional departmentation☞Information characteristics and needs: information flows vertically; functions tend to be isolated☞Implications for performance management⏹Structure is based on work specialism⏹Economies of scale⏹Does not reflect the actual business processes by which values is created⏹Hard to identify where profits and losses are made on individual products or inindividual markets⏹People do not have an understanding of how the whole business works⏹Problems of co-ordinating the work of different specialisms.3.1.2The divisional form☞Information characteristics and needs⏹Divisionalisation is the division of a business into autonomous regions⏹Communication between divisions and head office is restricted, formal and related toperformance standards⏹Headquarters management influence prices and therefore profitability when it setstransfer prices between divisions.⏹Divisionalisation is a function of organisation size, in numbers and in product-marketactivities.☞Implications for performance management⏹Divisional management should be free to use their authority to do what they think isright, but must be held accountable to head office⏹ A division must be large enough to support the quantity and quality of managementit needs⏹Each division must have a potential for growth in its own area of operations⏹There should be scope and challenge in the job for the management of the division☞Advantages:⏹Focuses the attention of subordinate(下级) management on business performanceand results⏹Management by objectives can be applied more easily⏹Gives more authority to junior managers, more senior positions⏹Tests junior managers in independent command early in their careers and at areasonably low level in the management hierarchy.⏹Provides an organisation structure which reduces the number of levels ofmanagement.☞Problems:⏹Partly insulated from shareholders and capital markets⏹The economic advantages it offers over independent organisations ‘reflectfundamental inefficiencies in capital markets’⏹The divisions are more bureaucratic than they would be as independent corporation⏹Headquarters management usurp divisional profits by management charges,cross-subsidies, unfair transfer pricing systems.⏹Sometime, it is impossible to identify completely independent products or markets⏹Divisionalisation is only possible at a fairly senior management level⏹Halfway house(中途地点)⏹Divisional performance is not directly assessed by the market⏹Conglomerate diversification3.1.3Network organisations☞Information characteristics and needs: achieve innovative response in a changingcircumstances; communication tends to be lateral(侧面的), information and advice are given rather than instructions(指令) and decisions.☞Virtual teams: share information and tasks; make joint decision; fulfil the collaborative function of a team)☞Implications for performance management⏹Staffing: shamrock organisation⏹Leasing of facilities such as IT, machinery and accommodation(住房)⏹Production itself might be outsourced⏹Interdependence of organisations☞Benefits: cost reduction; increased market penetration; experience curve effects.3.2Business process re-engineering3.2.1Business processes and the technological interdependence betweendepartments☞Pooled interdependence(联营式相互依赖): each department works independently to the others, subjects to achieve the overall goals☞Sequential interdependence(序列式相互依存): a sequence with a start and end point.Management effort is required to ensure than the transfer of resources between departments is smooth.☞Reciprocal interdependence(互惠式相互依存): a number of departments acquire inputs from and offer outputs to each other.3.2.2Key characteristics of organisations which have adopted BPR☞Work units change from functional departments to process teams, which replace the old functional structure☞Jobs change. Job enlargement and job enrichment☞People’s roles change. Make decisions relevant to the process☞Performance measures concentrate on results rather than activities.☞Organisation structures change from hierarchical to flat3.3Business integration3.3.1Mckinsey 7S model☞Hard elements of business behaviour⏹Structure: formal division of tasks; hierarchy of authority⏹Strategy: plans to outperform胜过its competitors.⏹Systems: technical systems of accounting, personnel, management information☞‘soft’ elements⏹Style: shared assumptions, ways of working, attitudes and beliefs⏹Shared values: guiding beliefs of people in the organisation as to why it exists⏹Staff: people⏹Skills: those things the organisation does well3.3.2Teamwork and empowerment☞Aspects of teams:⏹Work organisation: combine the skills of different individuals and avoid complexcommunication⏹Control: control the behaviour and performance of individuals, resolve conflict⏹Knowledge generation: generate ideas⏹Decision making: investigate new developments, evaluate new decisions☞Multi-disciplinary teams:⏹Increases workers‘ awareness of their overall objectives and targets⏹Aids co-ordination⏹Helps to generate solutions to problems, suggestions for improvements☞Changes to management accounting systems⏹Source of input information: sources of data, methods used to record data⏹Processing involved: cost/benefit calculation⏹Output required: level of detail and accuracy of output, timescales involved⏹Response required:⏹When the output is required:3.4Information needs of manufacturing and service businesses3.4.1Information needs of manufacturing businesses☞Cost behaviour:⏹Planning: standard costs, actual costs compared with⏹Decision making: estimates of future costs to assess the likely profitability of a product⏹Control: monitor total cost information☞Quality: the customer satisfaction is built into the manufacturing system and its outputs☞Time: production bottlenecks, delivery times, deadlines, machine speed☞Innovation: product development, speed to market, new process. Experience curve, economies of scale, technological improvements.☞Valuation:☞Strategic, tactical and operational information⏹Strategic: future demand estimates, new product development plans, competitoranalysis⏹Tactical: variance analysis, departmental accounts, inventory turnover⏹Operational: production reject rates, materials and labour used, inventory levels3.4.2Service businesses☞Characteristics distinguish from manufacturing:⏹Intangibility: no substance⏹Inseparability/simultaneity: created at the same time as they are consumed⏹Variability/heterogeneity异质性: problem of maintaining consistency in the standardof output⏹Perishability非持久性:⏹No transfer of ownership:☞Strategic, tactical and operational information⏹Strategic: forecast sales growth and market share, profitability, capital structure⏹Tactical: resource utilisation, customer satisfaction rating⏹Operational: staff timesheets, customer waiting time, individual customer feedback3.5Developing management accounting systems3.5.1Setting up a management accounting system☞The output required: identify the information needs of managers☞When the output is required:☞The sources of input information: the output required dictate the input made3.6Stakeholders’ goals and objectives3.6.1The stakeholder view☞Organisations are rarely controlled effectively by shareholders☞Large corporations can manipulate markets. Social responsibility☞Business receive a lot of government support☞Strategic decisions by businesses always have wider social consequences.3.6.2Stakeholder theory☞Strong stakeholder view: each stakeholder in the business has a legitimate claim on management attention. Management’s job is to balance stakeholder demands:⏹Managers who are accountable to everyone are accountable to none⏹Danger of the managers favour their own interests⏹Confuses a stakeholder’s interest in a firm with a person citizenship of a state⏹People have interest, but this does not give them rights.3.7Ethics and organisation3.7.1Short-term shareholder interest(laissez-faire自由主义stance)☞Accept a duty of obedience to the demands of the law, but would not undertake to comply with any less substantial rules of conduct.3.7.2Long-term shareholder interest (enlightened self-interest开明自利)☞The organisation’s corporate image may be enhanced by an assumption of wider responsibilities.☞The responsible exercise of corporate power may prevent a built-up of social and political pressure for legal regulation.3.7.3Multiple stakeholder obligations☞Accept the legitimacy of the expectations of stakeholders other than shareholders. It is important to take account of the views of stakeholders with interests relating to social and environmental matters.☞Shape of society: society is more important than financial and other stakeholder interests.3.7.4Ethical dilemmas☞Extortion: foreign officials have been known to threaten companies with the complete closure of their local operations unless suitable payments are made☞Bribery: payments for service to which a company is not legally entitled☞Grease money: cash payments to the right people to oil the machinery of bureaucracy.☞Gifts: are regard as an essential part of civilised negotiation.4Changing business environment and external factors4.1The changing business environment4.1.1The changing competitive environment☞Manufacturing organisations:⏹Before 1970s, domestic markets because of barriers of communication andgeographical distance, few efforts to maximise efficiency and improve management practices.⏹After 1970s, overseas competitors, global networks for acquiring raw materials anddistributing high-quality, low-priced goods.☞Service organisations:⏹Prior to the 1980s: service organisations were government-owned monopolies, wereprotected by a highly-regulated, non-competitive environment.⏹After 1980s: privatisation of government-owned monopolies and deregulation, intensecompetition, led to the requirement of cost management and management accounting information systems.☞Changing product life cycles: competitive environment, technological innovation, increasingly discriminating and sophisticated customer demands.☞Changing customer requirements: Cost efficiency, quality (TQM), time (speedier response to customer requests), innovation☞New management approaches: continuous improvement, employee empowerment; total value-chain analysis☞Advanced manufacturing technology(AMT): encompasses automatic production technology, computer-aided design and manufacturing, flexible manufacturing systems and a wide array of innovative computer equipment.4.1.2The limitation of traditional management accounting techniques in achanging environment☞Cost reporting: costs are generally on a functional basis, the things that businesses do are “process es’ that cut across functional boundaries☞Absorption costing(归纳成本计算法)☞Standard costing: ignores the impact of changing cost structures; doesn’t provide any incentive to try to reduce costs further, is inconsistent with the philosophy of continuous improvement.☞Short-term financial measures: narrowly focused☞Cost accounting methods: trace raw materials to various production stages via WIP. With JIT systems, near-zero inventories, very low batch sizes, cost accounting and recording systems are greatly simplified.☞Performance measures: product the wrong type of response☞Timing: cost of a product is substantially determined when it is being designed, however, management accountants continue to direct their efforts to the production stage.☞Controllability: only a small proportion of ‘direct costs’are genuinely controllable in the short term.☞Customers: many costs are driven by customers, but conventional cost accounting does not recognise this.☞The solution: changes are taking place in management accounting in order to meet the challenge of modern developments.4.2Risk and uncertainty4.2.1Types of risk and uncertainty☞Physical: earthquake, fire, blooding, and equipment breakdown. Climatic changes: global warming, drought;☞Economic: economic environment turn out to be wrong☞Business: lowering of entry barriers; changes in customer/supplier industries; new competitors and factors internal to the firm; management misunderstanding of core competences; volatile cash flows; uncertain returns☞Product life cycle:☞Political: nationalisation, sanctions, civil war, political instability☞Financial:4.2.2Accounting for risk☞Quantify the risk:⏹Rule of thumb methods: express a range of values from worst possible result to bestpossible result with a best estimate lying between these two extremes.⏹Basic probability theory: expresses the likelihood of a forecast result occurring⏹Dispersion or spread values with different possible outcomes: standard deviation.4.2.3Basic probability theory and expected valuesEV=ΣpxP=the probability of an outcome occurringX=the value(profit or loss) of that outcome4.2.4Risk preference☞Risk seeker: is a decision maker who is interested trying to secure the best outcomes no matter how small the chance they may occur☞Risk neutral: a decision maker is concerned with what will be the most likely outcome☞Risk averse: a decision maker acts on the assumption that the worst outcome might occur ☞Risk appetite is the amount of risk an organisation is willing to take on or is prepared to accept in pursuing its strategic objectives.4.2.5Decision rules☞Maximin decision rule: select the alternative that offers the least unattractive worst outcome. Maximise the minimum achievable profit.⏹Problems: risk-averse approach, lead to defensive and conservative, without takinginto account opportunities for maximising profits⏹Ignores the probability of each different outcome taking place☞Maximax: looking for the best outcome. Maximise the maximum achievable profit⏹It ignores probabilities;⏹It is over-optimistic☞Minimax regret rule: minimise the regret from making the wrong decision. Regret is the opportunity lost through making the wrong decision⏹Regret for any combination of action and circumstances=profit for best action in shoescircumstances – profit for the action actually chosen in those circumstances4.3Factors to consider when assessing performance4.3.1Political factors☞Government policy; government plans for divestment(剥夺)/rationalisation; quotas, tariffs, restricting investment or competition; regulate on new products.☞Government policy affecting competition: purchasing decisions; regulations and control;policies to prevent the concentration of too much market share in the hands of one or two producers4.3.2Economic environment☞Gross domestic product: grown or fallen? Affection on the demand of goods/services☞Local economic trends: businesses rationalising or expanding? Rents increasing/falling?The direction of house prices moving? Labour rates☞Inflation: too high to making a plan, uncertain of future financial returns; too low to depressing consumer demand; encouraging investment in domestic industries; high rate leading employees to demand higher money wages to compensate for a fall in the value of their wages☞Interest rates: affect consumer confidence and liquidity, demand; cost of borrowing increasing, reducing profitability;☞Exchange rates: impact on the cost of overseas imports; prices affect overseas customers ☞Government fiscal policy: increasing/decreasing demands; corporate tax policy affecting on the organisation; sales tax(VAT) affecting demand.☞Government spending:☞Business cycle: economic booming or in recession; counter-cyclical industry; the forecast state of the economic4.3.3Funding☞Reasons for being reluctant to obtain further debt finance:⏹Fear the company can’t service the debt, make the required capital and interestpayments on time⏹Can’t use the tax shield, to obtain any tax benefit from interest payments⏹Lacks the asset base to generate additional cash if needed or provide sufficientsecurity⏹Maintain access to the capital markets on good terms.4.3.4Socio-cultural factors☞Class: different social classes have different values。
2015年6月ACCA F9考试真题答案
Section B
(b) A forward rate agreement (FRA) can fix the borrowing rate on a sum of money for an agreed period starting on an agreed future date. A company can use an FRA to manage interest rate risk because the FRA fixes the future borrowing rate for an agreed period, and hence fixes the company’s future borrowing cost. If the future interest rate paid by the company turns out to be higher than the borrowing rate in the FRA, the bank will compensate the company with the difference between the two rates applied to the agreed sum for the agreed period. If the future interest rate paid by the company turns out to be less than the borrowing rate in the FRA, the opposite occurs and the company compensates the bank. The net effect is that the company is locked into the borrowing rate specified in the FRA. Because the company is locked into the FRA borrowing rate, the FRA does not allow the company to benefit from favourable interest rate movements. The bank which is a party to the FRA does not need to be the same bank which offers the funds to be borrowed.
财务会计英文版原书第5版ch02bwzg
Steps in the Recording
Process
Journal Ledger
The Recording Process Illustrated
Summary illustration of journalizing and posting
The Trial Balance
Limitations of a trial balance Locating errors Use of dollar signs
Expense
Debit / Dr.
Credit / Cr.
Normal Balance
Chapter 3-25
Revenue
Debit / Dr.
Credit / Cr.
Chapter 2-8
Normal Balance
Chapter 3-27
Normal Balance
Chapter 3-26
SO 2
See notes page for discussion
Chapter 2-11
SO 2 Define debits and credits and explain their use in recording business transactions.
Assets and Liabilities
Common Stock
Debit / Dr.
Credit / Cr.
Retained Earnings
Debit / Dr.
Credit / Cr.
Dividends
Debit / Dr.
Credit / Cr.
Chapter 3-25
Chapter 2-13
[VIP]-Angel-ACATEGORIES
predicable of anything.
