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IAAP IAAP-CAP : Certified Administrative Professional (CAP) Exam

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Test Number : IAAP-CAP
Test Name : Certified Administrative Professional (CAP)
Vendor Name : IAAP
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IAAP-CAP exam Format | IAAP-CAP Course Contents | IAAP-CAP Course Outline | IAAP-CAP exam Syllabus | IAAP-CAP exam Objectives


The Certified Administrative Professional (CAP) is an NCCA-accredited credential designed specifically for the administrative professional. The NCCA, or National Commission of Certifying Agencies, is the accrediting arm of the Institute for Credentialing Excellence, or ICE, and verifies that the CAP meets national and international credentialing industry standards for certification programs.

Its a fantastic way to show the world you are serious about your career; that you have a current knowledge of the areas necessary to be a rockstar in your role; that you are committed to learning long after the class work is done; and its an amazing way to prove to yourself you really CAN accomplish anything you set your mind to.

CAP exam Domains & Percentages
Organizational Communications (24%)
Business Writing and Document Production (22%)
Technology and Information Distribution (16%)
Office and Records Management (15%)
Event and Project Management (12%)
Operational Functions (11%)

The CAP (Certified Administrative Professional) is an NCCA-accredited professional certification designed for office and administrative professionals. The tasks and responsibilities of those working in administrative professions are as varied and vast as the number of firms employing them.
The CAP exam is created using the CAP Body of Knowledge, which is developed by practicing professionals and business educators conducting a job analysis study approximately every five years*. The purpose of the study is to collect qualitative and quantitative data regarding practices conducted by administrative professionals; the resulting data is reflected in the Body of Knowledge to ensure the CAP exam is clear, comprehensive, and reflective of current practices.
Under each of the six functional area domains are Performance Outcomes (POs), which are detailed, measurable competencies based on the most significant knowledge and skills administrative professionals should know to be successful in their positions. Under each PO are bullet points tying the competency to specific business and/or office functions.

DOMAIN ONE: ORGANIZATIONAL COMMUNICATION
PO 1: Describe the concepts and applications of communication, management, and leadership models/theories within organizations.
Identify the various types of communication (written, verbal, nonverbal, interpersonal, group, public) and which is the most effective for different business situations
Describe management/leadership theories and how they relate to effective organizational communication
PO 2: Describe the process of effective interaction with internal and external stakeholders of an organization.
Demonstrate a basic knowledge and proficiency in managing and resolving conflict within an organization
PO 3: Recognize the importance and utilization of professional networking.
Describe how networking (both in-person and virtual) has changed the way people find jobs and companies recruit new employees
| 3 | Effective Fall 2018 CAP Body of Knowledge
PO 4: Demonstrate an understanding of team dynamics within organizations.
Identify the different types of teams and describe their purpose
Describe the specific kinds of dynamics within teams and how they can be managed
Demonstrate knowledge in effective decision making, communication, and team building
PO 5: Describe the positive and negative types of interpersonal interactions existing within an organization.
Explain how human motivation affects organizational dynamics
Demonstrate basic knowledge of the differences between managing and leading
Explain the dynamics of mentorship and coaching, including the effect on performance
PO 6: Demonstrate knowledge in the techniques of creating and giving presentations.
Describe how to apply methods of coping with communication anxiety
Identify the different types of presentations and appropriate usage of each
Demonstrate knowledge of how to prepare for and deliver a presentation
PO 7: Demonstrate the ability to conduct business with diverse cultures.
Describe international business practices with regard to cultural norms and rituals
Demonstrate knowledge of the importance of multicultural communication in todays workplace
PO 8: Demonstrate a basic knowledge in organizational structure, systems, and strategies including their role in
productivity and effective management.
Describe the parts of a strategic plan and how it affects organization performance
Define various organization management systems that examine productivity (such as Six Sigma and TQM)
PO 9: Describe how confidentiality, legality, and ethics are important for the functioning of an organization.
Understand basic employer and employees rights with regard to legality

