Structured arguments

Article Abstract:

The appropriate management structure for organizations depends on such factors as corporate culture, its size and geographical distribution, and the number of partners. Based on these elements,three approaches in managing a professional partnership are identified. The first approach, involving the appointment of a senior partner from the company to the role of managing the firm, is suited for firms with offices in only one location and have, at most, 20 partners. When these companies merge, increase in number or grow into more than one location, the second approach is preferable. It requires a more corporate structure characterized by the selection of a senior partner as chairman, managing partner as CEO and management committee in the board of directors. The third approach, considered as the true corporate structure, involves a non-partner CEO and a management board composed of directors and partners. This is a relatively young concept that has yet to prove itself.

Models, Management

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Ways of selling for a market place

Article Abstract:

Most service companies have not fully taken advantage of the benefits of marketing. According to Grant Thornton Marketing Dir Sue Palmer, it is hard for accounting firms to be heavily involved in marketing because it requires an extensive organizational overhaul. She adds, however, that professionals will eventually have to recognize the value of marketing. Ron Marsh, the business development director at Ove Arup & Partners, states that marketing had not gained major inroads in the engineering profession as well. He rates most marketing initiatives in the industry as very poor in quality. One service company, however, has successfully implemented a marketing program. Information-technology consultantKidsons Impey has raked in a turnover of more than six million pounds sterling.Its regional managing partner in Scotland believes that this success is due in part to its marketing efforts.

Accounting, auditing, & bookkeeping, Engineering services, Business consulting, not elsewhere classified, Marketing, Engineering firms, Accounting firms, Accounting services, Services industry, Service industries, Business consultants, Management consultants

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Professing excellence

Article Abstract:

Quality involves giving customers the most satisfaction by offerinng them the goods and services that suit their needs and preferences. The quality movement has yet to dominate Scottish business, although there are patchy efforts to implement quality initiatives. The widespread acceptance of the quality creed is hampered by Scottish managers' unfamiliarity with its principles, including the use of workteams andthe practice of employee empowerment. Other barrier to the adoption of total quality management (TQM) are the amount of time and efforts required to get thequality process going, and the long waiting period before TQM's results are manifested. TQM requires the arduous process of bringing about a change of attitude and culture, which according to common belief may take ten years to happen.

Evaluation, Scotland, Quality management, Corporations, Total quality management, Corporations, Scottish

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