Other things, again, are both predicable of a subject and present in
a subject. Thus while knowledge is present in the human mind, it is
are 'man' or 'the horse', of quantity, such terms as 'two cubits long'
or 'three cubits long', of quality, such attributes as 'white',
'grammatical'. 'Double', 'half', 'greater', fall under the category of
individual horse. But, to speak more generally, that which is
individual and has the character of a unit is never predicable of a
subject. Yet in some cases there is nothing to prevent such being
relation; 'in a market place', 'in the Lyceum', under that of
place; 'yesterday', 'last year', under that of time. 'Lying',
2024年度初中英语中考阅读理解课件
Weigh the evidence presented in the text to determine the truth or falsehood of a statement
10
Main ideas
2024/2/2
Identify the topic
03
If there are multiple choices, compare and contrast them
with the information in the text to find the best match
9
Inference and True/False Questions
2024/2/2
7
02
Common question types and problem solving techniques
Chapter
2024/2/2
8
Fact detail questions
2024/2/2
Identify key information
01
Look for specific details in the text that directly answers
Reading comprehension passages typically cover a range of topics, including but not limited to school life, daily activities, social issues, and science and technology
reasonable guess based on the information you have and move
《考研真相》总结历年考研英语真题常用词汇及固定搭配
考研1号历年真题解析《考研真相》考研英语知识运用常考词语固定搭配【介词+名词形式】第一组by accident偶然on account of因为,由于in addition另外in addition to除……之外in the air在流行中,在传播中on (the/an) average平均,一般来说on the basis of根据,在……的基础上at (the) best充其量,至多for the better好转,改善on board在船(车、飞机)上out of breath喘不过气来on business因公,因事in any case无论如何,总之in case of假使,万一in case假如,以防(万一)免得in no case决不第二组by chance偶然,碰巧in charge (of)负责,主管(a) round the clock昼夜不停地in common共用,共有,共同in conclusion最后,总之on condition that在……条件下in confidence信任in connection with/to关于in consequence因此,结果in consequence of由于……的缘故on the contrary反之,正相反in contrast with/to与……成对照out of control失去控制under control被控制住at all costs不惜任何代价at the cost of以……为代价第三组in the course of在……过程中,在……期间of course当然,自然,无疑in danger在危险中,垂危out of danger脱离危险out of date过期(时)的up to date时新的in debt欠债in detail详细地in difficulties处境困难in the distance在远处off duty下班on duty值班,上班on earth究竟,到底at all events无论如何in any event无论如何in effect有效;实际上第四组in the event of万一,如果发生for example例如with the exception of除……之外in the face of面对,不顾,即使in fact其实,实际上on fire烧着on foot步行in force有效;实施中in favo(u)r of有利于,赞成,支持in front of在……面前in (the) future今后,将来on guard警惕,防范in general通常,大体上in half成两半at hand在手边,在附近from tip to toe彻头彻尾,完全by hand用手hand down to往下传,传给(后代)第五组hand in hand手拉手,携手in hand在掌握中,在控制中on hand在手边,临近on (the) one hand...一方面……,on the other hand...另一方面……at heart在内心;实质上by heart牢记,凭记忆at home在家,在国内;自在,自如in honor of以纪念,向……表示敬意on one’s honor以名誉担保in a hurry匆忙地,立即for instance例如,举例说at intervals不时,时时at last最终,终于at least至少,最低限度in the least一点,丝毫第六组at length终于,最后;详细地in the light of按照,根据in line成一直线,排成一行in line with与……一致,按照at a loss困惑,不知所措as a matter of fact其实,事实上by all means无论如何,必定by means of借助于,用by no means决不in memory of纪念at the mercy of在……支配下by mistake错误地1at the moment现在,此刻for a moment片刻,一会儿for the moment现在,暂时in a moment立刻,马上第七组in nature本质上on occasion有时,不时in order秩序井然,整齐in group to以便,为了in group that以便out of order发生故障,失调on one’s own独自地,独立地in particular特别地,尤其,详细地in the past在过去,以往in person亲自in place在适当的位置in place of代替in the first place起初,首先in the last place最后out of place不得其所的,不适当的on the point即将……的时候第八组to the point切中要害,切题in practice在实际中,实际上out of practice久不练习,荒疏at present目前,现在for the present目前,暂时in proportion to(与……)成比例的in public公开地,当众for (the) purpose of为了on purpose故意,有意with the purpose of为了in question正在考虑at random随意地,任意地at any rate无论如何,至少by reason of由于as regards关于,至于with/in regard to对于,就……而论第九组in/with relation to关系到with respect to关于as a result结果,因此as a result of由于……的结果in return作为报答,作为回报on the road在旅途中as a rule规章,规则;通常,照例in the long run最终,从长远观点看for the sake of为了……起见on sale出售;贱卖on a large scale大规模地on a small scale小规模地in secret秘密地,私下地in a sense从某种意义上说in shape处于良好状态on the side作为兼职,额外第十组at first sight乍一看,初看起来in sight被看到,在望out of sight看不见,在视野之外in spite of不管,不顾;尽管,虽然on the spot当场,在现场in step同步,合拍out of step步调不一致,不协调in stock现有,备有in sum总而言之in tears流着泪,含泪,哭in terms of依据,按照;用……措词for one thing首先,一则on the second thoughts经重新考虑,一转念at a time每次,一次at no time从不,决不at one time同时,曾经,从前曾第十一组at the same time但是,然而at times有时for the time being目前,暂时from time to time有时,不时in no time立即,马上in time及时,适时地on time准时on top of在……之上out of touch失去联系in truth事实上,实际上,的确on try试穿by turns轮流,交替地in turn依次,轮流in vain徒劳,无效a variety of种种,各种by virtue of由于第十二组by the way顺便提一下,另外by way of经由,通过……方式in a way在某点,在某种程度上in no way决不in the way of妨碍in one’s/the way妨碍,阻碍after a while过了一会,不久for a while暂时,一时on the whole总的来说in a word总而言之in other words换句话说,也就是说at work在工作,忙于2out of work失业in the world到底,究竟【动词+名词形式】第十三组have/gain access to可以获得take...into account考虑gain/have an advantage over胜过,优于pay the way for为……铺平道路take advantage of利用,趁……之机pay attention to注意do/try one’s best尽力,努力get the best of胜过make the best of充分利用,妥善处理get the better of打败,致胜catch one’s breath屏息,歇口气take care小心,当心take care of照顾,照料take a chance冒险一试take charge of担任,负责keep company with与……交往,与……take delight in以……为乐with delight欣然,乐意地第十四组make a/the difference有影响,很重要carry/bring into effect使生效,使起作用puts into effect实行,生效come/go into effect生效,实施take effect生效,起作用catch one’s eye引人注目keep an eye on留意,照看make a face做鬼脸find fault埋怨,挑剔catch fire着火come/go into force生效,实施make friends交朋友,友好相处be friends with对……友好,与……交上朋友make fun of取笑,嘲弄keep one’s head保持镇静lost one’s head不知所措第十五组lose heart丧失勇气,失去信心get/learn by heart记住,背诵get hold of抓住,掌握keep house管理家务,做家务throw/cast light on使明白,阐明bear/keep in mind记住have in mind记住,考虑到,想到make up one’s mind下决心come/go into operation使投入生产,使运转put in order整理,检修keep/hold pace with跟上,与……同步play a part起作用take place发生,进行take the place of代替come to the point说到要点,扼要地说bring/carry into practice实施,实行第十六组make progress进步,进展give rise to引起,使发生make sense讲得通,有意义catch the sight of发现,突然看见(go) on the stage当演员take one’s time不急不忙,从容进行keep in touch保持联系keep track通晓事态,注意动向lose track失去联系make use of利用put to use使用,利用give way让路,让步lead the way带路,引路make one’s way前进,进行make way让路,开路keep one s word遵守诺言第十七组act on作用appeal to呼吁,要求attempt at企图,努力attitude to/towards态度,看法a great/good deal of大量(的),许多(的) influence on影响interference in干涉interference with妨碍,打扰第十八组introduce to介绍a lot (of)许多(的),大量(的)lots of大量,很多fall in love with相爱,爱上a matter of(关于……)的问题a number of若干,许多reply to回答,答复a series of一系列,一连串其他固定搭配第十九组trolley bus电车I. D. card身份证credit card信用卡no doubt无疑,必定next door隔壁out of doors在户外face to face面对面地as matter of fact实际情况,真相a few有些,几个3quite a few还不少,有相当数目的a little一点,稍微,一些,少许little by little逐渐地quite a little相当多,不少no matter无论the moment (that)一……就no more不再第二十组fair play公平竞赛;公平对待in demand有需要,销路好rest room厕所,盥洗室primary school小学side by side肩并肩,一个挨一个heart and soul全心全意step by step逐步ahead of time提前all the time一直,始终once upon a time从前once in a while偶尔,有时no wonder难怪,怪不得word for word逐字地decline with thanks婉言谢绝【动词+介词形式】第二十一组account for说明(原因等)aim at瞄准,针对allow for考虑到appeal to呼吁,要求arrive at达成,得出ask after询问,问候ask for请求,要求attach to附属于,隶属于begin with从开始break into闯入break off断绝,结束break through突破break up中止,结束;打碎,折断bring about带来,造成bring down打倒,挫伤;降低bring forth产生,提上第二十二组bring forward提出bring out使出现;公布;出版bring up教育,培养,使成长build up积累;堵塞;树立,逐步建立;增进;锻炼call for邀请;要求;需求call forth唤起,引起;振作起,鼓起call off放弃,取消catch at抓住(东西)call on/upon访问,拜访;号召,呼吁call up召集,动员;打电话care for照管,关心;喜欢,意欲carry off夺去carry on继续下去;从事,经营carry out贯彻,执行;实现come to总计,达到;苏醒,复原count on依靠;期待,指望count up把……相加第二十三组cover up掩饰,掩盖cut across走捷径,抄近路deal with处理,对付,安排do without没有……也行fill in/out填充,填写get at得到,接近;意思是get into进入,陷入go after追求go into进入;研究,调查go for竭力想取得;喜爱;支持,拥护go through经历,经受;详细检查go with伴随,与……协调go without没有……也行improve on改进keep to保持,坚持lie in在于live up to不辜负第二十四组live on/by靠……生活,以……为食live through度过,经受过look after照管,照料look at看望,注视look for寻找,寻求look into调查,观察,过问;窥视look over检查,查看,调查look through仔细查看,浏览,温习make for走向,驶向;有助于occur to被想到,被想起play with以……为消遣,玩弄refer to参考,查阅,涉及,提到run for竞选run into撞上,偶然碰见see to注意,负责,照料,修理send for派人去请,召唤;索取第二十五组send in呈报,递交,送来serve as作为,用作set aside挑出,拨出,留出;拒绝sit for参加stand by支持,帮助;袖手旁观stand for代替,代表,意味着stand against反抗,抵抗stick to坚持,忠于,信守4take after与……相像take for把……认为是,把……看成是take in接受,吸收;了解,理解take to喜欢,亲近touch on关系到,涉及turn into变成turn to变成;求助于,借助于turn off关上;出产;解雇【动词+副词形式】第二十六组break down损坏,分解,瓦解break in闯入;打断,插嘴break out逃出;突然发生,爆发bring to使恢复知觉burn out烧掉burn up烧起来,旺起来;烧完catch on理解,明白check in办理登记手续check out结账后离开;检验,核查check up (on)校对,检查,检验cheer up使高兴,使振奋clear away扫除,收拾clear up收拾;澄清;放晴make it clear that弄清楚come off实现,成功,奏效come on请,来吧,快点;开始,出场,上演come out出版;出现,显露;结果是第二十七组come round (around)来访,前来;苏醒,复原come through经历,脱险come up走近,上来;发生,被提出cross out删去,取消cut back削减,减少cut down削减,降低cut in(汽车)抢道;插嘴,打断cut off切断;删去;停止cut out删cut short突然停止die down渐渐消失,平息die out消失,灭绝draw in(火车、汽车)到站draw up写上,画上;草拟;停住dress up穿上盛装,打扮得很漂亮drop by/in顺便来访dry out干透,使干dry up干涸,枯竭第二十八组drop off减弱,减少drop out退出,离队fall behind落后fall out争吵;结果是fall through落空,失败feed in输入find out查明get across解释清楚,使人了解get around/round走动,旅行;(消息)传开get away逃脱,离开get by通过,经过get down从……下来;写下get in进入;收获,收集get off从……下来;离开,动身,开始get over克服;(从病中)恢复过来get through结束,完成;接通电话have got to (do)不得不,必须第二十九组get together集合,聚集get up起床;增加,增强give away泄露;分送give back送还,恢复give in交上;投降,屈服give off放出,释放give out分发,放出give up停止,放弃go ahead开始,前进;领先go by过去go down下降,降低;被载入,传下去go off爆炸,发射;动身,离开go out外出;熄灭go over检查,审查;复习,重温go round/around足够分配go under下沉,沉没;失败;破产go through通过,审查,完成第三十组go up上升,增加;建起hand down流传下来,传给,往下传hand in交上,递交hand on传下来,依次传递hand out分发,散发,发给hand over交出,移交,让与hang about闲荡,徘徊,逗留hang back犹豫,踌躇,畏缩hang on抓紧不放;继续下去hang up挂断(电话)have back要回,收回have on穿着,戴着hold back踌躇,退缩;阻止,抑制hold on继续,握住不放hold out维持,支持;坚持,不屈服hold up举起,阻挡,使停止;抢劫第三十一组hurry up(使)赶快,迅速完成keep back阻止,阻挡;隐瞒,保留5keep down控制,压制,镇压;压低keep off不接近,避开keep up保持,维持;继续,坚持let down放下,降低;使失望let in让……进入,放……进来let off放(烟,烟火),开(枪)let out放掉,放出,发出line up排队,使排成一行look back回顾,回头看look out留神,注意,提防,警惕look on旁观,观看;看待,视作look up查阅,查考;寻找(某人)look in顺便看望make out辨认,区分;理解,了解make out of用……做,从……得出第三十二组make up构成,拼凑;弥补,赔偿;化装mix up混淆,混合,搞糊涂pass away去世,逝世pass off中止,停止pass to转到,讨论,传到pass out失去知觉,昏倒pay back偿还,回报pay off还清(债)pay down即时交付,用现金支付pay up全部付清第三十三组pick out选出,挑出,拣出;辨认,辨别出pick up拾起,(偶然)得到;(车船)中途搭(人),学会pull down拆毁,拉倒;拉下,降低pull in(车)停下,进站,船(到岸)pull off脱(帽、衣)pull on穿,戴pull out拔出,抽出;(车、船)驶出pull together齐心协力pull up(使)停下put across解释清楚,说明put aside储存,保留put away放好,收好;储存put down记下,放下;镇压,平定put forward提出put in驶进put on穿上,戴上;上演;增加(体重)put out熄灭,关(灯);出版,发布;生产put right改正(错误),整理第三十四组put up提起,举起,提(价);为……提供食宿,投宿ring off挂断电话rub out擦掉,拭去run down撞倒,撞沉;追捕,追查run off复印,打印run over略读,略述;辗过,浏览,匆匆复习see off给……送行see through看穿,识破;干完,干到底set back推迟,延缓,阻碍set down卸下,放下,记下,记入set forth阐明,陈述set off出发,动身;引起,使发生set out陈列,显示;动身,起程;制定set up创立,建立,树立;资助,扶持show in领入show off炫耀,卖弄第三十五组show up使呈现,使醒目shut out排除sit in列席,旁听sit up迟睡,熬夜speed up使加速stand out突出,显眼stand up站起来,耐用step up提高,加快,加紧step in插入,介入stick out伸出,突出;坚持到底,继续take away消除;消耗take down记下,写下take off拿走,脱下;起飞take on呈现;接纳,承担,从事take over接管,接办take up占据;开始;拿起,接收take up with和……交往,忍受,采用第三十六组think over仔细考虑throw away扔掉,抛弃touch up润色,改进turn down拧小,调低;拒绝turn in交出,上缴;转身进入turn off关掉,断开;拐弯,叉开turn on接通,打开turn out制造,生产;结果是turn over翻过来;移交,转交turn up开大;出现;来到;发生use up用完,花完warm up变热wear off逐渐消失wear out用破;耗尽,使精疲力竭while away消磨(时间)wipe out擦去,抹去;消灭,毁灭work out解决,算出;弄懂,制定出work up引起,激起;逐渐上升work on从事于,努力做write off报废,勾销,注销【后接动名词的固定搭配】6第三十七组aim at目的在于,旨在;瞄准accuse...of...控告;谴责depend on取决于devote to奉献,致力engage in从事于,忙着;订婚feel like欲,想要go on继续;发生cannot/couldn’t help禁不住;不得不insist on坚持keep from使……不(做)keep on继续不断,保持look forward to盼望,期待persist in坚持,持续prevent from预防,防止put off推迟,推延set about开始,着手succeed in成功thank for感谢think of想起,想到;想一想【其他固定搭配】第三十八组add up to合计,总计make believe假装break away (from)脱离,逃跑catch up with追上,赶上come true实现,达到come up to达到,符合come up with提出,提供concern with关心,挂念;从事于do away with废除,去掉have something to do with和……有点关系have nothing to do with和……毫无关系fall back on求助于,转而依靠fall in with符合,与……一致be fed up with感到厌烦as follows如下get along/on with有进展,有进步;生活得get through到达,完成,及格get somewhere有些;结果第三十九组get down to开始,着手get out of逃避,改掉get the better of占上风,胜过have got有give oneself away泄露,露马脚give oneself up自首,投降,投案give way to给……让路,被……代替go along with陪同前往,随行go back on违背go in for从事,致力于,追求go before居前hang on to紧握住,坚持下去have to/have got to不得不,必须have to do with与……有关help oneself自取所需(食物)hold on to紧紧抓住,坚持keep out of躲开,置身……之外第四十组keep up with向……看齐,跟上……lend itself to适用于,对……有用let alone不干涉;更不用说let loose放开,放松,释放let go放开,松手live up to做到,不负look down on看不起,轻视look up to尊敬,敬仰be made up of由……构成,由……组成make up for补偿,弥补never mind不要紧,没关系put in for申请put up with容忍,忍受refer to...as把……称作,把……当做run out of用完,用尽,耗尽serve right活该,给应得的待遇第四十一组set in来临,流行set out to打算,着手stand up for为……辩护;维护stand up to面对,坚决抵抗;经得起come to stay木已成舟stay by守在一边take...as把……作为think of...as把……看做是,以为……是think better of改变主意,重新考虑throw about乱丢(东西),乱花(钱) throw down推倒throw (a) light on照亮,阐明【形容词的固定搭配】第四十二组be able to (do)能(做),会(做)be about to (do)即将,正要be absent from缺勤,缺课be abundant in富于,富有be accustomed to习惯于be acquainted with与……相识,熟悉be active in积极于be afraid of恐怕,害怕,担忧be alive to发觉,感觉,对……敏感be angry at因某事生气be angry with对……发怒be anxious about担心,为……担忧7be anxious for急切盼望,渴望be anxious to (do)渴望(做)be ashamed of为……感到害臊be aware of意识到第四十三组be bad at拙于,不善于be badly off生活穷困be based on根据,以……为基础be bent on热恋于,一心想be beside oneself忘乎所以be better off处境较好,情况好转be born in出生于……be born of出生于……(家庭)be bound to (do)一定会,不得不be buried in沉思,陷入,专心于be burned out住所被烧光be busy (doing)忙着(做某事)be busy with忙于……be busy about忙于……be careful of爱惜,注意be careful to (do)务必注意(做)第四十四组be certain to (do)一定(做),必然(做) be capable of能够be confident in对……有信心be characterized by以……为特征be clever at擅长于be combined with与……结合be composed of由……组成be concerned about关心,挂念be connected with与……有关be coupled with与……配合be covered with被……覆盖be crowded with挤满,拥塞be curious to (do)很想(做)be dependent on/upon取决于,依赖be derived from由……得到be determined to (do)决心(做)第四十五组be different from与……不同be divided by被……除以be divided into被合成be eager for渴望be eager to (do)急于要(做)be engaged in忙于,从事于be equal to等于be famous for以……著名be fed up因多而厌烦be filled with充满be fit for适合,胜任be fond of喜欢,爱好be free from没有……的,不受……影响的be friendly to对……友好be frightened at受……惊吓be glad to (do)乐于(做),对……感到高兴第四十六组be good at (doing)善于,擅长be good for适于,在……期间有效be grateful to感谢,感激be identified as被认为是be independent of脱离……而独立,与……无关be indispensable for对……必不可少的be interested in对……感兴趣be involved in包括……中,被卷入be involved with涉及be kind enough to (do)承……好意,恳请be known as被称作……,以……著称be known to为……所熟知be late for迟到be likely to (do)可能要,像是要be mad about迷恋be made from由……制成(化学变化)第四十七组be made of由……制成(物理变化)be made up of由……组成be mixed up混杂,混在一起be obliged to (do)被迫(做某事)be obliged to...for...因……而感激be well off生活富裕be pleased to (do)乐于be pleased with对……感到满意be popular with得人心的,受……欢迎的be possessed of具有,拥有be prepared for做……打算;对……做好准备be present at出席be proud of以……自豪,因……感到满意be provided with装备有be ready to (do)装备好(做);乐意(做)be ready for为……准备好第四十八组be regarded as被认为是,被当做是be rich in富于be rid of除去,摆脱get rid of摆脱,除掉be satisfied with对……满意,满足于be second to次于be short for是……的缩写(简称)be short of短缺be sick for渴望be sick in bed病在床上be sick of对……感到厌倦be sorry for对……感到抱歉8be strict with对……要求严格be suited to适合于be supposed to (do)应该,非……不可be sure of坚信,确信第四十九组be sure to (do)一定,必定be surprised at对……感到惊奇be taken aback吃惊be taken by surprise被突袭be terrified at被……吓一跳be lost in thought沉思be through with结束be tired from因……而疲乏be tired of厌烦;对……厌倦be tired out疲倦极了be torn open被撕开be true of适用于be unconscious of不知道……be unequal to无法胜任……的be unfit for不适合,不胜任be united as one团结一致第五十组be used as被……用作be used to习惯于get used to习惯于be useful to对……有用be well up in精通,熟悉be wild with joy欣喜be willing to (do)乐意……be worried about为……而担心be worse off处境较坏,情况恶化be worth (doing)值得(做)be wrong with有点毛病,有些不舒服第五十一组above all 首先,毕竟after all 终于,毕竟;虽然这样at all 完全,根本all but 几乎,差一点all over 遍及,到处in all 总共,总计not at all 一点也不all out 全力以赴,竭尽全力leave alone 听其自然,更不用说along with 与……一起one after another 一个接一个one another 互相anything but 除……以外任何事(物),根本不as...as 像……一样as for 至于,就……方面说as if 好像,仿佛第五十二组as though 好像,仿佛as to 至于,关于as well 也,又as well as (除……之外)也,既……又not as/so...as 不如……那样back and forth 往返,来来往往地back of 在……后部,在……背部because of 由于,因为had better 最好还是,应该both...and 既……又……,两个都but for 除……以外,倘没有,除非each other 互相either...or 或……或,不是……就是;无论……还是or else 否则,要不然even if/though 即使,虽然even then 即使那样,连,都第五十三组except for 除……之外as/so far as 远至,到……程度by far ……得多,最far from 远非,远离so far 迄今为止first of all 首先,第一if only 要是……就好了in itself 本身at last 最终,终于at least 至少,最低程度no less than 决不少于,不亚(次)于a little 一点;一些,少许little by little 逐渐地quite a little 相当多,不少as/so long as 只要,如果第五十四组no longer 不再,已不a great/good many of 许多,大量many a 许多的more and more 越来越more or less 或多或少no more than 不过,仅仅;和……一样不at (the) most 最多,至少,不超过make the most of 充分利用neither...nor 既不……也不every now and then 有时,时时,偶尔just now 刚才,一会儿以前now and then 时而,不时now that 既然,由于off and on 断断续续,不时地and so on 等等第五十五组all at once 突然;同时,一起at once 立刻,马上9once (and) for all 一劳永逸,限此一次once more 再一次,又一次by oneself 独自地,单独地every other 每隔一个地other than 不同于over and over (again) 一再,再三all right 好,行all round 周围,处处ever since 从那时起,自那时以来and so on/forth 等等ever so 非常,极其or so 大约,左右so...as to 结果是;如此……以至于第五十六组so that 以便,为的是;结果是so...that 如此……以至于such as 像……那样的;诸如,例如such...that 那样的……以致that is (=i. e.) 就是说,即up to 起来,从事于,忙于;直至what about (对于)……怎么样what if 如果……将会怎样,即使……又有什么要紧whether...or 是……还是,不管……还是go wrong 发生故障,出毛病and yet 可是,然而as yet 到目前(那时)为止abide by 坚持;遵守accustom to 使习惯adapt to (使)适应,适合;改编第五十七组adhere to 粘附,胶着;坚持apologize ( ise) to,for 道歉,认错cling to 粘住;依附;坚持collide with 抵触compensate for 补偿,赔偿comply with 照做,遵照,应允conceive of 设想,构思;以为conform to 遵守,依照,符合,顺应consult with 商量,商议cooperate with 合作,协作,相配合cope with 竞争,对抗;对付,应付;妥善处理deduce from 演绎,推断derive from 导出,由……来deviate from 背离,偏离dispose of 处理,处置dispose for 布置,安排第五十八组dwell on 凝思;详述hinder from 阻止,妨碍impose on 把……强加给intervene in 干涉,干预;插入originate in/from 起源,发生;首创,创造participate in 参与,参加;分享preside at/over 主持prevail over/against 取胜,占优势;流行,盛行reconcile to/with 使一致reign over 统治;盛行restrain from 抑制,制止sacrifice for/to 牺牲,献出,献祭scrape through 擦过,勉强通过specialize in 专攻,专门研究,专业化第五十九组testify to 说明,证实flare up 突然燃烧起来;突然发怒queue up 排队,排队等待acquaint sb. With 使认识,使了解correspondence with通信congratulations on 祝贺dependence on 依靠;依赖;信赖dissatisfaction with/at 不满,不平exposure to 受到longing for 渴望objection to 反对,异议preference for to 偏爱,喜爱;优惠;优先选择proficiency in 熟练,精通requirement for 需要,需要的东西,要求thirst for 渴望,热望by comparison 比较起来第六十组in sequence 依次,逐一at stake 在危险中,利害攸关in accordance with 与……一致on behalf of 代表……,为了……accustomed to 习惯于on the sly 偷偷地,冷不防地in excess of 超过to and fro 来来回回on schedule 按预定时间on sight 一见就……,立即第六十一组hear of 听到,听说put into use 使用,应用put into effect 生效put into practice 落实get out of control 失控be satisfied with 满足be satisfied with 满意hardly...when 刚……就……come to a conclusion 得出结论avoid doing sth. 避免干某事decline invitation 辞谢邀请agree on/upon 取得一致意见10may (might) as well 还是……好argue about 争论rule out 排斥take (make) a stand for 捍卫第六十二组take (make) a stand against 反对bring about 发生,引起come about 发生,出现come after 跟随in support of 支持be different from 与……不同lie up 躺着休息ask for 要价without question 毫无疑问out of the question 绝不可能beside the point 离题refresh one’s memory 使人记起bring to mind 使人想起in time 及时compile dictionary 编字典present sb. with sth. 