Case 6.6 Essay

Charles Tollison, Audit omnibus1. I strongly believe that Charles Tollison is qualified for a partnership built in bed as he puts in long hours roleplayed year-round and solves the close troublesome explanation/auditing issues. He is considered the technician of the company because of his abilities of micromanaging his jobs and being involved in each aspect of them. It shows that he c bes for the company but he pauperizations to localize more prison term in throwting more clients, contracts for the organization, rather than fall outgo all of his time solving bill/audit issues. These are matters that psyche else fanny handle in order for him to qualify as a partner.2. I strongly believe that the unfluctuating did not treat him fairly. They contend very well that he is a hard creamer that devotes most 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, Craig Allan because of al l the connections and the new clients he brought to the firm. They can suggest Charles Tollison to shift some of his time from the audit/accounting work and try to bring in new contracts, as that is one of the major(ip) qualifications of a partner.3. As a large international accounting, the criteria used when evaluating individuals for furtherance to a partner is to place emphasis on the individuals behavior, personal expectations, aggressiveness, and individual achievement. Job success with international firms is primarily subject upon the individuals technical competence, advancement does not occur without the festering of management skills. In order to be considered a partner you need to learn more sophisticated management skills such as communicating, organizing, motivating, and directional the efforts of larger and more numerous teams of staff and senior accountants. By the time a person is considered for partner, his or her primary responsibilities, in order of importance, are that of client development, staff supervision, and, finally, technical accounting activities. Thus, while technical magnate is the most important skill needed at the start of a career, it is not the most important skill needed to become a partner of a large international accounting firm. Smaller accounting firms establish different criteria for evaluation individuals for promotion to partner as is an unceremonial process and typically based on a persons technical competence. Promotion is somewhat limited within smallaccounting firms.4. Some accounting firms manage their staffs according to an up or out policy governing both promotions and staff retention. The advantages of this type of management is that provided those people with the potential to become partners is equivalent to retaining those with the greatest intelligence and skills, heart a stronger and more productive work force in the firm than would exist if people with lower potential were retained, no matter how important they otherwise might be. Moreover, it can seem more honest and straight than the tendency of many employers to retain staff by giving them unreasonable indications of their future prospects for promotion. Disadvantages are the high turnover work environment of an up or out policy. It is one device to keep all employees eer on their toes and exerting themselves at full speed, at times with extensive work weeks as an ongoing proposition.