DOMAIN TWO: BUSINESS WRITING AND DOCUMENT PRODUCTION
PO 1: Demonstrate knowledge of terminology associated with business writing and document production.
Identify the different functions of correspondence, documents, and reports within an organization
Describe which method is best for creating and distributing reports and documents within an organization
Identify best practices for developing business communications such as research, audience analysis, and compositio
n | 4 | Effective Fall 2018 CAP Body of Knowledge
PO 2: Exhibit proficiency in proofreading and editing documents.
Demonstrate knowledge of document readability for business communication
Identify and describe the most important steps when editing and proofreading
Apply the basics of copy editing for various types of documents
PO 3: Demonstrate proficiency in the use of grammar, spelling, and sentence construction.
Demonstrate ability to apply basic rules of English grammar, especially spelling, punctuation, capitalization, and
sentence construction
PO 4: Describe the steps required to create and edit different types of business documents.
Demonstrate an ability to determine and develop materials for the appropriate audience for different types of
business documents
Exhibit knowledge of which software applications are appropriate to produce common business documents (e.g., MS
Word, Google Docs, Adobe Acrobat)
Demonstrate proficiency in spreadsheet creation, including simple formulas and data manipulation
Understand the application and use of presentation software (e.g., MS PowerPoint, Prezi, etc.)
PO 5: Describe the features and tools used in desktop publishing for newsletter, flyers, etc.
Exhibit knowledge of desktop design software including features and functions
Identify important aspects of layout and design
Demonstrate a familiarity with online tools for web publishing
Recognize basic graphic design tools for office and web publishing
PO 6: Identify the necessary elements needed to create and present effective charts and graphs.
Demonstrate knowledge of software applications used to create, format, and insert charts, tables, and graphs into
business documents and presentations
PO 7: Identify the important elements necessary for finishing a document (e.g., binding, collation, stapling,
coloring, graphics, etc.)
Describe the key differences and requirements for electronic versus hard-copy output of documents
PO 8: Demonstrate proficiency in the creation of minutes for meetings.
Identify how to prepare minutes for a meeting, capturing the essence of agenda items and actions taken

DOMAIN THREE: TECHNOLOGY AND INFORMATION DISTRIBUTION
PO 1: Describe the process of information distribution within an office environment.
Demonstrate knowledge in how to organize distribution lists for various types of communications
PO 2: Identify the important differences between traditional and electronic distribution of information.
Demonstrate knowledge and proficiency of different email interface types
Know which software and technology is available for distributing information
PO 3: Identify copyright laws, regulations regarding intellectual property, and ways to maintain confidentiality
when distributing information.
Identify proper attribution of quotations from published documents
PO 4: Describe the process and techniques of gathering, compiling, and analyzing data.
Exhibit knowledge of which software applications are appropriate for compiling, storing, and analyzing data
Demonstrate a clear understanding of which data are appropriate to collect and why
Demonstrate a proficiency in creating a well-organized report with regard to organization and data visualization
PO 5: Demonstrate knowledge in the use of the Internet, including social media, as a way of distributing
information.
Identify and describe the important characteristics of sending email (e.g., etiquette, attachments, formatting, etc.)
Demonstrate knowledge and proficiency in social media usage and etiquette
Exhibit knowledge of which social media applications are appropriate for a specific task and how to use them
PO 6: Demonstrate basic knowledge in the installation, maintenance, and troubleshooting of both equipment and
software.
Identify various computer hardware used in an office
Demonstrate knowledge of basic office software and functions
Identify available online resources for equipment and software training and usage
PO 7: Demonstrate basic knowledge in the use of different types of computer systems.
Identify potential issues with compatibility of different operating systems, such as Microsoft and Apple
PO 8: Describe common ways of storing and transferring data and the types of media appropriate for each.
Demonstrate knowledge and proficiency in identifying file types and the appropriate ways of converting documents
Exhibit knowledge of software programs used for document conversion
Identify and describe common procedures of backing up electronic information and databases, including cloud
storage
PO 9: Explain appropriate security procedures for maintaining, backing up, and storing information.
Demonstrate knowledge of legal issues regarding the storing of electronic information

DOMAIN FOUR: OFFICE AND RECORDS MANAGEMENT
PO 1: Demonstrate knowledge of basic terminology associated with records management using ARMA Guidelines.
Prove knowledge of terms such as metadata, records retention, and data archiving
Demonstrate familiarity with terms used by ARMA and general records management
PO 2: Identify the key advantages and disadvantages of electronic and manual (paper) file management based
on ARMA Guidelines.
Demonstrate usage of both paper and electronic filing systems as appropriate based on access requirements and
organizational needs
PO 3: Demonstrate knowledge of both electronic and manual (paper) filing rules and standards based on ARMA
Guidelines.
Describe types of electronic files, naming conventions, options for accessing, and methods of altering information
Exhibit knowledge of available software, systems, and services for electronic filing
Describe the different methods for creating, storing, and retaining files
PO 4: Identify the appropriate security for both electronic and manual files.
Identify the key laws regarding record storage and confidentiality
Describe both the strengths and weaknesses of types of record and file security
PO 5: Demonstrate knowledge of file retrieval, maintenance, and retention.
Describe how to develop a record retention schedule for both electronic and paper files
PO 6: Identify appropriate ergonomics for a productive personal workspace.
Describe the significant elements of workspaces and why they are important to efficient and effective working
conditions
PO 7: Demonstrate knowledge of resources necessary to efficiently manage an office.
Describe the steps in placing and receiving supply orders
Describe the process of creating and distributing an RFP (Request for Proposal)
PO 8: Identify the important methods of checking and maintaining office supplies.
Identify the steps involved in creating inventory lists
Recognize types of software appropriate for maintaining inventory
PO 9: Demonstrate knowledge of functioning in a virtual office.
Identify both the advantages and disadvantages of virtual offices versus traditional offices