送给某人某礼物第六十三组indifferent to 不在乎go on strike 罢工against one’s will 违心地at will 随意in one’s will 在……遗嘱中of one’s free will 出于自愿above all 最重要的first of all 首先with ease 容易,不费力at ease 不拘束prepare for 准备get to 开始;到达fall off 下降fall away 背离televise live 实况转播at the moment 此刻第六十四组by the moment 到……时have intention of 有意,打算no intention of 无意,不打算have not the least idea of 不知道have no desire for 对……没有欲望have desire to do sth. 想做某事have sth. in stock 有现货be on sale 出售be in demand 需要be particular about 讲究the key to……的答案(线索、办法) carry through 完成carry about 随身携带pass through 通过,经过pass by 从……旁边经过第六十五组pass over 不注意,忽视pass for 被认为(当做)get out 使……出去now that 既然,由于be of little value 没什么价值all the way 从远道,从头至尾cure sb. Of 治好某人……at one’s wits end 不知所措pull back 撤退pull round 掉头,转向;康复pull along 沿……拉die away (渐渐)消失die off 死去,凋谢drop down 落下something of 在某种程度(意义)上do sth. for a living 靠做某事谋生第六十六组make a name of oneself 出名,扬名glimpse of 瞥见,一瞥glance at 瞥见,一瞥be on good terms with sb. 与某人友好put sb. Through 为某人接通电话entitle sb. (to do) sth. 给予某人(干)某事的权利beyond one’s power 超出某人的能力take charge of 负责take interest in 对……发生兴趣take a chance 冒一下险ahead of schedule 提前part with 放弃,离开turn away 转变方向;拒绝turn back 翻过来be answerable for 应对……负责lay up 搁置;贮存第六十七组clean up 打扫;清除hundreds of 数以百计的be lacking in 缺乏break into tears (cheers) 突然哭(欢呼)起来in proportion to 按……的比例in connection with 与……相连in correspondence with 与……联系(通信)be advantageous to 对……有利be beneficial to 对……有益in no way 决不put out 扑灭in debt to sb. 欠某人的债11be it that 即使assure sb. of sth. 使某人对某事放心entrust sb. with sth. 委托某人某事第六十八组put (set)right 使恢复正常,纠正错误on the way 在途中off the way 远离正道keep on with 坚持make an attempt 试图in the mood for sth. 对某事有心境escape doing sth. 躲避干某事make up for 弥补come up with 提出set a limit to 限制within the limit of 在……范围内call at 访问call on 号召go blank (头脑)变成空白go dim (大脑)混沌go faint 晕过去第六十九组break away from 从……脱离be subjected to 遭受be attached to 附属于in no time 立即by all means 务必not on any account 决不take pains to do sth. 费尽苦心做某事a multitude of 大量(接复数名词)give rise to 导致give reason to 对……进行解释第七十组give suspicion to 对……怀疑make provision for 为……作准备be involved in 卷入,陷入be assigned to 被分配给……be bored to death 烦死了at fault 出差错step into 插入,干涉run into 陷入adapt for 调整(以适应目标或需要)a close (narrow) shave 侥幸的脱险历年考研真题重点词汇大总结1997年重点词汇阅读理解部分:1. parliamentary adj. 议会的2 .territory n. 领土, 版图, 地域3 incurably adv.治不好地, 不能矫正地4 convincing adj.令人信服的, 有力的, 令人心悦诚服的5 flashed vi.闪光, 闪现, 反射, 使迅速6 pick up v.掘地, 捡起, 获得, 使恢复精神, 加快, 看到, 随便地认识, 加速7 bulletin n.公告, 报告8 import n.进口货(常用复数), 进口, 输入, 意思, 重要性vt.输入, 进口, 含...的意思, 重要, 引入9 sink in 被了解10 implication n.牵连, 含意, 暗示11 bitterly adv.苦苦地, 悲痛的, 厉害的12 haste n.匆忙, 急忙13 turn back v.使停止往前, 往回走, 翻回到, 重新提到, 折转, 挡住14 euthanasia n.安乐死15 dominoes 多米诺16 injection n.注射, 注射剂, (毛细血管等的)充血, (人造卫星, 宇宙飞船等的)射入轨道17 diagnose v.诊断18 terminally adv.末尾, 一定时期地19 resident n.居民adj.居住的, 常驻的20 haunting adj.常浮现于脑海中的, 不易忘怀的21 spiritual adj.精神上的22 claw n.爪, 脚爪v.抓23 consistently 一贯地,一向,始终如一地24 deserve vt.应受, 值得v.应受25 dull adj.感觉或理解迟钝的, 无趣的, 呆滞的, 阴暗的vt.使迟钝, 使阴暗, 缓和vi.变迟钝, 减少26 loneliness n.孤独, 寂寞27 welcome n.欢迎vt.欢迎int.欢迎adj.受欢迎的28 harsh adj.粗糙的, 荒芜的, 苛刻的, 刺耳的, 刺目的29 frontier n.国境, 边疆, 边境30 charitable adj.仁慈的, (为)慈善事业的,宽恕的31 impulse n.推动, 刺激, 冲动, 推动力vt.推动32 weary adj.疲倦的, 厌倦的, 令人厌烦的, 疲劳v.疲倦, 厌倦, 厌烦33 hospitality n.好客, 宜人, 盛情34 casual adj.偶然的, 不经意的, 临时的35 interpret v.解释, 说明, 口译, 通译, 认为是...的意思36 superficial adj.表面的, 肤浅的, 浅薄的37 artificial adj.人造的, 假的, 非原产地的38 historically 在历史上, 从历史观点上说39 complex adj.复杂的, 合成的, 综合的n.联合体40 assumption n.假定, 设想, 担任, 承当, 假装, 作态41 interrelationship 相互关系[联系, 影响], 干扰42 fail to 未能...12。
注册会计师英语试题
注册会计师英语试题Part I: Multiple Choice Questions (40 points)Choose the most appropriate option to complete each sentence.1. The concept of materiality in auditing refers to:a) The importance of financial statements to users.b) The size or nature of an error or omission that would affect the judgment of a reasonable person.c) The total revenue of a company.d) The level of risk associated with an audit engagement.2. Which of the following statements is true regarding the cash flow statement?a) It provides information about a company's financial position at a specific point in time.b) It summarizes a company's revenues, expenses, and net income for a specific period.c) It reports cash inflows and outflows from operating, investing, and financing activities.d) It is not a required financial statement according to accounting standards.3. Which of the following is an example of an internal control activity?a) Conducting financial statement audits.b) Reviewing and approving payment vouchers.c) Preparing tax returns.d) Selling products or services to customers.4. An audit firm is required to maintain independence in appearance and independence in:a) Knowledge.b) Mind.c) Textbooks.d) Competence.5. Which of the following is not a characteristic of a limited liability company (LLC)?a) Limited liability for members.b) Pass-through taxation.c) Unlimited number of shareholders.d) Flexibility in management structure.Part II: Written Questions (60 points)Question 1:Describe the steps involved in the audit planning process.Question 2:Explain the key differences between financial accounting and managerial accounting.Question 3:Define and provide an example of a contingent liability.Question 4:Discuss the importance of internal controls in preventing and detecting fraud.Question 5:Explain the purpose and components of the auditor's report.Part III: Problem Solving (40 points)Question 1:Calculate the break-even point in units, given the following information:- Sales price per unit: $50- Variable cost per unit: $30- Fixed costs: $10,000Question 2:Prepare a statement of cash flows using the indirect method based on the following information:- Net income: $50,000- Depreciation expenses: $20,000- Increase in accounts receivable: $5,000- Decrease in accounts payable: $2,000- Cash paid for income taxes: $10,000- Cash paid for dividends: $8,000Question 3:An audit firm has identified the following deficiencies in a client's internal control system:- Lack of separation of duties- Inadequate documentation of transactions- Ineffective monitoring of controls- Inadequate segregation of incompatible functionsProvide recommendations for each deficiency identified.Conclusion:The registration process for becoming a certified public accountant requires passing the rigorous examination, which tests candidates' knowledge and understanding of various accounting principles and practices. By adequately preparing for such exams and gaining a solid understanding of the topics covered, individuals can demonstrate their competence and professionalism in the field of accounting.。
伯南克在美联储的讲演
- 3 - of Iraq in March 2003, as well as a series of corporate scandals in 2002, further clouded the economic situation in the early part of the decade. Slide 1 shows the path, from the year 2000 to the present, of one key indicator of monetary policy, the target for the overnight federal funds rate set by the Federal Open Market Committee (FOMC). The Federal Reserve manages the federal funds rate, the interest rate at which banks lend to each other, to influence broader financial conditions and thus the course of the economy. As you can see, the target federal funds rate was lowered quickly in response to the 2001 recession, from 6.5 percent in late 2000 to 1.75 percent in December 2001 and to 1 percent in June 2003. After reaching the thenrecord low of 1 percent, the target rate remained at that level for a year. In June 2004, the FOMC began to raise the target rate, reaching 5.25 percent in June 2006 before pausing. (More recently, as you know, and as the rightward portion of the slide indicates, rates have been cut sharply once again.) The low policy rates during the 2002-06 period were accompanied at various times by “forward guidance” on policy from the Committee. For example, beginning in August 2003, the FOMC noted in four post-meeting statements that policy was likely to remain accommodative for a “considerable period.”2 The aggressive monetary policy response in 2002 and 2003 was motivated by two principal factors. First, although the recession technically ended in late 2001, the recovery remained quite weak and “jobless” into the latter part of 2003. Real gross domestic product (GDP), which normally grows above trend in the early stages of an economic expansion, rose at an average pace just above 2 percent in 2002 and the first
acca F4 背诵讲义
Chapter 1 Structure of the legal system1. ESSENTIAL ELEMENTS OF THE LEGAL SYSTEMLaw•Law is a formal control mechanism.•It provides a structure for dealing with and resolving disputes.•It also provides some deterrent to those wishing to disrupt social order.Common law•Common law developed in England during the period following the Norman Conquest.•It was made by judges who travelled around the country to keep the King’s peace and made law by merging local customary laws into one ‘law of the land’.•Today, the concept of PRECEDENT continues to be the key feature of commom law, and distinguishes it from other legal systems.•Remedies under common law are monetary, and are known as damages.Equity•Common law does not provide justice to the wronged person if monetary compensation is not suitable.•Equity developed two or three hundred years after common law as a system to resolve disputes where damages are not a suitable remedy and therefore introduced fairnessinto the legal system.•For example, where a person needs to stop another person’s behaviour or to force them to act as they agreed to, equity provides remedies to achieve this.Civil law•Civil law exists to resolve disputes over the rights and obligations of persons dealing with each other and seeks to compensate wronged parties.•It is a form of private law (between individuals) and covers areas such as tort, contract and employment law.•In civil proceedings, the case must be proved on the balance of probability, the object is to convince the court that it is probable that a person’s assertions are ture.•There is no concept of punishment in the civil law and compensation is paid to the wronged person.•If they wish, both parties may choose to settle the dispute out of court.Criminal law• A crime is conduct that is prohibited by the law.•Criminal law is a form of public law (betweent the State and individuals).•In criminal proceedings, the State is the procecutor because it is the community as a whole which suffers as a result of the law being broken.•The burden of proof to convict the accused(认定被告有罪) rests with the procecution, which must prove its case beyond reasonble doubt.•In the UK, the police take the initial decision to prosecute, this is then reviewed by the Crown Prosecution Service. However, some prosecutions are started by the Director of Public Prosecutions, who is the head of the Crown Prosecution Service.•Persons guilty of crime may be punished by fines payable to the State, imprisonment, ora community-based punishment.The distinction between civil law and criminal lawThis is not an act or event which creates the distinction between civil and criminal law, but the legal consequences. A single event might give rise to both civil and criminal proceedings.2. JURISDICTION OF CIVIL COURTS•The nature of the case and the size of the claim will determine which court hears a civil case.•The County courts hear small cases ( claims under £5,000) or those which are deemed to be ‘FAST TRACK’ cases. The case is heard by a Circuit Judg e assisted by DistrictJudges.•Complicated cases or those which are deemed to be ‘MULTI TRACK’ cases are heard at the High Court.•The Queen’s Bench Division hears cases concerning contract and tort issues.•The Family Division hears cases concerning children and matrimonial issues.•The Chancery Division hears cases concerning trusts, bankruptcy and corporate issures.•Appeals are to the Civil Division of the Court of Appeal and are heard by three judges who will decide the outcome by a majority.• A further appeal to the Supreme Court for the United Kingdom may be permitted if it involves an issue of public interests.3. JURISDICTION OF CRIMINAL COURTS•All criminal cases begin in magistrates’ courts where the case is introduced into the system.•Certain types of offences are known as indictable offences, these are serious offences and can only be heard in Crown Court. Other less serious summary offences are heard summarily in the magistrates’court.•Where an offence falls in between the two, it can be ‘triable either way’, the defendant will have the choice to be tried at the magistrates’ court or at the Crown Court.•Where the decision in a criminal case is appealled against, a court further up the hierarchy will hear it.•Appeals from magistrates’ courts are either to the Crown Court or the Queen’s Bench Division of the High Court.•Case stated appeals from the Crown Court are made to QBD. ‘Case stated’ is a legal function to review a magistrates’ court decision on a point of law , it means the law w as misinterpreted by the magistrate.•Appeals from the Crown Court are made to the Court of Appeal and this may be appealled to the Supreme Court for the United Kingdom if it involves an issue of publicinterests.4. THE MAIN CIVIL COURTS IN THE ENGLISH LEGAL SYSTEMMagistrates’ court•The magistrates’ court is mainly a criminal court, but it also has original jurisdiction in many civil cases, such as liscensing and family issues.•It will also hear claims for recovery of unpaid local authority charges and council tax(英国家庭税).County CourtCounty courts have civil jurisdiction only, it deal with almost every kind of civil case within its serve areas. The main limits to its jurisdiction are financial. It is involved in the following matters: •Contact and tort•Equity matters•Probate matters•Disputes concerning land•Undefended matrimonial cases•Some bankruptcy, company winding-up and admiralty cases(海事裁判).High CourtThe High Court are divided into three divisions.•The Queen’s Bench Divison hears cases concerning contract and tort issues. It also hasa Commercial Court and an Admiralty Court. A divisionl court of the QBD has anappellate jurisdiction on appeals from magistrates’ court and tribunals.•The Family Division hears cases concerning children and matrimonial issues. The Family Division also has a limited appellate jurisdiction on some appeals from theMagistrates’ Court.•The Chancery Division hears cases concerning trusts, mortgage, bankruptcy, taxation, probate and corporate issures. It also has a Patents Court and a Company Court, which deals with liquidations and other company proceedings.Appeal courtsThe civil court which have an exclusively appellate jurisdiction are the Civil Division of the Court of Appeal and the Supreme Court for the United Kingdom.Court of Appeal•The Court of Appeal hears appeals from the County Court, High Court and several sepcial tribunals.•It reviews the evidence and the legal opinions and makes its decisions based on them.•Cases are heard by three judges ( known as Lord Justices of Appeal) who will decide the outcome by a majority..Supreme Court for the United Kingdom•The Supreme Court for the United Kingdom is the highest appeal court in the English legal system. Cases are heard by Justices of the Supreme Court.•The court hears appeals from the Court of Appeal and also appeals from the High Court, under the ‘leapfrog procedure’ .5. THREE TRACK SYSTEM FOR THE ALLOCATION OF CIVIL CASESThe Civil Procedure Rules (CPR 民事程序规定) introduced a three track system for the allocation of civil cases. Generally speaking, county courts hear small track cases and fast track cases and the High Court hears multi-track cases.•In the small claims track, claims of no more than £5,000 will be heard. These are cases to be dealt with quickly and informallly, often without the need for legal represetation or a full hearing. Parties can consent to use the small claims track if the value of the claimexceeds the limits, but this has to be subject to the court's approval.•In the fast claims track, claims under £25,000 may be heard. There is a strictly limited procedure designed to enable cases to be heard within a short but reasonable timescale.Costs are fixed and hearings are no longer than one day.•The multi-track is intended to provide a new and more flexible regime for the more complex claims, which has a value of more than £15,000. An initial ‘case managementconference’ will be held to encourage the parties to resolve the dispute or to consider the alternative dispute resolution. The trial judge sets a budget and a final timetable for thetrial.•Claimants of cases between £15,000 and £25,000 have the choice of using the fast or multi track, although judges may insist complex cases are heard under the multi track.Chapter 2 Sources of English lawSOURCESCase law Statute CustomCommon Equity Primary SecondarylawSources of English law•There are three main sources of English law, namely case law, legislation (statute) and custom.•Broadly speaking, case law is made and developed in the courts and legislation is made by the legislature(立法机关,立法团体) in Parliament.•Since both of these sources create law today, they can be considered as contemporary.•However, local customs, which developed historically and have existed for a very long time, are not considered as contemporary.1. CASE LAW AS A SOURCE OF LAW•Case law is is made in the courts according to the common law and equity.•Both common law and equity are the product of decisions in the courts made by judges who interpret and apply previous cases based on the doctrine of binding precedent.•This doctrine provides that once a principle of law has been decided, it becomes a precedent which binds the lower courts in cases with materially the same facts.•If the facts of the case are not materially the same as those of the relevant precedent, the precedent may be ‘distinguished’ and not be followed.•Only statements of law made by judges can form precedent.•These statements can be divided into ratio decidendi and obiter dicta.•Only the ratio decidendi forms the basis of precedent as it is this reasoning which is vital to his decision.•Obiter dicta are statements of general law (or hypothetical situations) which are not necessary for the decision and hence are not binding.•Whether the doctrine applies will depend on the status of the court dealing with the case.There is a hierarchy of courts with the lower courts being bound to follow thedecisions of the higher courts.•For example, magistrates’ courts and county courts are bound by the decision of the High Court, the Court of Appeal and the Supreme Court for the United Kingdom.2. DOCTRINE OF PRECEDENTThe doctrine of binding precedent•The doctrine of binding precedent, or stare decisis, is essential to the English legal system.