信息!关于直播带货也要持证上岗,会计怎会不考ACCA呢?
发布时间:2020-05-21
大家想知道信息!关于直播带货也要持证上岗,会计怎会不考ACCA呢? ,这也是一个火热的问题,接下来我们一起来看看吧!
对于中国就业培训技术指导中心11日发布《关于对拟发布新职业信息进行公示的公告》,拟新增10个新职业。其中包括:区块链工程技术人员、社区网格员、互联网营销师、信息安全测试员、区块链应用操作员、核酸检测员、在线学习服务师、社群健康助理员、老年健康评估师、增材制造设备操作员。
“互联网营销师”职业下又增设了“直播销售员”工种。“直播带货”、“直播卖货”已成为当下网购新形式,网友对“直播销售员”的入围纷纷表示,“李佳琦终于转正了!”“李佳琦们终于找到了自己的工种!”财会证书ACCA随着国家的不断发展,职业越来越正规化,各行各业的从业人员未来都将持证上岗。
而自从会计行业取消了会计从业证,ACCA就成为了财会行业的一块热门证书。选择ACCA一定是你最不后悔的选择。
报名注册ACCA学员,具备以下条件之一即可:
1、教育部认可的高等院校在校生,顺利完成大一的课程考试,即可报名成为ACCA的正式学员;
2、凡具有教育部承认的大专以上学历,即可报名成为ACCA的正式学员;
3、未符合1、2项报名资格的申请者,年满16周岁的可以先申请参加FIA基础财务资格考试。
在完成FAB、FMA、FFA3门课程后,可以豁免ACCAF1-F3三门课程的考试,直接进入ACCA技能课程的考试。
学习体系全面ACCA包含13门课程,其中不仅有财会人士必修的会计、财管等科目,还有经济、审计相关方面的涉及,全面打造未来职场中的商业领袖。
认可雇主遍布全球目前,全球有超过8500家企业加入了ACCA认可雇主计划,为ACCA会员、学员提供广阔的职业发展空间。
而在中国,超过700家国内外知名企业与ACCA开展合作,吸引、培养和保留能够影响商业未来的财务领导者。
通常在我们报考ACCA时,需要提前进行注册报名和缴费。然而,一旦时间有所变化而无法按计划参加考试的话,我们应该怎么办呢?当然不是!我们需要知道的是,在常规报名截止日前,我们还是可以通过在线更改我们的考试日期的。
具体的更改步骤:
登录到你的myacca账户,进入”Exam Entry”页面中,点击”View/Amend Exam Entry”进入报考更改页面。
2进入页面后,点击”Amend
Exam Entry”进行考试报名更改。
3更改报考的页面中,会出现初始报名的页面,如需删减考试科目,请将科目的“√”去除;如需增加科目,请直接在需报考的科目后打勾。
以上就是今天所要分享的内容,到这里就结束了,如果还有其他疑问,也可到帮考官网或者相关网站去搜索看看吧。
下面小编为大家准备了 ACCA考试 的相关考题,供大家学习参考。
2 An important part of management is understanding the style. of leadership.
Required:
(a) Explain what Blake and Mouton’s Managerial Grid measures. (5 marks)
2 Overview:
The accountant is frequently the manager or group leader. An understanding of leadership theory and practice is therefore an
important part of an accountant’s training.
Part (a):
Robert Blake and Jane Mouton in their Ohio State Leadership Studies, observed two basic leadership dimensions that were
apparent from their studies; concern for the task and concern for people.
They recognised that it was possible for concern for the task to be independent of concern for people. It was therefore possible for
a leader to be strong on one and weak on the other, strong on both, weak on both or any variation in between.
They devised a series of questions, the answers to which enabled them to plot these two basic leadership dimensions. These two
dimensions were placed as the axes on a grid structure now known as the Managerial Grid. A person who scores 7 on ‘concern
for production’ (the x axis) and 5 on ‘concern for people’ (the y axis) is known as a 7,5 leader.
(d) Describe the three stages of a formal grievance interview that Oliver might seek with the appropriate partner
at Hoopers and Henderson following the formal procedure. (9 marks)
Part (d):
Oliver should arrange a formal grievance interview with the appropriate partner. Both Oliver and the partner need to be aware that
the grievance interview follows three steps in a particular and logical order. The meeting between Oliver and the partner responsible
for human resources must be in a formal atmosphere.
The first stage is exploration. The manager or supervisor – in this case the partner responsible for human resources – must gather
as much information as possible. No solution must be offered at this stage. The need is to establish what is actually the problem;
the background to the problem (in this case the icy relationship between Oliver and David Morgan) and the facts and causes of
the problem – in this case the resentment felt by David Morgan over Oliver’s appointment.
The second stage is the consideration stage. This is undertaken by the appropriate manager or partner here, who must firstly check
the facts, analyse the causes of the complaint and evaluate possible solutions. The meeting may be adjourned if at this stage the
partner requires more time to fulfil this step.
The final stage is the reply. This will be carried out by the partner after he or she has reached and reviewed a conclusion. It is
important that the outcome is recorded in writing; the meeting and therefore the interview and procedure is only successful when
an agreement is reached.
If no agreement is reached then the procedure should be taken to a higher level of management.
(c) Describe the main stages of a formal grievance procedure that Oliver should now pursue. (10 marks)
Part (c):
Grievance procedures must be accessible to all employees of Hoopers and Henderson at any level of the organisation and
regardless of their status. Managers must have suitable training in procedures and be provided with background as to how
grievances can occur in the first place. Grievance procedures must be regarded as beneficial and not threatening.
If an employee has a grievance, he or she should be able to pursue it and have the problem which has led to the grievance resolved.
A formal grievance procedure must be available, set out in writing and accessible to all employees. The procedure should consist
of five formal stages.
The first stage states the grade of employee or employees and their rights for each type of grievance.
The second stage details the actual procedures for pursuing a grievance, and is in four parts:
– The employee must discuss the grievance with his or her immediate supervisor or line manager.
– If the grievance can not be resolved at the first level, then the employee’s manager must become involved.
– The interview between the employee and manager takes place with the employee being allowed a representative if desired.
– If the grievance remains unresolved then the matter must be referred to a higher manager.
The third stage (referral to a higher manager) requires that the Human Resources Department or, in the case of Hoopers and
Henderson the partner responsible, must be informed.
The fourth stage is that written records must be kept and be available to all employees.
Finally, the procedure must be time limited.
Allowance must be made for the involvement of a trade union, staff association or individual support (if desired) at an appropriate
stage in the procedure.
At Hoopers and Henderson, Oliver has attempted to discuss the issue with his immediate manager (David Morgan) but without
success. He has therefore followed the procedure, but to continue correctly, Oliver must have taken up his grievance with the
manager next in seniority to David Morgan, who in this case is the partner responsible for human resources.
(b) Explain why Oliver might legitimately feel he has a grievance against his manager and identify which aspects
of the formal disciplinary procedure David Morgan did not follow or allow in this case. (9 marks)
Part (b):
Oliver may feel he has a grievance as a consequence of treatment which he perceives as unfair. Proper disciplinary procedures are
essential for harmonious relationships between management and all staff. Oliver may feel that he has been singled out and that
David Morgan does not understand the need for equity in invoking disciplinary procedures.
David Morgan did not follow this procedure. No informal talk took place which might have resolved the problem, preferring to
deliver an oral warning, then moving to a written warning and dismissal. Oliver was not represented and his dismissal is likely to
lead to dissatisfaction with Oliver’s peers.
Oliver must now invoke the correct grievance procedure.
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