DOMAIN FIVE: EVENT AND PROJECT MANAGEMENT
PO 1: Demonstrate knowledge of basic terminology associated with event management.
Identify the necessary elements in planning events ranging from internal meetings to external conferences
PO 2: Demonstrate proficiency in travel preparation.
Describe the necessary elements for planning and organizing travel, both domestically and internationally
PO 3: Describe the key requirements for meetings both in person and virtual.
Describe the steps required in the organization and planning of professional meetings
Exhibit knowledge of which software applications are appropriate for online meetings
PO 4: Demonstrate knowledge in prioritizing and delegating elements of a project from planning to
implementation.
Identify and describe the important techniques of time management from the planning stage to the implementation of a project
Demonstrate the ability to identify and evaluate the skills and competencies of others for project delegation
PO 5: Describe the steps required in organizing, planning, and managing a project.
Demonstrate proficiency in prioritizing and organizing work tasks
Identify which software and technology tools are appropriate for managing a project
Demonstrate knowledge of negotiating, budget review, and bill explanation when organizing a project

DOMAIN SIX: OPERATIONAL FUNCTIONS
PO 1: Demonstrate knowledge in the duties and processes of human resources.
Identify different forms of harassment in the workplace
Describe the ways to address employee situations professionally and legally
Identify approaches to and the importance of following organizational policies and procedures
Demonstrate knowledge of and purpose for performance evaluations
PO 2: Describe the various methods of recruitment, staffing, and hiring practices.
Define different interview types and processes
Demonstrate the ability to determine the staffing requirements of an organization
| 8 | Effective Fall 2018 CAP Body of Knowledge
PO 3: Recognize why cultural and generational diversity is important for organizations.
Describe how differing cultural and generational perspectives can benefit an organization
Identify what should be included in diversity training within an organization
PO 4: Demonstrate a basic knowledge of the procedures involved in onboarding and offboarding employees
within organizations.
Describe the process of scheduling orientation and completing required paperwork
PO 5: Identify basic terminology associated with the financial functions of the organization.
Distinguish between terms such as assets, liabilities, overhead, and balance sheet
Describe the key differences between a budget, a profit and loss statement, and a statement of cash flow
PO 6: Demonstrate a knowledge of budgets and financial statements.
Describe how to track electronic credits and debits on bank statements
Demonstrate a proficiency in how to read a financial statement
Describe the process of creating, tracking, and balancing a budget
Identify the procedures and management of handling petty cash
PO 7: Identify important elements of the banking process and transactions.
Identify the appropriate forms for depositing, withdrawing, and transferring cash
Describe how to record, report, and document cash and checks
Describe safe and secure money-handling procedures



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IAAP Administrative Practice Test

California court of enchantment Analyzes ‘salary’ examine below Administrative Exemption | IAAP-CAP PDF obtain and Questions and Answers

Saturday, January 9, 2021

under California legislation, an employee is exempt from California’s time beyond regulation necessities and other wage and hour laws if the person is employed in an administrative ability. to meet this exemption, California’s wage orders and the California Labor Code deliver that an worker have to perform definite job duties and be paid a monthly income reminiscent of as a minimum twice the state minimum wage for full-time employment. Neither the Labor Code nor the wage orders outline what constitutes a “income” or what it potential for an employee to be paid on a salary groundwork for the purposes of the exemption. A recent California court of attraction resolution, besides the fact that children, sheds some easy on the problem.