•This doctrine provides that once a principle of law has been decided in court, it becomes a precedent which binds the lower courts in cases with materially the samefacts.•The purpose of the doctrine is to provide consistency, coherency and therefore predictablity and fairness in the development of the case law.Judgements• A judgement in a case will start with a description of the facts and probably a review of earlier precedents.•Then the judge will make statements of law applicable to the legal problems raised by the material facts.•These statements can be divided into ratio decidendi and obiter dicta.Ratio dicidendi•Only a proposition(论点,主张) of law, rather than a statement of fact, will be binding.•Ratio dicidendi can be difined as ‘any rule of law, express or implied, treated by a judge as a necessary step in reaching his conclusion, having regard to the line of reasoning adopted by him, or a necessary part of his direction to the jury. ‘ (Cross)Obiter dicta•Obiter dicta are statements of general law (or hypothetical situations) which are not necessary for the decision in the case.•The obiter dicta are of persusive authority only and do not bind lower court. They may be taken into account but need not be followed.Difference between them•The ratio decidendi forms the basis of precedent as it is this reasoning which is vital to judge’s decision.•It is not always easy to distinguish between the ratio decidendi and the obiter dicta.Judges do not always make clear in their comments whether a particular statement orconclusion is ratio or obiter. Indeed, in a case heard by more than one judge, each judge may provide a different ratio decidendi in support of a common decision.The hierarchy of the courts in relation to the operation of precedent(a) the Supreme Court for the United Kindom – binds all lower courts but itself(exceptional cases)(b) Court of Appeal–binds all lower courts and itself(c) High CourtJudge sitting alone – binds all lower courts not divisional courtsJudges sitting together – binds all lower courts and divisional courts(d) CrownMagistrates–bind no-one at allCountyMagistrates’, County and Crown Courts•Decisions of the Magistrates’ Courts and County Courts do not consititute precedent and thereofore not bind on any court, but each of them is bound by decisions of the High Court, Court of Appeal and the Supreme Court for the United Kingdom.•The Crown Court is also bound by the superior courts and its decisions are of persuasive authority only.High court• A decision of the High Court made by an individual judge binds all lower courts, but not another High Court judge. However, it is of persuasive authority and tends to befollowed in practice.• A decison of Divisional Court usually binds another divisional court.Court of Appeal•Decisions of the Court of Appeal binds all English courts except the Supreme Court for the United Kingdom.•The court is normally bound by its own previous majority and unanimous (意见一致的) decisions, and by those of the Supreme Court for the United Kingdom.The Supreme Court for the United Kingdom•The Supreme Court for the United Kingdom stands at the apex of the English judicial system. Its decisions binds all other English courts.•Itself is bound by its own previous decisions, but it reserves the rights to depart from its own precedents in exceptional cases, although this is rarely exercised.Reversing, overruling and distinguishingPrecedent• A precedent is a previous court decision which another court is bound to follow by deciding a subsequent case in the same way.•In certain circumstances, a judge may not wish to follow an previous decision and it may be open to them to reverse, overrule or distinguish the precedent.Reverse•When the decision of a lower court is appealled to a higher one, the higher court may reverse the decision if they feel the lower court has wrongly interpreted the law. Theoriginal decision cannot form a precedent.•For example, if the Court of Appeal reverse the decision of the High Court, the first decision cannot be a precedent but the reversed decision can.•When a decision is reversed, the higher court is usually also overruling the lower court’s statement of the law.Overrule•Higher courts may overrule the decisions of lower courts, depriving (剥夺) their precedent status, if they di sagree with the lower court’s statement of law.•Overruling involves an earlier case, rather than a case which is the subject of an appeal.•When a decision is overruled, the law is changed with retrospective effect. Judges are usually cautious before overruling a long-standing precedent, but this is sometimesnecessary, for example where what is acceptable within a particular society changes. Distinguishing•For a precedent to be followed, the facts of the previous case and the case under consideration must be materially the same.•If not, the precedent may be ‘distinguished’ and not followed.3. THE ADVANTAGES AND DISADVANTAGES OF THE DOCTRINEAdvantagesCertainty•Law is decided fairly and predictably.•The need for costly and time-consuming litigation can be avoided.•The doctrine also gives guidance to the judges and leads to consistency in decisions from different judges in different courts and in different parts of the country.Clarity•The doctrine gives rise to a healthy source of statements of legal principle that can helpfully and clearly be applied to new cases generally.•This leads to a saving of time for all concerned, it don’t need to be put before the courts and argued again.Flexibility•The doctrine allows the law to grow and be developed in accordance with changing needs and circumstances of society.•It also allows a much more flexible judge-made law than Parliament-enacted legislation. PracticalityFaineasDisvantages•Bulk.•Restricts judicial discretion.•reactive system.•Lack of democratic accountability.4. LEGISLATION AS A SOURCE OF LAW AND ITS ADVANTAGES•Statute law is made by Parliament.•Parliament may make law as it sees fit – it may repeal(撤销) earlier statutes, overrule case law or make law in new areas previously unregulated.•The validity of an Act of Parliament cannot be questioned. ( Cheney v Conn 1968).•However, this principle of Parliamentary sovereignty[ˈsɔvərɪnti:](最高统治权、君权) has been reduced somewhat by the UK’s membership of the European Union which requires its law to be brought into line with the EU’s treaties and directives.•Additionally, the Human Rights Act 1998 requires new laws to be compatible with the European Convention on Human Right.•Statute law may be fresh legislation or may be a consolidation of existing statutes and their amendment, for example the Company Act 2006.•It may also be a codification (法律汇编) of existing statute and case law, for example the Sale of Goods Act 1979.•The courts are bound to apply relevant statute law and cannot disregard or rewrite it.•Whatever the nature of the legislation, the role of judges to interpret and apply it is the same.•Judicial interpretation (司法解释) might be needed because of ambiguity in drafting or uncertainty as to whether a particular set of facts are within the scope of a statute, orwhere unforeseeable developments have occurred since the statute was passed.•The complexity of modern legislation makes a great deal of details which cannot be easily included in an Act.•Therefore, powers may be given to a minister or a public body to make laws for specified purpose in the form of statutory instruments, bye-law and Rules of Court.•Such delegated legislation has the same effect as the empowering act itself. Advantages•They can in theory deal with any problem•They are carefully constructed codes of law•New problems in society or unwelcome development can be dealt with quickly•Reponsive to public opinion as parliament is elected at least every five years5. DELEGATED LEGISLATION•The complexity of modern legislation makes a great deal of details which cannot be easily included in an Act.•Therefore, powers may be given to a minister or public body to make laws for specified purpose in the form of statutory instruments, bye-law and Rules of Court.•The legislation sets out the broad objective and purpose of the Act, leaving the detail to be delegated to individuals or bodies outside Parliament.•Such delegated legislation has the same effect as the empowering act itself.There are various forms of delegated legislation•Statutory instruments: these are made by government minister who has delegated the relevant powers.•Bye-laws: these are made by local authorities and apply within a specific locality•Rules of court: these may be made by the judiciary (法官) to control court procedure.•Orders in council: these are often made by the Privy Council (枢密院).•Professional rules: Parliament also gives powers to various professional bodies to regulate the conduct of its members.The control over the delegated legislationAs delegated legislation is often created by unelected individuals and bodies, there are controls over it.•It may have to be approved by an affirmative resolution of Parliament and/or be laid before Parliament for 40 days before it takes effect.•It may be challeged in the courts. Firstly, on the ground that Parliament exceeded its authority to delegate and has acted ultra vires, or secondly, the lagislation has beenmade without the correct procedure.•There are standing (永久的,常设的) Scrutiny Committees (检查委员会) of both Houses whose duty is to examine delegated legislation from a technical point of view and theymay raise objections if necessary. However, they have no authority to its nature orcontent.•The Human Rights Act 1998 gives courts power to strike out any delegated lagislation that runs contrary to the HRA.Advantages•Volume of work. Delegated lagislation enables Parliament to concentrate on the broader principles of the legislative framework, rather than getting bogged down indetails.•Speed. Delegated legislation enables new laws to be passed much more quickly, especially advantageous in times of emergency.•Flexibility. Delegated legislation enables great flexibility, because regulations can be altered later without the need to revert to (回到) Parliament.•Expertise. The subject of new legislation is often highly detailed, technical and complex. It therefore makes sense for the exact content, and the wording(措辞) isarrived at by consultation with professional, commercial or industrial groups outsideParliament who have the relevant expertise.•Tider primary legislation. The primary legislation is more concise (精炼) because the details are left to other delegated legislation documentation(程序说明书). Disadvantages:•Volume. The volume of delegated legislation means that it can become difficult for Parliment ( and others) to keep track of the effect of the legislation.•Unconstitutional.(违反宪法的) Although Parliament is ultimately responsible for the legislation, it is likely that much of the detail has actually been drafted and finalised by individual ministers or by civil servants. Since civil servants are unelected, the degree to which law-making powers should be delegated to them is a matter for some debate. 6. STATUTORY INTERPRETATIONLegislation must be interpreted correctly before judges can apply it fairly. In order to determine the meaning of such legislation, the court will apply a number of well-established rules and principles to interpret the statute.•Literal rule: The literal rule requires the words to be given their literal and grammatical meaning rather than what the judges think they mean.•Golden rule: The golden rule expands the literal rule. It requires the words to be given their plain, ordinary and literal meaning unless this would give rise to manifest (明显的) absurdity(谬论) or inconsistency with the rest of the statute.•Mischief rule: Under the mischief rule, a judges considers what mischief (损害) the Act .Where a statute is designed to remedy a weakness in the law, the correct interpretation is the one that achieves it.•Purposive approach : It requires the words to be given not only their ordinary, literal and grammatical meaning, but also with reference to the context and purpose of thelegislation.•Ejusdem generis (同类) : Where general words follow specific words, the general words must be interpreted by reference to(参考) the specific words used.7. HUMAN RIGHTS ACT 1998The Articles of the European Convention on Human Rights have now been enshrined(铭记) into English law as the Human Right Act 1998, enacted in 2000. The main provisions are: •The right to life•The right to property•The right to education•The right to marry•The right to a fair trial•The right to liberty and security•The right to free elections.•The right to respect for privacy, family life•Freedom of thought, conscience and religion•Freedom of expression, assembly and association•No punishment without law•No discrimination in rightsThe Act binds the pubilc authorities•The Act binds the pubilc authorities, which can be defined as bodies undertaking functions of a public nature, including government departments, local authorities, courts and schools.Non-government individuals or bodies can rely on the actImpact on UK law•The main impact of the HRA1998 on UK law is that UK courts are now required to interpret UK law in a way that is compatible with the Convention. It means that a courtmust take into account the previous decisions of the European Court of Human Rights.•If a court feels that a provision of primary legislation ( ie an Act of Parliament) is incompatible with the Convention, it can make a declaration of incompatibility. It is thenup to the Government to take action to remedy the incompatibility.Chapter 3 Offer and AcceptanceNature of a contractFORMATION & NATURE OF A CONTRACTAgreement Intention ConsiderationThe first essential element in the formation of a binding contract is agreement. This is ususlly evidenced by offer and acceptance.1. OFFER•In the law of contract , an offer is a definite promise to another to be bound on specific terms. It is capable of (能够) acceptance so as to form a binding contract.•An offer cannot be in vague terms, for example a promise to buy a horse if it is ‘lucky’ (Gunthing v Lynn 1831).•An offer can be made to an induvidual, a class of persons or to the world at large and it can be accepted by the conduct of the offeree ( Carlill v Carbolic Smoke Ball Co 1893).•Once an offer has been accepted, a binding contract is created. Either party may legally enforce the promise of the other.•Ture offers must be distinguished from a mere supply of information and statement of intention.Supply of information• A mere supply of information is not an offer, because there is no intention to be bound.•For example, stating the minimum price that one would consider if a sale were to be agreed does not make an offer ( Harvey v Facey 1893).Statement of intention•Similarly, a mere statement of intention is not an offer neither.•For example, advertising that an event such as an auction will take place does not make an offer. (Harris v Nickerson 1873).•Only the offer made with the intention that it shall become binding when accepted may form a binding contract.2. INVITATION TO TREAT•An invitation to treat is an indication that someone is prepared to receive offers with the intention to form a binding contract.•There is no binding contract until this offer is made and, in turn , accepted.Case law has established a number of accepted principles to determine whether a statement is an offer or merely an invitation to treat.Advertisements•An advertisement of goods for sale is usually an attempt to induce offers (Partridge v Crittenden 1968)•However, in limited circumstances, words of an advertisement can be an offer made to the whole world (Carlill v Carbolic Smoke Ball Co. 1893)Display of goods in a shop window•In Fisher v Bell 1961, a shopkeeper was prosecuted for offering for sale an offensive weapon by exhibiting a flick knife in the shop window.•It was held that this was not an offer for sale, but an invitation to treatExhibitions of goods in a self –service shop•In Pharmaceutical Society of G.B. v Boots Cash Chemists 1952, the chemists exhibited various goods on self-service shelves.•It was held that this was not an offer for sale, but an invitation to treat. Customers took up the invitation by taking the goods to the cash point, thereby making an offer to buy which was accepted by the shopkeeper.Auction sales(拍卖)•An auctioneer’s request for bid is not an offer to sell to the highest bidder, but an invitation to treat.•The bid itself is an offer, which the auctioneer is then free to accept or reject ( Payne v Cave 1789).Invitations for tenders (竞标)•An invitation to tender is not an offer to contract with the party offering the lowest price, but an invitation to treat.•The tender itself is an offer, which the person who issued the invitation is then free to accept or reject.3. ACCEPTANCE OF AN OFFERACCEPTANCE•Valid acceptance of a valid offer is one of the essencials of a contract•An acceptance must be an unqualified (无条件的) agreement to the terms of the offer.•Acceptance is generally not effective until communicated to the offeror, except where the ‘postal rule’ applies.• A purported acceptance which introduces any new terms is a counter-offer, which has the effect of terminating the original offer ( Hyde v Wrench 1840).Request for information• A response to an offer which is actually a request for further information will not form an acceptance.Acceptance ‘ subject to contract’•Acceptance ‘ subject to contract’ means tha t the offeree is agreeable to the terms of the offer but proposes that the parties should negotiate a formal contract.•Neither party is bound until the formal contract is signed.Letters of intent (LOI 合作意向书)• A letter of intent is a strong indication given by one party to another to say that he is likely to place a contract with him.Method of acceptance•The acceptance of an offer is made by a person authorised to do so, usually the offeree or his authorised agent.•The acceptance may be by express words or be inferred from conduct (Brogden v Metropolitan Rly Co 1877).•In some circumstance (Carlill v Carbolic Smoke Ball Co 1893), performance of the act required by the offer or advertisement consititutes an acceptacne.•There must be some act on the part of the offeree since passive inaction or silence is not capable of acceptance ( Felthose v Bindley 1862).The communication of acceptance•Acceptance is generally not effective until communicated to the offeror, except where the ‘postal rule’ applies, or t he offeror waives the need for communication.•The offeror may specify the sole means of communication, in which case only compliance with their terms will suffice (满足……的需要).•If the offeror specifies a means of communication but does not make it absolutely compulsory, then acceptance by another means which is equally expeditious and does。
