Practice | AccountingWEB
by AccountingWeb on Oct 18, 2004
By Bruce L. Katcher, Ph.D. - Research shows that supervisors do a much better job of handling job-related problems than they do handling people-related problems. One of two employees believes that their immediate supervisor does a poor job of solving problems such as motivational, emotional, and personal issues.Here are some reasons why: Supervisors Become Supervisors Due to Their Job-Related SkillsEmployees are typically promoted to the supervisory level because of their technical or problem solving skills, not their people-management skills.
by AccountingWeb on Oct 11, 2004
Fannie Mae critic Rep. Richard H. Baker (R-La.) released executive pay information last week at a hearing that has the mortgage finance company defending bonuses and perks.
by AccountingWeb on Oct 11, 2004
By Kerry L. Johnson, Ph.D. - Are you a peak performer? It seems as though every pro thinks they are the best. Nobody else can sell like them, or close like them. But yet, when I press them on exactly what it is that makes up a peak producer, they usually say, a strong positive mental attitude, goals and aspirations. It's shocking to see what little knowledge most salespeople have of what it takes to be a top producer. The Xerox Corporation recently conducted a study to learn what makes a top performer.
by AccountingWeb on Oct 07, 2004
Ernst & Young LLP has identified potential conflicts that may get in the way of the accounting firm's independence, a company spokesman said.
by AccountingWeb on Oct 07, 2004
The number of executives who don't want to be CEO has doubled since 2001 (60 percent today versus 27 percent in 2001), according to new research by global communications consultancy Burson-Marsteller. Only about one-third (35 percent) say they want to be CEO (versus 47 percent in 2001). The study was conducted among Fortune 1000 executives by WirthlinWorldwide.“Due to shortened CEO tenure and intense media scrutiny, executives are more wary of the corner office," said Patrick Ford, chair of Burson-Marsteller's Corporate/Financial Practice.
by AccountingWeb on Oct 04, 2004
Accounting firms struggling with rising liability insurance premiums have two words to say: thanks Enron.Since the accounting debacle at the former energy giant drove venerable accounting firm Arthur Andersen out of business, accounting firms across the country have been grappling with soaring insurance rates, the Philadelphia Business Journal reported."Insurance companies only care about limiting the risk of claims payout and, with the trend of increased claims against accounting companies, they see a need to increase those costs," Isdaner & Co.
by AccountingWeb on Oct 04, 2004
By Allan S. Boress, CPA, CFE, and Michael CummingsWould you like to close more sales - faster -easier? Work with a better quality of client? Never be concerned about where the next client is coming from?Mistake #1 Selling On The Customer's TurfProblem: Professionals try to qualify and close at a prospect's office -- because it is more convenient for customers and makes it easier to get meetings.Solution: NEVER conduct the initial sales interview on the client's turf.If you do, two problems occur.
by AccountingWeb on Oct 01, 2004
The Global Center for Leadership & Business Ethics, an independent body established to recognize those individuals and organizations that exhibit extraordinary business ethics and leadership qualities, today announced the organization of its board of directors, according to William W. George, chairman.The new board appointees are Walter Isaacson, president and CEO, The Aspen Institute; Dr.
by AccountingWeb on Sep 30, 2004
The Committee of Sponsoring Organizations of the Treadway Commission (COSO) has released the Enterprise Risk Management - Integrated Framework that describes the essential components, principles and concepts of
by AccountingWeb on Sep 27, 2004
By, Phyllis Weiss Haserot - People at all levels have some power to influence factors in their work lives based on their personal strengths, their ability to interact with others, and the knowledge that they hold or share. Those in leadership positions are poised to exert more influence than followers, but they have to be willing to take a stand, give consistent support, and be ever vigilant to maintain trust among their colleagues and "followers." Unless the leader is truly a dictator, direct influence is limited.
by AccountingWeb on Sep 26, 2004
Days after Fannie Mae's federal regulator released a highly critical report on the mortgage giant's accounting practices, observers say top management may not survive the fallout.Fannie Mae's regulator, the Office of Federal Housing Enterprise Oversight (OFHEO), conducted an eight-month investigation and found such pervasive problems that OFHEO suggested a management change.“These findings cannot be explained as mere differences in interpretation of accounting principles, but clear instances in which management sought to misapply and ignore accounting principles," OFHEO Director Armand
by AccountingWeb on Sep 22, 2004
The California Board of Accountancy has taken disciplinary action against Big Four firm Ernst & Young LLP because of independence questions that arose from the firm's dealings with PeopleSoft Inc.In the late 1990s, Ernst & Young served as the software giant's audit at the same time as its consulting arm was involved in a joint venture with the firm. The Securities and Exchange Commission sanctioned Ernst & Young in April citing independence issues, Dow Jones Newswires reported.
by AccountingWeb on Sep 20, 2004
If you're checking e-mail in meetings, taking cell phone calls during business lunches or allowing similar distractions, executives are on to you. In a recent survey, 67 percent of chief information officers (CIOs) polled said breaches in technology etiquette are more common today than three years ago. The national poll includes responses from more than 1,400 CIOs from a stratified random sample of U.S. companies with 100 or more employees.
by AccountingWeb on Sep 20, 2004
Effective delegation will not only give you more time to work on your area of expertise, but you will also give others in your firm the opportunity to learn new skills and achieve their goals. Delegation helps people grow underneath you in an organization and thus pushes you even higher in management. It provides you with more time, and you will be able to take on higher priority projects. Delegate whole pieces or entire job pieces rather than simply tasks and activities.
by AccountingWeb on Sep 13, 2004
To be a good communicator, a manager's actions should speak louder than words, suggests a new survey. Twenty-eight percent of workers polled said their bosses could be more effective by standing up for their staff when needed. Putting a lid on office politics was cited by 24 percent of respondents as a way for employers to improve communication.The poll was developed by OfficeTeam, a leading staffing service specializing in highly skilled administrative professionals.

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