In Semprini v. Wedbush Securities, Inc., No. G057740 (November 9, 2020), the court discovered that a commissions-handiest pay constitution didn't meet the administrative exemption’s income basis test, which requires the price of at the least twice the minimum wage and which is a “predetermined amount” it truly is “not discipline to discount as a result of diversifications in the nice or amount of the work performed.” It was no longer sufficient that the service provider would advance any shortfall for the month because such price become now not a predetermined amount and the advance needed to be repaid. regardless of the court docket’s determination, its ruling may well be of selected pastime to employers that utilize nondiscretionary bonuses and commissions to meet the “twice the state minimal wage” earnings threshold.

history

The company during this case, Wedbush Securities, Inc., categorised its financial advisors as exempt from time beyond regulation necessities and different wage and hour guidelines purportedly based on California’s administrative exemption. Wedbush paid its economic advisors on a commissions-handiest basis, through which the advisors received compensation in line with the number of trades or income they made in a given month. This pay structure automatically resulted in financial advisors incomes more than twice the minimal wage, however when a shortfall took place, Wedbush would pay its financial advisors the commissions earned plus a draw (or increase) against future commissions. In doing so, Wedbush ensured that its fiscal advisors earned as a minimum twice the minimum wage each month and Wedbush simplest clawed lower back the up to now issued advances on commissions in months when the financial advisors earned greater than twice the minimal wage.

Two of Wedbush’s fiscal advisors who were paid according to this pay structure filed a category motion complaint towards Wedbush alleging a lot of wage-and-hour claims on behalf of themselves and all other fiscal advisors Wedbush employed in California. Wedbush asserted the executive exemption as considered one of its affirmative defenses, and the case proceeded to an early bench trial to investigate whether the executive exemption utilized. The trial court concluded that it did, discovering that Wedbush’s compensation plan satisfied the profits groundwork verify by using guaranteeing that the putative class individuals bought as a minimum twice the minimal wage each and every month, and hence it supplied a complete protection to all claims. The trial court docket entered judgment for Wedbush, and the advisors appealed.

The court of attraction’s Reasoning on Commissions-only Compensation Plans

The question presented on attraction become “no matter if a compensation plan based mostly totally on commissions, with recoverable advances on future commissions, qualifie[d] as a ‘income’ for functions of [the administrative] exemption.” The court of attraction concluded that it didn't. In attaining this resolution, the court docket defined that it might deserve to turn to the federal profits groundwork check beneath the fair Labor requirements Act (FLSA) for tips as a result of neither the California Labor Code nor wage orders defined what constitutes a “revenue.” The court docket observed 29 C.F.R. § 541.602(a), which provides that an worker is paid on a revenue groundwork if the worker “‘constantly receives each and every pay duration on a weekly, or less general groundwork, a predetermined quantity constituting all or a part of the worker’s compensation, which amount is not subject to discount because of diversifications in the first-rate or amount of the work carried out.’” (Emphasis added via the courtroom.)

Wedbush argued that its economic advisors acquired the mandatory predetermined volume when it advanced wages to fiscal advisors who earned under the minimum wage, however the courtroom of enchantment disagreed. “An boost is not a wage,” the court brought up. “Wedbush hence cannot depend on its advances to fulfill the income foundation test. The income groundwork test requires employers to pay employees at the least double the minimum wage, no longer personal loan them that amount. seeing that Wedbush recoups the advances from future commissions, it does not pay wages (a good deal much less a revenue) comparable to twice the minimum wage,” the court dominated.

The courtroom extra explained that since the economic advisors’ commissions have been based on the “efficiency and the amount of their income,” the commissions-handiest pay structure would now not represent a “income.” The court found guide for this position in the 2020 change to 29 C.F.R. § 541.602(a)(3), which offers that “[u]p to ten % of the income quantity required via § 541.600(a) could be convinced with the aid of the payment of nondiscretionary bonuses, incentives and commissions, which are paid yearly or greater frequently.” therefore, the court concluded, “a commission-only compensation plan–i.e., a compensation plan based 100% on commissions–does not fulfill the federal revenue basis check.” for the reason that California legislation follows the federal earnings groundwork check to a considerable degree, the courtroom of enchantment held that a fee-most effective plan could not pass California’s revenue basis look at various and that the administrative exemption did not observe.

Key Takeaways

Employers which are at present trying to satisfy the “income foundation” examine by using paying their employees on a fee-basis only may additionally are looking to reexamine their compensation plans in gentle of the Semprini case. vastly, although, as discussed above, the court docket of enchantment did favorably cite 29 C.F.R. § 541.602, which provides that up to 10 p.c of the revenue will also be paid via nondiscretionary bonuses and commissions. as a result of the contemporary change to the federal laws, this determination turned into the primary by way of a California appellate court to address the use of nondiscretionary bonuses and commissions to fulfill the earnings groundwork. although it didn't squarely address the difficulty, this determination can also provide aid to employers that seem to make the most of up to 10 p.c of the revenue quantity from nondiscretionary bonuses and commissions to fulfill the executive exemption.

© 2020, Ogletree, Deakins, Nash, Smoak & Stewart, P.C., All Rights Reserved.country wide law evaluation, volume XI, quantity 9


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