会计六要素英文作文
会计六要素英文作文英文:As an accountant, I understand the importance of thesix accounting elements in financial reporting. These six elements are assets, liabilities, equity, income, expenses, and gains/losses.Assets refer to the resources that a company owns, such as cash, inventory, and property. Liabilities are the obligations that a company owes to others, such as loans and accounts payable. Equity is the residual interest in the assets of a company after deducting liabilities. Income is the revenue that a company earns from its operations, such as sales revenue. Expenses are the costs that a company incurs in order to generate revenue, such as salaries and rent. Finally, gains and losses are the changes in equity that result from transactions outside of the company's normal operations, such as the sale of an asset.These six elements are crucial in financial reporting as they provide a framework for understanding a company's financial position and performance. For example, if a company has a high level of assets but also a high level of liabilities, it may indicate that the company is heavily leveraged and may have difficulty meeting its financial obligations. On the other hand, if a company has highlevels of income and low levels of expenses, it mayindicate that the company is operating efficiently and generating strong profits.Overall, the six accounting elements are essential for any accountant or financial professional to understand in order to accurately report a company's financial position and performance.中文:作为一名会计师,我理解财务报告中六个会计要素的重要性。
TheDecision-Usef...
586THE INTERNATIONAL JOURNAL OF ACCOUNTING Vol.35,No.4,2000 understanding the role of accounting in the public sector.The concept of accountability derives from the concept of freedom and autonomy of a person.Increased freedom,self-government,and autonomy in Poland call for steady improvement of accounting as an instrument for the realization of the public accountability of entities,organizations,and institutions through a reliable,solid system of accounting for public property.This is the central theme of the entire study.Another valuable feature of this book is the good theoretical presentation of measurement conventions.Accounting is a system of economic measurement,but this obvious fact requires an appropriate theoretical foundation.The author provides such a foundation when he sets out bookkeeping theories,the cash and accruals conventions, and their various modifications.He also addresses the issue of the reliability and relevance of accounting measures and information.The definitions presented frequently in the text are very clear,well-considered,and formulated with great precision,both with regard to existing economic categories and to many new ones.The validity of classifications set out by the author(according to various criteria:time,liquidity,legal restrictions,nature,and function of assets)has already been verified in the practice of accounting and management.Now it has achieved theoretical validation in the book by W.A.Nowak.In conclusion,I would like emphasize the fact that this study is an outstanding scientific achievement.It is the first work in Poland providing a theory of public sector accounting. The author has successfully coped with exploratory,classification,and explanatory problems,which requires a really vast knowledge and great experience.Reviewed by Mieczyslaw DobijaCracow University of EconomicsKrakoÂw,PolandThe Decision-Usefulness Theory of Accounting:A Limited History,by George J.Staubus, Garland Publishing,New York,1999,vi+346pp.This book is a collection of Professor Staubus'writings for many yearsÐarticles and some chapters from his booksÐinterspersed with recent commentary.It has,of course,an autobiographical flavor.It is part of the series on accounting history edited by the beneficent Professor Brief;it is published by Garland in photostat form,which has now become remarkably elegant.A collection of this kind can hardly claim to be succinct or free from repetition.But its argument is clear and forceful,and it ranges over much important ground.The argument concerns decision-making.Professor Staubus maintains that accounts achieve maximum helpfulness when they aid this process.He tells us that he was feeling his way toward this view in the1950s,and developed it further in following years.It was not widely held at that time.He can justifiably claim to have been a standard bearer in the campaign for its adoption.It suddenly began to win converts in the1970s,largely because the Trueblood Group espoused it with enthusiam:``the basic objective of financial statements is to provide information useful for making financial decisions.''This view has since(a``dead of nightBook Reviews587 conversion'')become common.Looking back,David Solomons wrote:``It seems barely credible now that such a conclusion could ever have been considered controversial.Yet when the FASB made a survey of reactions to the Trueblood Group's objective in1974, only37%of respondents approved the`usefulness'objective.''Theorists and standards boards have an obvious reason for gratefully seizing on ``usefulness''as an aid to their work.Much of this is concerned with choice between various accounting figures and practices(historical vs.current values,depreciation methods,Fifo vs.Lifo,etc.).Choice can be made easier by looking through the spectacles of investors who seek help with their decisions.Professor Staubus developed his views further in years following the1960s.He decided that investors'decisions must mainly hinge on predictions of cash flows:``the property of an asset that financial statement users would most like to know is its cash flow potential.'' Ideally,investors would be given a cash budget showing all future cash distributions to equity-holders;but``accountants are not omniscient,''and so cannot provide such a budget.They provide balance sheets instead.Many pages of the book are devoted to cash flow potential.They stress that different users will be interested in different sections of the accounts.Short-term creditors will try to predict capacity to pay in the near future;so they will study the short-term balance sheet items(defined as being within three months of maturity)and those items'rate of net recurring flows;earnings figures are less important.Investors in fixed-interest securities also study liquidity,but must predict the likelihood of income payments being maintained;they will therefore look at earnings and tests such as times-interest-earned.Common stockholders may be less concerned with immediate liquidity problems than with the long-term future;to them,an accurate earnings account is more important than the cash flow statement.However,the book quotes Myron Gordon's words:``the fundamental proposition of capital theory is that the value of an asset is the future payments.''To give maximum aid,lists of monetary items should show the times and amounts of expected movements.If future times are remote,the amounts should be discounted (but then the actual payments should be noted as well).The book deals with cash flow statements at some length,and underlines their importance and limitations.Historical flow figures can be measured easily and perfectly. But they can be manipulated(e.g.,by maneuvering payments of accounts payable),and may be affected by erratic items;and they are not always reliable guides to earnings and wealth.The statements should separate recurring from non-recurring items.This section of the book will leave readers with an enhanced appreciation of cash flow statements and liquidity problems.The book points out that several kinds of flows can be interesting.It lists:1.Cash flow.2.Quick flow(change in short-term monetary assets).3.Working flow(change in net current assets).4.Earnings flow(change in net assets due to recurring operations).It uses a set of helpful examples to show how type(1)can be gradually expanded until it blossoms into(4),an earnings statement.588THE INTERNATIONAL JOURNAL OF ACCOUNTING Vol.35,No.4,2000 Future flows will be affected by inflation.Professor Staubus deserves credit as a pioneer in dealing with this topic;he wrote on it while it was still largely ignored,and introduced it into his narrative whenever appropriate.While inflation's abatement has no doubt been a social blessing,it is regrettable from the teacher's viewpoint;inflation accounting was admirable training in analysis and economic thought.The book gives clear arithmetical examples of inflation's effects on earnings and assets(though it might perhaps have put more stress on the real appreciation of fixed assets,and the consequent difficulties of dealing with real depreciation and gain).Standards boards and writers have become increasingly preoccupied with questions of reliability,relevance,timeliness,etc.Perhaps because it does not lend itself readily to the discovery of principles,this seems a somewhat arid area.The book settles for a multiple criteria approach.The book very properly devotes many pages to asset valuation(historical cost, net realizable value,etc.).It explains the merits and demerits of each measure at some length.Discussion of asset value would be much clarified if it started by reminding us of Adam Smith's teaching:``the word`value'has two different meanings.F F F the one may be called `value in use';the other`value in exchange'.''Writers and standards boards tend to blur the distinction.Accounting very wisely values assets at``value in exchange,''i.e., historical or current cost(save where an asset is not worth this,and so``value in use'' must be substituted).``Value in use''depends on an owner's highly subjective guesses at future cash flows;it must often be helpful in his management calculations,but would cause enormous confusion and dispute if used widely in accounts,e.g.,because many assets work jointly with their neighbors.Unfortunately,American writers have not appreciated the great advantages of the deprival value approach,and so their rules on value must,to British readers,seem ill-disciplined.By comparing an owner's position(a)in possession of the asset,and(b)if deprived of it,a writer can formulate a consistent set of rules:current value is replacement cost save where the asset is not worth replacing.Professor Staubus gets near to this approach when he reviews the effects on a firm if an asset disappeared,but he does not press the idea home.He is also on target when he describes current replacement cost as``a logical surrogate for future purchase cost saved'';in accounts,usually an asset's task is to reduce outflows,not earn inflows.Accountants should surely beware of reasoning that links an asset's value with physical attributes,flow sequence,etc.We esteem an asset not because of such attributes but because of its power to give us utility.Accounting rules based on the attributes can be defended only on grounds of ease and convenience.Accounting defines revenue as increase in the conventional asset pile.The figure is acceptable enough for routine purposes,but disaffected theorists can challenge it easily(e.g.,which measures should be used,and is research an asset?).The ideal figure is Hicks'ex ante increase in cash flows;and this,alas,is impossible to predict or verify.The book ends rather sadly.Decision-usefulness theory is not being accorded the respect that it merits.It has not won complete acceptance by the FASB.Preparers of accounts have had considerable success in limiting its influence.And even teachers have not shown much interest in it.Book Reviews589A devil's advocate could perhaps proffer three reasons for this muted enthusiasm:1.Decision-usefulness depends on prediction,and mankind is not able topredict with certainty.The crystal ball is an imperfect instrument.We are wise to budgetÐbut also to accept that our figures may turn out to be wildly misleading.2.Accounts may indeed be helpful background material for investors.But how farback is background?If I am writing about social problems in Spain,a map of Spain may conceivably give background to my work,but its precise benefits may be hard to detect.The role of background material is unclear.3.Accounting historians remind us that the fundamental task of accounts has been,not to measure wealth and income,but to keep track of debtors,creditors,and cash.This is still their main task;without it,business would collapse.But we have not been content with this immense achievement.Double entry does not demand intellectual brilliance,and its practice and teaching can get boring.So we are now trying to graft extra uses onto it,by promoting it into an aid to management and investment problemsÐsomething for which it was not intended and is not particularly suited.Investment-decision theorists are trying to get more juice out of the well-sucked orange.We may wish them well but they have limited expectations.An interesting book.It gives one much to argue about.Reviewed by W.T.BaxterLondon School of EconomicsLondon,UK。
会计四大假设英语介绍作文
会计四大假设英语介绍作文Accounting is the language of business, providing a systematic way to record, summarize, and report financial transactions. To ensure consistency, comparability, and reliability in financial reporting, accountants rely on a set of fundamental assumptions. These assumptions serve as the foundation for accounting principles and practices. Here is an introduction to the four basic assumptions in accounting:1. Assumption of Going Concern:The going concern assumption is predicated on the belief that an entity will continue its operations for the foreseeable future. This assumption is crucial as it allows accountants to record assets and liabilities at amounts that reflect their use in the entity's ongoing operations. It also means that the entity is not expected to be liquidated or significantly scaled down in the near term.2. Assumption of Consistency:Consistency is about applying accounting policies and methods consistently from one period to another. This assumption ensures that financial statements are comparable over time. Investors and other stakeholders rely on this consistency to make informed decisions. Any changes in accounting policies should be disclosed and justified to maintain transparency.3. Assumption of Accrual Basis Accounting:Unlike cash basis accounting, which only records transactions when cash is exchanged, accrual basis accounting recognizes revenues and expenses when they are earned or incurred, not necessarily when cash is received or paid. This assumption provides a more accurate picture of a company's financial performance by matching revenues with the expenses incurred to generate them.4. Assumption of Monetary Unit:The monetary unit assumption assumes that the currency in which financial records are kept is stable in value. This means that the effects of inflation or deflation are not accounted for in the financial statements. While this simplifies accounting, it can also mask the true financial impact of economic changes over time.Understanding these basic assumptions is essential for anyone studying or working in the field of accounting. They provide the framework within which financial information is interpreted and used to make business decisions. Each assumption plays a vital role in ensuring that financial statements are reliable, relevant, and useful for decision-making purposes.。
CRISP-DM Manual
CRISP-DM 1.0Step-by-step data mining guidePete Chapman (NCR), Julian Clinton (SPSS), Randy Kerber (NCR), Thomas Khabaza (SPSS), Thomas Reinartz (DaimlerChrysler), Colin Shearer (SPSS) and Rüdiger Wirth (DaimlerChrysler)This document describes the CRISP-DM process model, including an introduction to the CRISP-DM methodology, the CRISP-DM reference model, the CRISP-DM user guide and the CRISP-DM reports,as well as an appendix with additional useful and related information.This document and information herein, are the exclusive property of the partners of the CRISP-DM consortium: NCR Systems Engineering Copenhagen (USA and Denmark), DaimlerChrysler AG (Germany), SPSS Inc. (USA) and OHRA Verzekeringen en Bank Groep B.V (The Netherlands)Copyright © 1999, 2000All trademarks and service marks mentioned in this document are marks of their respective ownersand are as such acknowledged by the members of the CRISP-DM consortium.ForewordCRISP-DM was conceived in late 1996 by three “veterans” of the young and immature data mining market. DaimlerChrysler (then Daimler-Benz) was already experienced, ahead of most industrial and commercial organizations, in applying data mining in its business operations. SPSS (then ISL) had been providing services based on data mining since 1990 and had launched the first commercial data mining workbench – Clementine – in 1994. NCR, as part of its aim to deliver added value to its Teradata data warehouse customers, had established teams of data mining consultants and technology specialists to service its clients’ requirements.At that time, early market interest in data mining was showing signs of exploding into widespread uptake. This was both exciting and terrifying. All of us had developed our ap-proaches to data mining as we went along. Were we doing it right? Was every new adopter of data mining going to have to learn, as we had initially, by trial and error? And from a supplier’s perspective, how could we demonstrate to prospective customers that data mining was sufficiently mature to be adopted as a key part of their business processes?A standard process model, we reasoned, non-proprietary and freely available, would address these issues for us and for all practitioners.A year later we had formed a consortium, invented an acronym (CRoss-Industry Standard Process for Data Mining), obtained funding from the European Commission and begun to set out our initial ideas. As CRISP-DM was intended to be industry-, tool- and application-neutral, we knew we had to get input from as wide a range as possible of practitioners and others (such as data warehouse vendors and management consultancies) with a vested interest in data mining. We did this by creating the CRISP-DM Special Interest Group (“The SIG”, as it became known). We launched the SIG by broadcasting an invitation to interested parties to join us in Amsterdam for a day-long workshop: we would share our ideas, invite them to present theirs and openly discuss how to take CRISP-DM forward. On the day of the workshop, there was a feeling of trepidation among the consortium members. Would no-one be interested enough to show up? Or if they did, would they tell us they really didn’t see a compelling need for a standard process? Or that our ideas were so far out of step with others’ that any idea of standardization was an impractical fantasy? The workshop surpassed all our expectations. Three things stood out:s Twice as many people