STRATEGIC CASE STUDY (PAPER 3.4)

INSTITUTE OF CHARTERED ACCOUNTANT GHANA, ICAG

ICAGSpace Home
→
Past Questions & Solutions
→
NOVEMBER 2019 PAST QUESTIONS AND SOLUTIONS
→
View Item

dc.contributor.author	INSTITUTE OF CHARTERED ACCOUNTANT GHANA, ICAG
dc.date.accessioned	2022-07-21T11:00:17Z
dc.date.available	2022-07-21T11:00:17Z
dc.date.issued	2019-11
dc.identifier.uri	http://41.66.247.10:8080/xmlui/handle/123456789/505
dc.description	NOVEMBER 2019 PROFESSIONAL EXAMINATION STRATEGIC CASE STUDY (PAPER 3.4) CHIEF EXAMINER’S REPORT, QUESTIONS & MARKING SCHEME	en_US
dc.description.abstract	EXAMINER’S GENERAL COMMENTS The November 2019 Strategic Case Study (Paper 3.4) examination was the first of the examinations marking the beginning of the new syllabus, which has been adopted by the Institute of Chartered Accountants (Ghana). The paper, being the final paper of the professional examinations for one to fully qualify, was meant to be very challenging. The paper aimed at testing candidates’ ability to integrate and synthesize the various knowledge acquired in the other courses to solve business problems. Key highlights of the Paper 3.4 which departed significantly from earlier regimes included a pre-seen information that preceded the day of the examination by two weeks as well as an emphasis on financial or quantitative analysis for organisational decision making. In my estimation, there was a general disappointment from candidates since the general performance fell woefully below what was expected. The paper was not overly challenging, as was expected, to warrant the poor performance that candidates exhibited.	en_US
dc.description.sponsorship	TANDARD OF THE PAPER Overall, the standard of the paper was fairly high, and more especially being the first of the new syllabus. The examination reflected the exact contents of the syllabus, without any significant lapses. Even though, the paper was expected to be more challenging, considering that it is no longer a level two paper, the questions did notPage 2 of 37 depart significantly from the line of questioning under the erstwhile Corporate Strategy, Ethics and Governance (Paper 2.6) of the old syllabus. The only reservation I had with the paper was the fact that there were lots of repetition of information within the case. Largely, the additional unseen information were repetitions of information from the pre-seen information, which was administered two weeks prior to the examination day. It is, however, laudable that the case was very rich in content. It was well researched and represented real issues within the tourism industry of Ghana.	en_US
dc.language.iso	en	en_US
dc.publisher	ICAG LIBRARY	en_US
dc.relation.ispartofseries	SCS;PAPER 3.4
dc.subject	NOVEMBER 2019 PROFESSIONAL EXAMINATION STRATEGIC CASE STUDY (PAPER 3.4) CHIEF EXAMINER’S REPORT, QUESTIONS & MARKING SCHEME ICAG LIBRARY NYARKO TWUM OSBORN ERNEST YAW DENKYIRA	en_US
dc.title	STRATEGIC CASE STUDY (PAPER 3.4)	en_US
dc.title.alternative	SCS PAPER 3.4	en_US
dc.type	Learning Object	en_US