'Case 6.6 Essay\r'

'Charles Tollison, Audit Manager\r\n1. I strongly imagine that Charles Tollison is qualified for a partnership position as he puts in long hours worked year-round and solves the much or less(prenominal) difficult explanation/ take stocking issues. He is considered the â€Å"technician” of the company because of his abilities of micromanaging his jobs and being involved in every aspect of them. It shows that he cares for the company; but he needs to dress more than time in getting more guests, contracts for the organization, rather than spending in all of his time resolving report/audit issues. These are matters that someone else so-and-so handle in order for him to qualify as a partner.\r\n2. I strongly believe that the loaded did not treat him fairly. They know very well up that he is a hard worker that devotes some of his time with the company and has promised him year to year that he will get promoted. Instead, they are promoting his fellow audit manager, Cra ig Allan because of all the connections and the bare-assed clients he brought to the firm. They can fire Charles Tollison to shift some of his time from the audit/ chronicle work and try to bring in new contracts, as that is one of the major qualifications of a partner.\r\n3. As a large international accounting, the criteria used when evaluating mortals for advance to a partner is to place emphasis on the individual’s behavior, personal expectations, aggressiveness, and individual achievement. rail line success with international firms is primarily dependent upon the individual’s skilful competence, advancement does not evanesce with erupt the development of management skills. In order to be considered a partner you need to learn more sophisticated management skills such as communicating, organizing, motivating, and directive the efforts of larger and more numerous teams of staff and cured accountants. By the time a person is considered for partner, his or he r primary responsibilities, in order of importance, are that of client development, staff supervision, and, finally, technical accounting activities. Thus, while technical ability is the most important skill mandatory at the start of a career, it is not the most important skill needed to travel a partner of a large international accounting firm. Smaller accounting firms establish different criteria for valuation individuals for promotion to partner as is an informal surgery and typically based on a person’s technical competence. Promotion is somewhat limited within small\r\naccounting firms.\r\n4. Some accounting firms manage their staffs according to an â€Å"up or out” policy governing both promotions and staff retention. The advantages of this typesetters case of management is that only those people with the probable to become partners is equivalent to retaining those with the greatest intelligence and skills, meaning a stronger and more productive work force in the firm than would exist if people with lower potential were retained, no matter how valuable they otherwise capability be. Moreover, it can seem more honest and candid than the tendency of many employers to retain staff by giving them false indications of their future prospects for promotion. Disadvantages are the lofty turnover work environment of an â€Å"up or out” policy. It is one device to keep all employees constantly on their toes and exerting themselves at full speed, at times with extensive work weeks as an on-going proposition.\r\n'