turned up as we had initially expected.s There was an overwhelming consensus that the industry needed a standard process and needed it now.s As each attendee presented their views on data mining from their project experience, it became clear that although there were superficial differences – mainly in demarcation of phases and in terminology – there was tremendous common ground in how they viewed the process of data mining.By the end of the workshop, we felt confident that we could deliver, with the SIG’s input and critique, a standard process model to service the data mining community.Over the next two and a half years, we worked to develop and refine CRISP-DM. We ran trials in live, large-scale data mining projects at Mercedes-Benz and at our insurance sector partner, OHRA. We worked on the integration of CRISP-DM with commercial data mining tools. The SIG proved invaluable, growing to over 200 members and holding workshops in London, New York and Brussels.By the end of the EC-funded part of the project – mid-1999 – we had produced what we considered a good-quality draft of the process model. Those familiar with that draft will find that a year on, although now much more complete and better presented, CRISP-DM 1.0 is by no means radically different. We were acutely aware that, during the project the process model was still very much a work-in-progress; CRISP-DM had only been validated on a narrow set of projects. Over the past year, DaimlerChrysler had the opportunity to apply CRISP-DM to a wider range of applications. SPSS’ and NCR’s Professional Services groups have adopted CRISP-DM and used it successfully on numerous customer engagements covering many industries and business problems. Throughout this time, we have seen service suppliers from outside the consortium adopt CRISP-DM; repeated references to it by analysts as the de facto standard for the industry; and a growing awareness of its importance among customers (CRISP-DM is now frequently referenced in invitations to tender and RFP documents). We believe our initiative has been thoroughly vindicated and while future extensions and improvements are both desirable and inevitable, we consider CRISP-DM Version 1.0 sufficiently validated to be published and distributed. CRISP-DM has not been built in a theoretical, academic manner working from technical principles, nor did elite committees of gurus create it behind closed doors. Both these approaches to developing methodologies have been tried in the past, but have seldom led to practical, successful and widely–adopted standards. CRISP-DM succeeds because it is soundly based on the practical, real-world experience of how people do data mining projects. And in that respect, we are overwhelmingly indebted to the many practitioners who contributed their efforts and their ideas throughout the project.The CRISP-DM consortiumAugust 2000ContentsI Introduction (9)1The CRISP-DM methodology (9)1.1Hierarchical breakdown (9)1.2Reference model and user guide (10)2Mapping generic models to specialized models (10)2.1Data mining context (10)2.2Mappings with contexts (11)2.3How to map? (11)3Description of parts (12)3.1Contents (12)3.2Purpose (12)II The CRISP-DM reference model (13)1Business understanding (16)1.1Determine business objectives (16)1.2Assess situation (17)1.3Determine data mining goals (18)1.4Produce project plan (19)2Data understanding (20)2.1Collect initial data (20)2.2Describe data (21)2.3Explore data (21)2.4Verify data quality (22)3Data preparation (23)3.1Select data (24)3.2Clean data (24)3.3Construct data (24)3.4Integrate data (25)3.5Format data (25)4Modeling (27)4.1Select modeling technique (27)4.2Generate test design (28)4.3Build model (28)4.4Assess model (29)5Evaluation (30)5.1Evaluate results (30)5.2Review process (31)5.3Determine next steps (31)6Deployment (32)6.1Plan deployment (32)6.2Plan monitoring and maintenance (33)6.3Produce final report (33)6.4Review project (33)III The CRISP-DM user guide (35)1Business understanding (35)1.1Determine business objectives (35)1.2Assess situation (37)1.3Determine data mining goals (40)1.4Produce project plan (41)2Data understanding (43)2.1Collect initial data (43)2.2Describe data (44)2.3Explore data (45)2.4Verify data quality (46)3Data preparation (48)3.1Select data (48)3.2Clean data (49)3.3Construct data (49)3.4Integrate data (51)3.5Format data (52)4Modeling (53)4.1Select modeling technique (53)4.2Generate test design (54)4.3Build model (55)4.4Assess model (56)5Evaluation (57)5.1Evaluate results (57)5.2Review process (58)5.3Determine next steps (59)6Deployment (60)6.1Plan deployment (60)6.2Plan monitoring and maintenance (60)6.3Produce final report (61)6.4Review project (62)IV The CRISP-DM outputs (63)1Business understanding (63)2Data understanding (64)3Data preparation (65)4Modeling (66)5Evaluation (67)6Deployment (68)7Summary Of dependencies (69)8Project plan template (69)V Appendix (71)1Glossary/terminology (71)2Data mining problem types (72)2.1Data description and summarization (72)2.2Segmentation (73)2.3Concept descriptions (74)2.4Classification (74)2.5Prediction (76)2.6Dependency analysis (76)IntroductionThe CRISP-DM methodologyHierarchical breakdownThe CRISP-DM data mining methodology is described in terms of a hierarchical process model, consisting of sets of tasks described at four levels of abstraction (from general to specific): phase, generic task, specialized task and process instance (see figure 1).At the top level, the data mining process is organized into a number of phases; each phase consists of several second-level generic tasks. This second level is called generic, because it is intended to be general enough to cover all possible data mining situations. The generic tasks are intended to be as complete and stable as possible. Complete means covering both the whole process of data mining and all possible data mining applications. Stable means that the model should be valid for yet unforeseen developments like new modeling techniques.The third level, the specialized task level, is the place to describe how actions in the generic tasks should be carried out in certain specific situations. For example, at the second level there might be a generic task called clean data. The third level describes how this task differed in different situations, such as cleaning numeric values versus cleaning categorical values or whether the problem type is clustering or predictive modeling.The description of phases and tasks as discrete steps performed in a specific order repre-sents an idealized sequence of events. In practice, many of the tasks can be performed in a different order and it will often be necessary to repeatedly backtrack to previous tasks and repeat certain actions. Our process model does not attempt to capture all of these possible routes through the data mining process because this would require an overly complex process model.The fourth level, the process instance, is a record of the actions, decisions and resultsof an actual data mining engagement. A process instance is organized according to the tasks defined at the higher levels, but represents what actually happened in a particular engagement, rather than what happens in general.Figure 1: Four level breakdown of the CRISP-DM methodologyReference model and user guideHorizontally, the CRISP-DM methodology distinguishes between the reference model and the user guide. The reference model presents a quick overview of phases, tasks and their outputs and describes what to do in a data mining project. The user guide gives more detailed tips and hints for each phase and each task within a phase and depicts how to do a data mining project.This document covers both the reference model and the user guide at the generic level. Mapping generic models to specialized modelsData mining contextThe data mining context drives mapping between the generic and the specialized level in CRISP-DM. Currently, we distinguish between four different dimensions of data mining contexts:s The application domain is the specific area in which the data mining project takes place. s The data mining problem type describes the specific class(es) of objective(s) that the data mining project deals with (see also appendix V.2).s The technical aspect covers specific issues in data mining that describe different (technical) challenges that usually occur during data mining.s The tool and technique dimension specifies which data mining tool(s) and/or techniques are applied during the data mining project.Table 1 below summarizes these dimensions of data mining contexts and shows specific examples for each dimension.Table 1: Dimensions of data mining contexts and examplesA specific data mining context is a concrete value for one or more of these dimensions. For example, a data mining project dealing with a classification problem in churn predic-tion constitutes one specific context. The more values for different context dimensions are fixed, the more concrete is the data mining context.Mappings with contextsWe distinguish between two different types of mapping between generic and specialized level in CRISP-DM:Mapping for the present:If we only apply the generic process model to perform a single data mining project and attempt to map generic tasks and their descriptions to the specific project as required, we talk about a single mapping for (probably) only one usage.Mapping for the future:If we systematically specialize the generic process model according to a pre-defined context (or similarly systematically analyze and consolidate experiences of a single project towards a specialized process model for future usage in comparable contexts), we talk about explicitly writing up a specialized process model in terms of CRISP-DM.Which type of mapping is appropriate for your own purposes depends on your specific data mining context and the needs of your organization.How to map?The basic strategy for mapping the generic process model to the specialized level is the same for both types of mappings:s Analyze your specific context.s Remove any details not applicable to your context.s Add any details specific to your context.s Specialize (or instantiate) generic contents according to concrete characteristics of your context.s Possibly rename generic contents to provide more explicit meanings in your context for the sake of clarity.Description of partsContentsThe CRISP-DM process model (this document) is organized into five different parts:s Part I is this introduction to the CRISP-DM methodology and provides some general guidelines for mapping the generic process model to specialized process models.s Part II describes the CRISP-DM reference model, its phases, generic tasks and outputs. s Part III presents the CRISP-DM user guide which goes beyond the pure description of phases, generic tasks and outputs and contains more detailed advice how to perform data mining projects including check lists.s Part IV focuses on the reports to be produced during and after a project and suggests outlines for these reports. It also shows cross references among outputs and tasks.s Finally, part V is the appendix, which covers a glossary of important terminology, as well as a characterization of data mining problem types.PurposeUsers and readers of this document should be aware of the following instructions:s If you are reading the CRISP-DM process model for the first time begin with part I, the introduction, in order to understand the CRISP-DM methodology andall its concepts and how different concepts relate to each other. In further readings, you might skip the introduction and only return to it if necessary for clarification.s If you need fast access to an overview of the CRISP-DM process model, refer to part II, the CRISP-DM reference model, either to begin a data mining project quickly or to get an introduction to the CRISP-DM user guide.s If you need detailed advice in performing your data mining project, part III, the CRISP-DM user guide, is the most valuable part of this document. Note: if you have not read the introduction or the reference model first, step back and start reading with these two first parts.s If you are at the stage of data mining when you write up your reports, jump into part IV. If you prefer to generate your deliverable descriptions during the project, move back and forth between parts III and IV as desired.s Finally, the appendix is useful as additional background information on CRISP-DM and data mining. Use the appendix to look up various terms if you are not yet an expert in the field.II The CRISP-DM reference modelThe current process model for data mining provides an overview of the life cycle of a data mining project. It contains the phases of a project, their respective tasks and relationships between these tasks. At this description level, it is not possible to identify all relationships. Essentially, relationships could exist between any data mining tasks depending on the goals, the background and interest of the user and most importantly on the data.Figure 2:Phases of the CRISP-DMreference modelThe life cycle of a data mining project consists of six phases. Figure 2 shows the phases of a data mining process. The sequence of the phases is not rigid. Moving back and forth between different phases is always required. It depends on the outcome of each phase which phase or which particular task of a phase, has to be performed next. The arrows indicate the most important and frequent dependencies between phases.The outer circle in Figure 2 symbolizes the cyclical nature of data mining itself. Data mining is not over once a solution is deployed. The lessons learned during the process and from the deployed solution can trigger new, often more focused business questions. Subsequent data mining processes will benefit from the experiences of previous ones.In the following, we outline each phase briefly:Business understandingThis initial phase focuses on understanding the project objectives and requirements from a business perspective, then converting this knowledge into a data mining problem definition and a preliminary plan designed to achieve the objectives.Data understandingThe data understanding phase starts with an initial data collection and proceeds with activities in order to get familiar with the data, to identify data quality problems, to discover first insights into the data or to detect interesting subsets to form hypotheses for hidden information.Data preparationThe data preparation phase covers all activities to construct the final dataset (data that will be fed into the modeling tool(s)) from the initial raw data. Data preparation tasks are likely to be performed multiple times and not in any prescribed order. Tasks include table, record and attribute selection as well as transformation and cleaning of data for modeling tools.ModelingIn this phase, various modeling techniques are selected and applied and their parameters are calibrated to optimal values. Typically, there are several techniques for the same data mining problem type. Some techniques have specific requirements on the formof data. Therefore, stepping back to the data preparation phase is often necessary. EvaluationAt this stage in the project you have built a model (or models) that appears to have high quality from a data analysis perspective. Before proceeding to final deployment of the model, it is important to more thoroughly evaluate the model and review the steps exe-cuted to construct the model to be certain it properly achieves the business objectives.A key objective is to determine if there is some important business issue that has not been sufficiently considered. At the end of this phase, a decision on the use of the data mining results should be reached.DeploymentCreation of the model is generally not the end of the project. Even if the purpose of the model is to increase knowledge of the data, the knowledge gained will need to be orga-nized and presented in a way that the customer can use it. It often involves applying “live” models within an organization’s decision making processes, for example in real-time personalization of Web pages or repeated scoring of marketing databases. However, depending on the requirements, the deployment phase can be as simple as generating a report or as complex as implementing a repeatable data mining process across the enterprise. In many cases it is the customer, not the data analyst, who carries out the deployment steps. However, even if the analyst will not carry out the deployment effort it is important for the customer to understand up front what actions need to be carried out in order to actually make use of the created models.Figure 3 presents an outline of phases accompanied by generic tasks (bold) and out-puts (italic). In the following sections, we describe each generic task and its outputs in more detail. We focus our attention on task overviews and summaries of outputs.Figure 3: Generic tasks (bold) and outputs (italic) of the CRISP-DM reference model1Business understandingFigure 4: Business Understanding1.1Determine business objectivesTask Determine business objectivesThe first objective of the data analyst is to thoroughly understand, froma business perspective, what the client really wants to accomplish.Often the client has many competing objectives and constraints thatmust be properly balanced. The analyst’s goal is to uncover important fac-tors, at the beginning, that can influence the outcome of the project. Apossible consequence of neglecting this step is to expend a great dealof effort producing the right answers to the wrong questions. Outputs BackgroundRecord the information that is known about the organization’s businesssituation at the beginning of the project.Business objectivesDescribe the customer’s primary objective, from a business perspective.In addition to the primary business objective, there are typically otherrelated business questions that the customer would like to address.For example, the primary business goal might be to keep currentcustomers by predicting when they are prone to move to a competitor.Examples of related business questions are “How does the primarychannel (e.g., ATM, visit branch, internet) a bank customer uses affectwhether they stay or go?” or “Will lower ATM fees significantly reducethe number of high-value customers who leave?”Business success criteriaDescribe the criteria for a successful or useful outcome to the projectfrom the business point of view. This might be quite specific and ableto be measured objectively, such as reduction of customer churn to acertain level or general and subjective such as “give useful insights intothe relationships.” In the latter case it should be indicated who makesthe subjective judgment.1.2Assess situationTask Assess situationThis task involves more detailed fact-finding about all of the resources,constraints, assumptions and other factors that should be consideredin determining the data analysis goal and project plan. In the previoustask, your objective is to quickly get to the crux of the situation. Here,you want to flesh out the details.Outputs Inventory of resourcesList the resources available to the project, including: personnel (busi-ness experts, data experts, technical support, data mining personnel),data (fixed extracts, access to live warehoused or operational data),computing resources (hardware platforms) and software (data miningtools, other relevant software).Requirements, assumptions and constraintsList all requirements of the project including schedule of completion,comprehensibility and quality of results and security as well as legal issues.As part of this output, make sure that you are allowed to use the data.List the assumptions made by the project. These may be assumptionsabout the data that can be checked during data mining, but may alsoinclude non-checkable assumptions about the business upon which theproject rests. It is particularly important to list the latter if they formconditions on the validity of the results.List the constraints on the project. These may be constraints on theavailability of resources, but may also include technological constraintssuch as the size of data that it is practical to use for modeling.Risks and contingenciesList the risks or events that might occur to delay the project or causeit to fail. List the corresponding contingency plans; what action will betaken if the risks happen.TerminologyCompile a glossary of terminology relevant to the project. This mayinclude two components:(1)A glossary of relevant business terminology, which forms part of thebusiness understanding available to the project. Constructing thisglossary is a useful “knowledge elicitation” and education exercise.