CORPORATE STRATEGY, ETHICS & GOVERNANCE (PAPER 2.6)

INSTITUTE OF CHARTERED ACCOUNTANT GHANA, ICAG

dc.contributor.author	INSTITUTE OF CHARTERED ACCOUNTANT GHANA, ICAG
dc.date.accessioned	2022-07-20T10:26:10Z
dc.date.available	2022-07-20T10:26:10Z
dc.date.issued	2019-05
dc.identifier.uri	http://41.66.247.10:8080/xmlui/handle/123456789/469
dc.description	STANDARD OF THE PAPER Overall, the standard of the paper was high and reflected the exact contents of the syllabus. It could be described as comparable to the papers previously administered by the Institute. Undoubtedly, candidates needed more time than usual to answer the questions for a total of 40 marks. Going forward into the new syllabus, this should be a wakeup call for both instructors and candidates since the new regime promises to be more challenging and engaging. Both instructors and candidates should endeavor to intensify teaching and learning in order to perform better in the new Strategic Case Study (Paper 3.4). Specifically, they should delve deeper into the concepts contained in the syllabus by reading further from other references as provided in the list of references, and not solely depend on the manual provided by the Institute. The sole dependence on the Institute’s manual on CSEG is still a major contributing factor for the poor performance of many candidates in CSEG paper. For instance, a better appreciation and effective answering of Question 1 (case study) and Question 4 (corporate governance failure of banks) required an in-depth understanding of the underlying discussions in the media regarding failure of financial institutions in addition to the textbook. Both instructors and candidates are also to endeavor to bring their expertise and learning from other courses to bear on the Strategic Case Study paper.	en_US
dc.description.abstract	EXAMINER’S GENERAL COMMENTS The May 2019 examination is the last of the examinations ending the old syllabus, after which there is a major transition and transformation of the strategy paper which promises to be more challenging. Unfortunately, the performance of candidates in the May 2019 examination is clear indication that many of our students/candidates may not be up to task with the requirements of the incoming Strategic Case Study Paper (Paper 3.4) of the new syllabus. In my estimation, the pass rate for the May 2019 diet is the poorest recorded, so far as the CSEG (Paper 2.6) of the old syllabus is concerned. The performance of the candidates can best be described as abysmal, very surprising and unprecedented considering the fact that the questions did not depart significantly from the line of questioning in previous examinations. Quite obviously, majority of the candidates who sat for the paper absolutely failed to prepare for the examination. Candidates performance suggest that their preparation level was woefully inadequate and not up to standard. To be blunt, they took the examination for granted. In fact, it is expected of candidates at this level to exhibit a top notch understanding of the fundamental principles underpinning Corporate Strategy, Ethics and Governance, considering the fact that they ought to have been exposed to majority of the issues contained therein from other courses.	en_US
dc.description.sponsorship	ICAG	en_US
dc.language.iso	en_US	en_US
dc.publisher	ICAG LIBRARY	en_US
dc.relation.ispartofseries	CSEG;PAPER 2.6
dc.subject	MAY 2019 PROFESSIONAL EXAMINATION CORPORATE STRATEGY, ETHICS & GOVERNANCE (PAPER 2.6) CHIEF EXAMINER’S REPORT, QUESTIONS & MARKING SCHEME ICAG LIBRARY NYARKO TWUM OSBORN ERNEST YAW DENKYIRA	en_US
dc.title	CORPORATE STRATEGY, ETHICS & GOVERNANCE (PAPER 2.6)	en_US
dc.title.alternative	CSEG PAPER2.6	en_US
dc.type	Learning Object	en_US