Essays on The Position of Assistant Account Executive Coursework

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The paper "The Position of Assistant Account Executive" is a great example of business coursework.   As an accountant in the firm, it’ s expected that the candidate ability leads others and management accounting and financial aspects of the company within and outside the company. His management ability must be able to convince senior employees that the company can rely on him to make a critical decision on financial accounting. The applicant is expected to co-ordinate and participates in all financial accounting when analysing gross company annual financial gains and losses. Vast knowledge in financial accounting and financial analysis The company will be encouraged to find a candidate who has had previous experience with numeracy skills, including the ability to manipulate financial and other numerical data and to appreciate statistical concepts at an appropriate level. Communication/Interpersonal Capabilities A candidate expected to fill the position of the assistant account executive is expected to demonstrate good communication and interrelation skills while at the working place.

In order to enable the company to achieve its maximum potential, the candidate will be expected to demonstrate competence analyzing and drawing reasoned conclusions concerning structured and, to a more limited extent, unstructured problems from a given set of data.

The company expects that candidate to portray knowledge in locating various data from various sources such as company reports, newspapers and financial journals for its financial accounting. The company will also consider an individual distinguished with persuasive language as well as the ability to communicate with conviction. Liaison/Relationship Building Since establishing strong inter-organisation networks and relationship will enhance this company to achieve its major objectives, the company expects the candidate to be a person with the ability to bring cohesion between stakeholders and employees.

Therefore the company expects the candidate to be trustworthy and a down to earth individual who sees no problem interacting with other employees irrespective of their levels. Considering this quality is paramount since Carlopio and Andrewartha, (2005) explain, “ The advantage of effective relationship within a firm is central in ensuring that the organisation achieves its goal. ” Motivation/Self Management The candidate is expected to demonstrate the ability to prioritise on workload when faced with multiple tasks to perform under a short period of time.

The person is expected to manage his/her own performance and sets clearly the timeframes to complete the task. Information about Interview Preparation The questions A well-prepared interview question should not be inconsistent. Since all the interviewee are supposed to be tested for competency in a given area, Macan and Dipboye (1990) suggest that asking varied questions to different candidates always leads to a result that is skewed to one side. The questions to be asked must be objective for every particular goal the company wants to test or obtain from candidates. In other words, these questions must relate directly with certain duties and responsibilities the candidate will be expected to perform. Along with that, research by Ivey, AE & Ivey, MB (2003) found out that in case the panel consist of more than an individual, it will be paramount to agree on the questions to be asked so as to avoid prejudiced mind or hallo effects.



Carlopio, J & Andrewartha,G 2005, Developing management skills—a comprehensive guide for

leaders, 4th edn, Pearson Education, Frenchs Forest, NSW.

Cole, K 2001, Supervision—the theory and practice of first-line management,

2nd edn, Pearson Education, Sydney.

Ivey, AE & Ivey, MB 2003, Intentional interviewing and counseling, 5th edn,

Thomson Learning, Pacific Grove.

Macan, T & Dipboye, RL 1988, ‘The effects of interviewers’ initial impressions on information

gathering’, Organisational Behavior and Human Decision Processes, vol. 42, pp 364–387.

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