(2)A glossary of data mining terminology, illustrated with examplesrelevant to the business problem in question.Costs and benefitsConstruct a cost-benefit analysis for the project, which compares thecosts of the project with the potential benefit to the business if it issuccessful. The comparison should be as specific as possible, for exampleusing monetary measures in a commercial situation.1.3Determine data mining goalsTask Determine data mining goalsA business goal states objectives in business terminology. A data min-ing goal states project objectives in technical terms. For example, thebusiness goal might be “Increase catalog sales to existing customers.”A data mining goal might be “Predict how many widgets a customer willbuy, given their purchases over the past three years, demographicinformation (age, salary, city, etc.) and the price of the item.”Outputs Data mining goalsDescribe the intended outputs of the project that enables theachievement of the business objectives.Data mining success criteriaDefine the criteria for a successful outcome to the project in technicalterms, for example a certain level of predictive accuracy or a propensityto purchase profile with a given degree of “lift.” As with business successcriteria, it may be necessary to describe these in subjective terms, inwhich case the person or persons making the subjective judgmentshould be identified.1.4Produce project planTask Produce project planDescribe the intended plan for achieving the data mining goals andthereby achieving the business goals. The plan should specify theanticipated set of steps to be performed during the rest of the projectincluding an initial selection of tools and techniques.Outputs Project planList the stages to be executed in the project, together with duration,resources required, inputs, outputs and dependencies. Where possiblemake explicit the large-scale iterations in the data mining process, forexample repetitions of the modeling and evaluation phases.As part of the project plan, it is also important to analyze dependenciesbetween time schedule and risks. Mark results of these analyses explicitlyin the project plan, ideally with actions and recommendations if therisks appear.Note: the project plan contains detailed plans for each phase. Forexample, decide at this point which evaluation strategy will be usedin the evaluation phase.The project plan is a dynamic document in the sense that at the endof each phase a review of progress and achievements is necessary andan update of the project plan accordingly is recommended. Specificreview points for these reviews are part of the project plan, too.Initial assessment of tools and techniquesAt the end of the first phase, the project also performs an initial assess-ment of tools and techniques. Here, you select a data mining tool thatsupports various methods for different stages of the process, for example.It is important to assess tools and techniques early in the process sincethe selection of tools and techniques possibly influences the entire project.。
Land Titling and Rural Transition in Vietnam
to all households. This law initiated an extensive land titling program in Vietnam: by the year 2000, nearly 11 million land titles had been issued to rural households, making this one of the largest rural titling programs in the developing world, not only in scale but also in speed of implementation. To view this program in comparative perspective, 8.7 million land titles have been distributed in Thailand since the early 1980s and 1.87 million in Indonesia between 1996 and 2000 (SMERU 2002); the largest urban titling program, aimed at squatters in Peru, distributed 1.2 million titles (Field 2003). The economic consequences are thus of interest not only to Vietnam, but also to other developing countries contemplating land titling programs. Our study contributes to the literature on land titling in several distinctive ways: first, we study a large nationwide titling program, rather than one restricted to certain areas or certain classes of people. This is in contrast to almost all the studies cited above. This means that our results include any potential general equilibrium effects of such titling programs. Second, our work focuses on the impact of granting new rights to land, including the rights to mortgage and trade, rather than a formalization of existing rights (as is the case in most programs aimed at squatters). Further, by looking at different outcomes, we are able to make inferences regarding which of these new rights was most effective. Third, our focus on the 1993 reform enables us to distinguish the effects of land titles from the incentive effects of decollectivization. Our work is complementary with other studies of agrarian transition in Vietnam such as Benjamin and Brandt (2004), and Ravallion and van de Walle (2003). However, the use of measures of land reform progress across provinces enables us to distinguish the incremental impact of the 1993 land law from the overall effect of economic growth during this period.1 We use household-level data from two waves of the Vietnam Living Standards Survey, which took place in 1992-93 and 1997-98 respectively. Since individual-level information on possession of land titles is not available in these surveys, we collected province-level information on the issuance of land-use certificates. We verify that there are no systematic differences in pre-reform characteristics between provinces which issued titles faster and those which were slower in issuing titles. We then compare the change in outcomes for households between the two time-periods, across provinces at different stages of the land titling process. We find that households in provinces which have made greater progress in land titling increnonymous referees, Daron Acemoglu, Abhijit Banerjee, Esther Duflo, Christopher Gibbs,
范超,FC出国培训
FC__有关托福写作中的因果关系的写法Causality(该单词为cause 的名词意思是因果关系)FC 曰:无因果不托福表示因果关系第一境界泡泡境界直接接名词1. 接名词其中account 有好多意思account for 这个短语表示占多少多少或者是解释说明是写作中的常用短语It is due to your persistence and painstaking efforts that youeventually sailed through your IBT 正是由于你的勤奋与坚持不懈最终让你华丽丽地通过新托福考试。
其中due to 采用了强调的句型而sail through 这个短语表示通过叫做轻舟已过万重山。
persistence and painstaking efforts 为pp 短语表示你的持久而认真的努力It is due to your caprice that you destroyed my life love andlaughter正是由于你的花心,你毁掉了我的生活,爱情和欢声笑语。
caprice 表示反复无常可以理解为花心记法将它拆解为car price 因为汽车的价格总是变化无常这个单词和摩羯座的英文单词很像capricorn有人说摩羯座很花心我觉得很对因为我是摩羯座虽然FC 持否定观点因为范师母是摩羯座。
天下大雨,他发高烧,没去上班,被扣了工资这是一个因果联系很强的一句话下面是英文翻译As a consequence of the heavy rain he developed a high feverand therefore he was absent fro m work which resulted in thereduction of his salary.注意这个得感冒用的是develop 这个动词说明了这个这个发烧的过程,其中therefore 是adv 不能接句子,如果要接句子有两种解决方法一将therefore 的首字母大写,二用and therefore 前后加逗号写成插入语的形式。
货币 英语作文
Currency plays a pivotal role in the global economy,acting as a medium of exchange,a unit of account,and a store of value.It is an essential component of trade and finance,facilitating transactions and economic activities across the world.The Importance of Currency1.Medium of Exchange:Currency simplifies the process of buying and selling goods and services.It eliminates the need for barter,where goods are directly exchanged for other goods,which can be inefficient and impractical.2.Unit of Account:It provides a common measure to value goods and services,making it easier to compare the worth of different items and to calculate profits and losses in business.3.Store of Value:Currency allows individuals and businesses to save for future needs.It can be kept in various forms,such as cash,bank deposits,or other financial instruments, and can be used to preserve wealth over time.Types of Currency1.Fiat Money:This is the most common form of currency used today.It is not backed bya physical commodity but has value because the government declares it to be legal tender.modity Money:Historically,commodities like gold,silver,and other precious metals were used as currency due to their intrinsic value.3.Digital Currency:With the advent of technology,digital or virtual currencies like Bitcoin have emerged.These operate on blockchain technology and offer a decentralized form of currency.Economic Impact of Currency1.Inflation:An increase in the supply of money can lead to inflation,which is a rise in the general price level of goods and services.2.Deflation:Conversely,a decrease in the money supply can lead to deflation,where prices fall,potentially leading to economic contraction.3.Exchange Rates:The value of one currency relative to another is crucial for international trade and investment.Fluctuations in exchange rates can affect a countryscompetitiveness and economic growth.Currency Exchange1.Foreign Exchange Market:This is where currencies are traded virtually across the counter.It is the largest and most liquid financial market in the world.2.Currency Exchange Rates:These rates determine how much of one currency is needed to purchase another.They are influenced by factors such as interest rates,economic performance,and political stability.3.Currency Conversion:When traveling or conducting international business,individuals and companies often need to convert one currency into another,which can involve fees and exchange rate risks.Regulation of Currency1.Central Banks:Institutions like the Federal Reserve in the United States or the European Central Bank in the Eurozone are responsible for controlling the money supply and setting monetary policy.2.Monetary Policy:This involves actions taken by central banks to influence economic activity through controlling interest rates and the supply of money.3.Financial Regulations:Governments and international bodies set rules to prevent fraud, maintain stability,and protect consumers in the currency markets.In conclusion,currency is more than just pieces of paper or digital entries it is the lifeblood of the economy.Understanding its functions,types,and the factors that influence its value is crucial for anyone participating in the modern global marketplace.。
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An AI criterion for an account of inference: How to realize a taskPınar öztürkDepartment of InformaticsNorwegian University of Science and TechnologyN-7034 Trondheim, NorwayE-mail: pinar@ifi.ntnu.noAbstractWe point to two different motivations underlyinginvestigation of relations between various types ofinference. The former considers inference as anevidential process and the latter as a methodologicalprocess. Furthermore, the approaches in the formergroup classify inferences differently as they utilizedifferent criteria such as ‘validity’ or ‘value ofproductiveness’ of conclusions. In AIterminology, the evidential approach aims atconstructing an ontology of inferences on the basisof characteristics of the conclusions they draw,without regard to the type of process they involve,while the methodological approach is concernedwith the characteristics of these processes. Fromthe AI perspective and particulary in the context ofknowledge based systems, the answer to thequestion of how closely related abductive andinductive inferences depends on the issue of towhat extent they do utilize the same set ofprimitive methods in order to be realized. We model‘from effects to cause’ type of inference on thebasis of case-based reasoning paradigm and utilizecontextual information as a means for focusing thegeneration of hypotheses.1 IntroductionThe relationship between different forms of inference has long been investigated in philosophy. In logic, abduction has often been seen in close connection with induction. The word abduction was first used by Peirce in order to define a distinct inference type which traces back to Aristoteles. In AI it was taken up in 1973 by Pople, in the context of diagnosis. Even though that the attempts to classifying these inference types have such a long history, the literature does not yet provide a commonly agreed upon classification. Peirce’s early and late theories on inference have been referred to as “syntactical” and “inferential”perspectives [Flach 96]. We also emphasize the change in Peirce’s view and further analyse the underlying change in his motivations responsible for this change in his view.In our interpretation we will partly explain the tangled accounts in the literature by emphasizing the existence of rather different motivations behind different accounts. Two main motivations are those of investigating evidential and methodological aspects of the inference process. The evidential approach consider inference rules as patterns of justification while the methodological approach studies the processes underlying these rules.In AI terms, we may say that the evidential approach studies only the characteristics of the conclusions and aims at constructing an inference ontology along with different dimensions, such as “validity” or “productiveness”, of the conclusions they draw. On the other hand, the methodological approach is concerned with the use of various inference types in complex applicatio tasks such as scientific inquiry and diagnosis and thus studies the characteristics of the the inference procedure. We may say that evidential approach has a rather static view while the methodological one is more dynamic.So, in our understanding, even if Peirce did not explicitly state the difference in his motivations as such, he first constructed an inference ontology and then investigated whether and how he could use this ontology when modeling the line of reasoning underlying the very task of scientific inquiry.After analysing the different motivations and dimensions that triggered different accounts of the relations between inference, we will elaborate our interests in inference methods from an application viewpoint.We are interested in inferences as methods that are capable of realizing a particular class of application tasks, e.g., diagnosis. In this sense, our motivation for understanding inferences is related to when each type of inference is to be used and how it can be realized in terms of lower-level methods.2 Inference as an evidential process Classifying inferences according to validity of conclusions they draw: A “traditional” classification of inference is concerned with the “correctness” of the conclusions drawn by different types of inference. This approach classifies inferences based on their ability to draw “secure” conclusions. Hence, inferences are partitioned into sound and fallible types. In this account, only deductive inferences were sound and inductions were fallible. Abduction was not yet recognized and therefore did not occur in this classification. So, the main concern was a conclusions’s degree of certainty.Classifying inferences according to productiveness of conclusions they draw: In his early work Peirce also classified inferences. His emphasis, however, was on the conclusion’s “value in productiveness” [Peirce, 8.384]. The subject matter was the question of whether an inference creates new ideas. Peirce classified induction and abduction as “ampliative” inferences which create new ideas, anddeduction as “explicative” which do not. The difference was that of abduction’s hypothesizing unobservable entities and induction’s creating generalizations.In AI terminology, we may say that his classification is based on the notion of ‘knowledge refinement and extension’or ‘development of domain theory’ which is an important characteristic of problem solving with an incomplete domain theory.3 Inference as a methodological process In his later period, Peirce’s motivation changed radically. His main concern became that of how and which types of inferences the mind was utilizing when discovering scientific theories. He become interested in the roles of various inferences in science, and regarded inference as a methodological process. This lead to his investigating the relationship between various types of inference in the very context of scientific inquiry, and to the notion of “three stages of inquiry” corresponding to three types of inference. From the AI view, we may say that he was studying the methods that realize the very particular application task of scientific inquiry.The following quotation on the relation between abduction and induction hints that he was not concerned with the characteristics of the conclusions being inferred but rather with the procedure that infers these conclusions: “..as far as their ampliative character goes, that is, as far as they conclude something not implied in the premissess depend upon one principle and involve the same procedure. All are essentially inferences from sampling”. (6.40). An inconsistency between Peirce’s early and late view arose because he viewed abduction as the only “ampliative” type of inference in his later theory. Accordingly, he redefined abduction and induction. In the present account abduction was extended to cover part of what has been called induction