问题 问答题

甲企业为股份制企业,2004年至2006年发生如下经济业务:

(1) 2004年3月3日以银行存款购入专利权一项,价款900万元,甲企业按5年期平均摊销;

(2) 2004年年终,因同类产品上市的影响,估计专利权价值贬值,降至600万元;

(3) 2005年年终,因同类产品实际上影响不大,估计专利权价值回升至800万元;

(4) 2006年1月,甲企业以专利权换乙企业的设备,专利权的公允价800万元;换入设备的原值700万元,已折旧100万元,公允价600万元,甲同时收取乙补价200万元,甲换出的专利权按营业税率5%计营业税40万元。

要求:

(1) 计算甲企业2004年年末专利权的账面价值;

(2) 计算甲企业2005年年末专利权的账面价值;

(3) 作出2006年1月甲企业以专利权换入乙企业设备的会计处理。

答案

参考答案:

(1) 甲企业2004年年末专利权的账面价值

①2004年专利权摊销额

②2004年年末专利权的账面余额=900-150=750(万元),因为在年底该专利权发生了贬值,所以应该计提减值准备,计提的减值准备金额=750-600=150(万元),所以2004年年末专利权的账面价值=900-150-150=600(万元)。

(2) 甲企业2005年年终专利权的账面价值

①2005年专利权摊销额

②此时专利权的账面价值=900-150(2004年摊销额)-150(计提的减值准备)-144

(2005年摊销额)=456(万元)

不考虑减值因素下无形资产的账面净值=900-150-180=570(万元)

此时可收回金额=800万元

所以应恢复无形资产减值准备至570万元,2005年年末无形资产的账面价值应是570万元,转回无形资产减值准备570-456=114(万元),此时无形资产减值准备余额为36万元。

2006年1月份甲企业非货币性交易业务:

(1) 判断交易类型:

补价占比:[*]×100%=25%,属于非货币性交易。

(2) 收取补价应确认的收益:

200-200/800×570-200/800×40=47.5(万元)。

(3) 设备入账价值=570-200+47.54-40=457.5(万元)

(4) 编制分录:

借:固定资产——设备 457.5

银行存款 200

无形资产减值准备 36

贷:无形资产——专利权 606

应交税金——应交营业税 40

营业外收入——非货币性交易收益 47.5

填空题

Part 1


·Read the following passages, eight sentences have been removed from the article.
·Choose.from the sentences A-H the one which fits each gap.
·For each gap (1-8) mark one letter (A-H) on the Answer Sheet.
·Do not mark any letter twice.
Today’s career assumptions are you can get a lot of development, challenge and job satisfaction and not necessarily be in a management role.
A new malady is running rampantly in corporate America: management phobi
  • a. (1)
    " I hated all the meetings," says a 10-year award-winning manager, "and I found the more you did for people who worked for you, the more they expected." (2)
    With technology changing in a wink, you can never slack off these days if you’re on the technical side. (3)
    In addition, the Dilbert factor is at work. With Scott Adams’s popular cartoon character— as well as many television sitcoms — routinely portraying managers as morons or enemies, they just don’t get much respect anymore.
    Supervising others was always a tough task, but in the past that stress was offset by hopes for career mobility and financial rewards. (4)
    But in today’s global, more competitive arena, a manager sits on an insecure perch. (5) There are far fewer rungs on the corporate ladder for managers to clim
  • b. In addition, managerial jobs demand more hours and headaches than ever before but offer slim, if any, financial paybacks and perks.
    Furthermore, managers now must supervise many people who are spread over different locations, even over different continents. (6)
    In an age of entrepreneurship, when the most praised people in business are those launching something new, management seems like an invisible, thankless role. (7)
    Management layoffs have done much to erode interest in managerial jobs, of course. (8) A. Many people don’t want to be a manager — and many people who are managers are, frankly, itching to jump off the management track — or have already.B. It’s a rare person who can manage to keep up on the technical side and handle a management job, too.C. Restructuring have eliminated layer after layer of management as companies came to view their organizations as collections of competencies rather than hierarchies.D. They must manage across functions with, say, design, finance, marketing and technical people reporting to them.E. I was a counselor, motivator, financial adviser and psychologist.F. Employers are looking for people who can do things, not for people who make other people do things.G. American Management Association surveys say three middle managers are laid off for every one being hired.H. Along with a sizable pay raise, people chosen as managers would begin a nearly automatic climb up the career ladder to lucrative executive perks: stock options, company cars, club memberships, plus the key to the executive washroom.

单项选择题