The CPA education requirements changed effective January 1 2014, and include additional educational requirements. CPA Accounting RequirementsĪ student who completes nine Rady accounting courses (the seven courses required for the minor plus two electives) will have met part of the accounting educational requirement for CPA licensure-thirty-six quarter units in accounting subjects. Lower-division transfer credits for courses that are clearly equivalent in scope and content to lower-division courses required for the accounting minor will be accepted from regionally accredited United States institutions and from foreign institutions recognized by the Rady School of Management. In order to count toward the minor, all courses must be taken for a letter grade and students must earn a C– or better in each course. Required courses include two lower-division courses and five upper-division courses. The accounting minor will consist of seven courses that cover the key accounting principles, processes, and applications. For many students, this will be their first step in achieving a Certificate in Public Accounting, CPA. Because of accounting’s broad application, these careers would span across public accounting firms, corporate accounting departments, and governmental, nonprofit, and nongovernmental organizations. The minor will appeal to students who envision careers in the accounting profession. The Rady School of Management’s accounting minor is designed to provide students a breadth of understanding of accounting theory, practices, and applications. The Undergraduate Program The Accounting Minor Embracing diversity tension: * Create inclusive, rewarding work environment.All courses, faculty listings, and curricular and degree requirements described herein are subject to change or deletion without notice. Use diversity as an advantage, not a deficit. Understand different styles of work and motivations, forms of communication. Fostering positive diversity tension involves not making assumptions about the cultures you work with, and understanding the different aspects of diversity (history, politics, economics) and how they translate into the workplace. They must also instill this notion into the minds of those in the organization. Leaders must be able to harness diversity tension by understanding others without judging. Applied to the workplace, leaders use diversity tension to generate a creative force. The stress and strain that accompanies mixtures of differences and similarities. 1) Forming: identifying purpose of group, understanding who is who, avoidance of conflict, focus on acceptance 2) Storming: Need to smooth out serious issues to get things done clarify tasks, roles, and leadership unpleasant, facing conflict focused on authority/leadership high emotions and tension 3) Norming: Members grow comfortable with new routines formed in "Storming" stage, formation of trust and faith within group, clear task and member roles, appreciation of individual skills and contributions, cohesion among group members, feeling of success 4) Performing: NOT REACHED BY ALL GROUPS, members understand one another, high trust allows members to act independently and flexibly, high levels of group identity and loyalty, high morale, focus equally on group cohesion and task, high energy and comfort allow members to focus on task rather than interpersonal conflict, high performance stage for MATURE GROUPS 5) Adjourning: Task completion (if you make it to the end), member disengagement, shared sense of loss (if unsuccessful at completing task), IMPORTANT to celebrate success Group Development is not always one directional, may need to backtrack due to lack of trust and high conflict.
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