before, and induction is restricted to ‘confirming a hypothesis’. In fact, in his later account Peirce seems to propose that any hypothesis that is entertained as possibly true, whether it is a nonobservable entity or a generalization, is arrived at by abduction.In our understanding, Peirce, Harman [Harman 65], and Josephson are all concerned with the inferences in terms of how t hey justify the conclusion. Seen from this window, both ‘from effects to cause’ type of inference and inductive generalization (on Josephson’s view, or enumerative inductionon Harman’s view) can be seen as belonging to the same type of inference. However, as elaborated in section 4.2, they may show difference in terms of ‘primitive methods’ which they need in order to be realized.4 An AI viewThe AI view, as presented here, related to different types of inference, can be considered to have a methodological stance. That is, the emphasis is on how and when to use different types of inferences for realizing a particular task, i.e., achieving a goal.Two important AI issues regarding inference are its role in knowledge refinement and extension, and its role in realizing an application task, e.g., diagnosis, planning, etc. The former can be related to the “productivenevess” aspect of inference pointed to by Peirce’s early work. That is, how productive an inference is and in what way it is productive. This concern is important particularly for incomplete knowledge bases. The latter is important when implementing a system that should accomplish a particular application task. In other words, the former is related to learning, and the latter is related to problem solving.4.1 Inference and knowledge refinement andextensionA central problem of knowledge based systems working with incomplete knowledge is knowledge-base refinement and extension. A key idea used to extend an incomplete domain knowledge is learning by solving problems. Based on this idea, a new curriculum has recently been developed in medical education to teach problem solving and problem based learning[Schmidt 93, Barrows 80]. The curricula emphasizes that the development of expertise is closely related to the learning of cognitive structures that describe the features of prototypical or individual patients. Such structures are acquired through extended practice. While diagnosing routine cases, an experienced physician operates upon cognitive structures which we call ‘scripts’ and ‘cases’. Scripts contain more general, prototypical information and rules that may cover more than one actual patient. A case structure, on the other hand, contains information about an actual patient, such as, ‘25-year-old, drug-addict, mala with fever and chills has diagnosis bacterial endocarditis’. These structures contain mainly shallow knowledge, such as associations between a disease, its consequences, and the context in which it develops. It has been proposed that the development of expertise involves learning both cases and scripts, and such knowledge is organised as a hierarcy of knowledge structures varying in abstraction degree.At the end of each problem solving process, a new case representing the solved problem can be learned. Another issue is the assessment of whether the new case should be integrated with other structures(s) to result in a more general structure. This is done when a new case is similar enough to others that were solved in the past. Both types of learning are instances of refining an incomplete knowledge base, but they show difference with respect to the way and the level they integrate new knowledge into the knowledge base; one patches new knowledge structures while the other blends a new structure with existing ones.The connection between learning, and the issue of relationship between abduction and inference depends upon the question of whether learning at different levels involves different types of inferences. The answer to this question may depend on the motivations and needs of the questioner. If the questioner were Peirce in his early period, he would say that these two types of learning involve different types of inferences: cases are learned by abduction while script learning involves an inductive pattern. If the questioner were Peirce in his late period he would say that learning both scripts and cases involves an abductive pattern.Finally, most satisfying answer cannot be given in isolation from the question of which primitive methods underlie each learning type. We will elaborate this matter in the next section.4.2 Inference in application-task contextFrom an ontological perspective, inference types are different to the extent that their conclusions differ with respect to certain criteria. Such an ontological approach considersinferences as black boxes of which inputs (premisses) and outputs (conclusions) are known, but what is inside the box is not interesting. The matter of how their insides are configured is not within the scope of ontological approach. On the other hand, from an application perspective, inferences are regarded as method types which are capable of realizing certain subtasks of the main application task.(a)(b)Figure 1. Decomposition of tasks by methods into theirsubtasks and primitive methods (ellipses inthe leaves). (a) Conceptualization ofapplication tasks (such as sceintific inquiry ordiagnosis) as being realized collectively byreasoning methods and actions. (b) Abductiveinference is a type of reasoning method. Consequently, the insides of the black boxes are of great importance.In AI implementations, an overarching application task, such as diagnosis, is characterized by the goal it achieves and may be realized by at least one method. A method specifies how a complex task can be decomposed into its simpler subtasks and/or into its primitive methods. Subtasks may involve reasoning (cognitive tasks) and/or acting (physical tasks). An acting-task is accomplished by taking actions in the physical world while a reasoning task is realized by a reasoning method. We may imagine the tasks and methods related to a problem as modeled in the form of a hierarchical tree structure (see figure 1-a). At the lowest level are the primitive methods which are directly executable.There are different approaches as to which inference type each method in the task hierarchy corresponds to. In particular, some approaches consider that a rather high-level task is realized by an abductive inference while others consider a method in a much lower level as abductive. For example, according to [Josephson 94] , abduction includes almost everything underlying the whole process of scientific discovery. Thus, we may say that, in his account, the top-level method corresponding to the complex task of scientific inquiry is of abductive type and includes acts in the physical world as well as the whole line of reasoning. In such an approach, different types of inferences may consequently have tangled relations in an AI application.We keep inference methods as simple as possible and conceptualize more complex inferences in terms of a combination of inference and (possibly) action methods. This gives possibilities for combining various types of inferences according to changing needs of complex tasks. We define an inference method in terms of “primitive” methods by which it gets realized. As such, an abductive method, for example, does not realize an entire complex task such as diagnosis or scientific inquiry, but a simpler one corresponding to a subtask of it, e.g., ‘hypothesis generation’. According to this view, abductive inference is the particular type of reasoning method which may be imagined to be located next to the lowest level in the method hierarchy, and which consists of two subtasks:‘activate-hypotheses’ and ‘select-hypothesis’ , i.e., the procedures of forming plausible hypotheses and selecting the most promising one, respectively (see figure 1.b).5 A criterion for investigating therelations between inferencesAn important AI issue is how to conceptualize the primitive tasks, and consequently whether these are ‘reusable’ in different task contexts. This is also a useful dimension when deciding whether a particular method is of abductive or inductive type. From our application oriented view,Two methods can be argued to be of the sameinference type as long as their procedures consist ofthe same set of primitive methods and these methodsare executed in the same sequence.So, two inference methods, one of which generates unobservable entities and the other which generates generalizations can be said to belong to the same inference type if they are realized in the same way, with regard to the primitive methods they are composed of.6 Efficiency of the abductive process Fallible conclusions should be justified by explaining, as Harman states “...when a person is and when he is not warranted in making the inference..”. In the case of abductive generation of hypotheses, it is usually possible to generate a large number of candidate hypotheses. In order to make this process efficent there must be some mechanisms and means that limit the number of hypotheses in a justifiable manner. In our view, the inference should be consistent with the context in which it is made, in order to be justified. Context can be utilized both for focusing the process of evoking the hypotheses and for subsequently selecting the most promising one. In the former process, context includes the elements that help to make the situation more familiar and natural to our minds. These are important with respect to the psychological simplicity of the hypotheses. As Peirce mentions, the hypotheses that are familiar to us and thus psychologically simpler are preferred over others. Context provides additional information that has been left out by the ‘to-be-explained’ observations. For example, the age, sex, previous diseases, family medical history of a patient constitute additional information which enables us to better situate the problem in our minds or memories. Another component of context may provide a bridge to the realities of the world, and thus situates the problem in the real world. The elements of such context are related to the notions of policy and utility, and supply information as to the most promising hypotheses.7 Diagnosis as a context-guidedincremental explanationIn our approach a diagnosis task is realized by a ‘context-guided-incremental-explanation’ method which decomposes the overarching diagnosis task into its subtasks ‘generate-diagnostic-hypothesis’ and ‘test-hypothesis-against-reality’. Hypotheses are generated abductively, and there may exist several methods that are capable of doing so. In our approach, this subtask is realized by the ‘retrieve-diagnostic-hypothesis’ method which employs a case-based reasoning approach. The method further decomposes the generation of hypotheses into two subtasks corresponding to the two stages of abductive inference: ‘activate-hypotheses’ and ‘select-hypothesis’. The former of these is realized by the primitive method ‘activate’, while ‘explain’ and ‘focus’primitives collectively realize the ‘select-hypothesis’subtask. The activate-explain-focus cycle is a general mechanism modeled in the Creek system [Aamodt 95] and realizes the abduction of the most promising hypothesis on the basis of the case-based reasoning paradigm. The utilization of context for improving abductive efficiency goes hand in hand with improving the retrieval of better cases [özturk 97] .The case-based method of Creek relies heavily on an extensive body of general domain knowledge in its problem understanding, similarity assessment, case adaptation, and learning.The underlying case-based interpreter in Creek contains a three-step abductive process of 1) activating relevant parts of the semantic network, including cases pointing to hypotheses (see figure 2), 2) explaining why the reasoner activated these hypotheses and thus explaining her beliefs regarding how well each explains the surprising facts, and 3)focusing towards a conclusion that conforms with the task goal as well as pragmatical concerns. In our clinical diagnostic problem solving model, two types of cases are considered: explanation cases and plan cases (see figure 3). The first is the encoding of the explanation that connects the relevant features to the disease.NEW-CASEhas-sex femalehas-age 30-years-oldhas-occupation unemployedhas-prev-disease aortic-valve-diseasehas-recent-therapy acupuncturhas-findings low-bp sweatinghas-location well-established-hospitalcase#113has-type: explanation-casehas-sex: femalehas-age :22-year-oldhas-prev-disease: calcific-aortic-stenosishas-recent-surgery: dental-surgeryhas-habit: drug-abusehas-findings : low-bp high-fever fatiquehigh-sedimentation vegetationhas-solution: endocarditisFigure 2: Representation of casesThe second is the encoding of a plan that includes a sequence of diagnosis and therapy actions, such as defining an examination protocol, selecting the way to perform a particular test, recommending a treatment, etc.A part of diagnostic task structure is illustrated in figure 3, related to an example. The upper part of the figure shows the task hierarchy linked to some example cases. To achieve a diagnostic goal, two subtasks must be invoked: Generating a diagnostic hypothesis, and testing the hypothesis. As shown, cases of type explanation-case are used for hypothesis generation. They contain solutions that are regarded as diagnostic hypotheses. 'Plan cases' are used in the testing stage.Generation of hypotheses:The task of generating hypothesis involves retrieving a set of candidate cases from the case base, followed by selection of the best one. This case is then evaluated. The inputs to the task of generating candidate cases are the current goal, the new case, and the case base from which the candidate cases will be generated. The output is a set of candidate cases. The second subtask of hypothesis generation, 'selection of the best case', takes as input the set of candidates, the new-case, the general domain knowledge base, and knowledge related to the task. The output is the most similar case to the new case. In psychological terms, this type of retrieval is a “cued recall”. For candidate generation, all the cases having at least one relevant feature that also exists in the new case are initially activated. The cases for which the total activation strength (combining all features) exceeds a threshold value are selected as candidates.The selection of the best case is based on the similarity judgment of candidate cases. Similarity can be exposed directly or indirectly. Direct match occurs when two cases have identical slot-value pairs, e.g, both cases having has-sex:female. Indirect match happens when a pathtaskinformation/knowledge task decomposition data/knowledge flowFigure 3 A case-based model of diagnosisbetween slot values of the two cases is found in the general domain knowledge. For example, the information has-occupation:unemployed in the new case has-habit:drug-abuse in case#113 are found indirectly to weakly match,asexplained by the path ‘DRUG-ABUSE C A U S E S IMMUNOSUPRESSION CAUSED-BY MALNUTRITION CAUSED-BY BAD-ECON-SIT ASSOCIATED-WITH UNEMPLOYED’. This explanation is relevant in the context of the activated hypothesis endocarditis .The existence of such paths contribute to the similarity of two cases. The strength of this similarity depends on the strength of the relations connecting the concepts on the path, as well as the length of the path. So, the indirect matching process involves a search in the general domain knowledge that investigates whether apparently dissimilar features could be similar through a finer grained matching process.Testing hypotheses: The solution of the best case is now the hypothesis which will be tested. A typical characteristic of new cases in a medical setting is that they contain incomplete information. Therefore, an information-gathering process begins, in order to determine whether other consequences of the hypothesis (the disease) are also present in the new situation. The retrieved case guides the information-gathering process. The goal is now to collect data on the findings on which the retrieved case has information while the new one does not. The task of evaluating hypotheses invokes two subtasks: 'Generate plan'task, and 'evaluate plan' task. Generation of plans occurs by retrieving past plans from the case base. The process of plan evaluation involves executing the retrieved plan. A plan is indexed with the ‘information goals’, i.e, features to be gathered. These features refer to the consequences expected to be present if the hypothesis (the disease) is correct. For example, assume that the retrieved explanation case has solution endocarditis (current hypothesis) which is expected to cause low blood pressure, and that the new case lacks information about blood pressure. One of the information goals becomes ‘ blood pressure ’, and a plan to gather this information, among others, will be retrieved. A plan casealso includes the set of actions to take in order to gather such information.If the results of the plan, when executed, indicates that the actual situation is different from than that predicted, then the hypothesis may be refuted and a new cyle of hypothesis generation and testing may start.8 ConclusionBoth common sense and expert reasoning are marked by weak and open domain theories, as well as incomplete problem descriptions. Problem solving in such domains calls for abductive reasoning. Our interest is focused on diagnostic problems, so the problem solving includes inference ‘from effects to cause’. We adopt a case based reasoning approach in order to model, in terms of primitive methods, ‘from effects to cause’ type of inference. We realize this type of inference by the collection of primitive methods ‘activate’ ‘explain’ and ‘focus’.In order to assist the the process of suggesting plausible hypotheses, we utilize contextual information as a focusing mechanism. The use of context as additional information limits the number of hypotheses evoked in the first place, as it leads to a better assessment of hypothesis plausibility.Another component of context is related with pragmatical aspects and preferences of the reasoner. Such context elements are utilized when seleting the hypothesis that is best with respect to testing considerations.AcknowledgementsI would like to thank Agnar Aamodt for his helpful comments and to Keith Downing for proofreading this document.References[Aamodt 95] Aamodt, A. Knowledge acquisition and learning by experience-the role of case specific knowledge, in Machine learning and knowledge acquisition, Tecuci,G and Kodratoff, Y (eds), Academic press, 1995, pp 197-245. 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