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某企业在某一个纳税年度内，共发生了下列收入事项：产品销售收入5000万元，清理固定资产盘盈收人为50万元，转让商标使用权收入50万元；发生各项支出如下：产品销售成本3000万元(不包括工资)，产品销售费用200万元，产品销售税金300万元，职工1000人，全年发放职工工资总额为960万元，按标准提取职工福利费134万元，工会经费19.2万元，职工教育经费14万元。该企业计税工资标准为每人每月800元。
问题：计算该企业的应缴纳所得税额。

A.2万元，职工教育经费14万元。该企业计税工资标准为每人每月800元。
问题：计算该企业的应缴纳所得税额。

【参考答案】

应纳税收入总额＝5000+50+150＝5200(万元)应纳税所得额：应纳税收入总额-准予扣除项目金额＝5200-(30......

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某企业适用的所得税税率为33%，在某一个纳税年度内，共发生了下列收入事项：产品销售收入5000万元．清理固定资产盘盈收入为50万元，转让商标使用权收入150万元；发生各项支出如下：产品销售成本3000万元(不包括工资)，产品销售费用200万元，产品销售税金300万元，职工1000人，全年发放职工工资总额为960万元，按标准提取职工福利费134万元，工会经费2万元，职工教育经费4万元。该企业计税工资标准为800元 人月。问题：计算该企业的应缴纳所得税额。
A.清理固定资产盘盈收入为50万元，转让商标使用权收入150万元；发生各项支出如下：产品销售成本3000万元(不包括工资)，产品销售费用200万元，产品销售税金300万元，职工1000人，全年发放职工工资总额为960万元，按标准提取职工福利费134万元，工会经费2万元，职工教育经费4万元。该企业计税工资标准为800元/人月。
问题：
计算该企业的应缴纳所得税额。
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Look at the statements below and at the five extracts on the opposite page from an article about how employees are motivateD.Which section of the article (A, B, C, D or E) does each statement (1-8) refer to?For each statement (1-8), mark one letter (A, B, C, D or E) on your Answer Sheet.You will need to use some of these letters more than oncE.AEnsuring employees arrive at work geared up and ready to give their all is a major challenge facing managers today. It used to be so easy. A fat pay cheque and the promise of promotion was all that was needed to keep people committed, loyal and happy. But the world of work has changed, and nowadays, organisations cannot rely on the corporate cheque book to give them the edgE.Numerous employee surveys have shown that although pay still makes people tick, a whole raft of other issues have entered the motivation equation.BOne of the problems is that managers often don't appreciate they are playing in a completely new ball game, and a reliance on old-stylE.motivational techniques just won't work in today's technology-driven, fast-paced business environment. For example, an employee could be working in South Africa, with a boss sitting in London and the main client they are dealing with based in AsiA.So for someone who is very motivated by face-to-face contact and a collegiate environment, that could be a huge problem.CWhat most employees expect is the chance to work flexibly, on interesting and stimulating tasks that give them the opportunity to develop their skills and talents. Managers on the ground may not always be able to influence pay and working practices - but, if they are to extract top performance from their teams, they need to know how to press the right buttons and create a culture that will inspire their workforce, a culture in which achievement is acknowledged and people feel valueD.DOrganisations should focus on asking people what they want - a relatively simple task that is too often considered unnecessary. However, questions about motivation have to be asked skilfully, or you won't get to the bottom of what really makes people go that extra milE.Two people may both say they want an interesting and stimulating job, but have widely divergent ideas of what would constitute such a position: a city trader would probably find business consultancy boring, and a consultant might be scared by the city trader's job, but both may be very satisfied with their own joB.EThere are huge gaps between what employees expect from employers and what they actually get. For instance, employers' emphasis on employability (equipping workers with 'marketable' skills) may be somewhat misguideD.One study showed that what people really wanted was not employability but job security. As a result, employees had the feeling that their employer wasn't delivering, which had a detrimental effect on the employees' workplace performance and attitudes. The problem lies partly in a lack of communication: to ensure mutual understanding and to align employees' values and goals with those of the organisation, much more conversation is needeD.People may perceive the same type of work very differently.
A.•Which
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•You
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A
Ensuring
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One
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C
What
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Organisations
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