by AccountingWeb on May 30, 2003
From lewd behavior to careless conduct and gross misconduct, employers face many different complaints that require prompt and thorough investigations followed by appropriate corrective actions.
by AccountingWeb on May 28, 2003
It's really no secret what your clients and prospects want, they want solutions and leadership. Solutions and leadership demonstrate value to a client. These come from a thorough knowledge of the client's objectives, strategies, existing circumstances, competitive position, and personnel.
by AccountingWeb on May 28, 2003
Reprinted from Ethics in Action with permission of the Josephson Institute of Ethics. © 2002 Josephson Institute of EthicsGroundwork for Making Effective Decisions...Whether or not we realize it at the time, all our words, actions and attitudes reflect choices. A foundation to good decision-making is acceptance of two core principles:- we all have the power to decide what we do and what we say, and - we are morally responsible for the consequences of our choices. Sometimes the power to choose is not self-evident.
by AccountingWeb on May 27, 2003
By Roman H. Kepczyk, CPA The influence of technology is being felt in every business today, especially in light of discussions stating that a company’s ability to adapt to new technologies and to maximize the "intellectual capital" within the organization, may be the last (and only sustainable) competitive business advantage. This is especially true within service organizations such as CPA Firms, where the higher value capabilities of tax, audit, and business consulting usually reside in the minds of personnel.
by AccountingWeb on May 19, 2003
Reprinted from Ethics in Action with permission of the Josephson Institute of Ethics. © 2002 Josephson Institute of Ethics(View Making Ethical Decisions - Part One: Making Sense of Ethics)The Six Pillars of Character...Trustworthiness. Respect. Responsibility. Fairness. Caring. Citizenship. The Six Pillars of Character are ethical values to guide our choices.
Executives give their peers just passing grades on leadership abilities, according to a new survey. Sixty-one percent of senior managers polled characterized today's corporate leaders as good or excellent in their roles. More than a third (36 percent) of survey respondents said executives today are doing only a fair job.Accountemps, the world's first and largest temporary staffing service for accounting, finance and bookkeeping professionals, developed the survey.
Compliments of The Change Management Group"Having succession planning and a management development process is the training of people, giving them assignments so they can build new strengths, and having very candid discussions about their performance. When you have that, you are building the most effective leaders possible." - Bruce Bunch, General ElectricLess than 15 percent of companies address the need for a top leadership succession plan.
Was it perseverance or hubris that led the founders of some disgraced corporations to deviate from the law on behalf of the companies they built from scratch? "When you're the founder, you think you can do anything and that the rules don't apply to you," says Mark Cheffers, CEO of AccountingMalpractice.com.
by AccountingWeb on May 07, 2003
This past weekend Berkshire Hathaway Chairman Warren Buffet had a few things to say about CEO compensation. At an annual stockholder’s meeting, which Mr. Buffett dubs “Woodstock for Capitalists,” Mr. Buffet told shareholders that many CEOs are paid too much. Mr. Buffett also said that stock options are unfair because good executives can be hurt when the market is on a downturn and poor executives can profit during a boom.Mr. Buffett isn’t alone in thinking that current compensation methods don’t properly reward executive performance.
by AccountingWeb on May 06, 2003
Reprinted from Ethics in Action with permission of the Josephson Institute of Ethics. © 2002 Josephson Institute of EthicsPart One of FiveMaking Sense of Ethics...Should I lie on a job application to spare my children from being thrown in the street? Should I ignore my boss’s hypocrisies to keep my position? Making ethical decisions can be difficult. We make most of them in a world of economic, professional and social pressures, which can obscure moral issues. Often we don’t know or understand crucial facts.
by AccountingWeb on Apr 29, 2003
Business 2.0 has published its third annual listing of what it calls "the most ill-conceived, embarrassing, and downright appalling developments of the past year," aptly dubbed the 101 Dumbest Moments in Business.The listing is off and running with the Grand Prize winner of the 2002 dumbest moment, Midas, the company that featured an elderly women in its television ads baring her chest off camera to a supposed Midas mechanic and asking, "So what can you do with these?" Other amusing award winners include the short-lived ABC television entry into the Fall 2002 lineup, "Push, Nevada," the
by AccountingWeb on Apr 28, 2003
Looking to become the superior value provider in your industry? You are if you want to keep your customers from going elsewhere, says R. Eric Reidenbach, Ph.D., principal and founding partner of VALTec Group, Inc. and co-author (along with colleagues Reginald W. Goeke, Ed.D. and Gordon W. McClung, Ph.D.) of Dominating Markets with Value: Advances in Customer Value Management.
by AccountingWeb on Apr 25, 2003
by Terri M. Sommella, Sommella Market StrategiesStudies show that 75% of firms are either in the process of a branding campaign or are considering one. Why? Succinctly put, branding creates differentiation and client loyalty. It is the purposeful development of a personal relationship between the client and the product or service. A brand is not all consuming but rather, represents a piece of the whole, one aspect of the firm.
by AccountingWeb on Apr 24, 2003
by Nancy Blodgett, President of Performance ExcellenceAdjust Your AttitudeBe open to new ideas!Make time for quality improvement. Don’t manage by fear. Help people feel secure in their jobs.Don’t let the statement: "we’ve always done it this way," keep the firm from trying new approaches to problem-solving. Change the "Us vs. Them" culture of management and staff by adopting quality principles and methods.
by AccountingWeb on Apr 21, 2003
By, The Marcus LetterThere is no shortage of advice about how to build a marketing program. There are books, articles, consultants, seminars. If you really want to do it, there’s something or somebody around to tell you how. Even if you cut away some of the nonsense about marketing an accounting firm, there’s still a lot of good information available.The trouble with it is that for many firms, most of it is unrealistic. There’s too much. It’s overwhelming.