{"id":54927,"date":"2018-06-08t11:37:13","date_gmt":"2018-06-08t15:37:13","guid":{"rendered":"https:\/\/48e130086c.nxcli.net\/?post_type=product&p=54927"},"modified":"2024-03-04t06:01:34","modified_gmt":"2024-03-04t11:01:34","slug":"cpa-firm-management-governance","status":"publish","type":"product","link":"\/\/www.g005e.com\/shop\/cpa-firm-management-governance\/","title":{"rendered":"cpa firm management & governance"},"content":{"rendered":"
this is a must-read for partners who want to run their firm like a real business. this monograph provides firms with best practices for managing and structuring the leadership group, how decisions get made, voting systems, how committees function, and the role and responsibilities of partners.<\/p>\n
a special message from marc rosenberg, cpa:<\/b><\/p>\n if i\u2019d written this monograph prior to, say, 2005, the title would have simply been “how to manage a cpa firm.” but in recent years, a new term began being used by cpa firms: firm governance. since the use of \u201cgovernance\u201d is clearly on the rise, we simply had to include this term in the title.<\/em><\/p>\n i gave a lot of thought to what \u201cgovernance\u201d means, what \u201cmanagement\u201d means, how they are alike and how they are different.<\/em><\/p>\n i sought out the opinions of several other cpa firm consultants and their responses were, as they always are, enlightening and insightful. their major conclusions were:<\/em><\/p>\n 1. today, when people use the term \u201cfirm governance,\u201d they refer to formal, written rules and bylaws for making decisions such as voting and defining authorities of the mp and other individuals and committees. two of my colleagues summed it up with \u201cwho does what.\u201d<\/em><\/p>\n 2. \u201cmanagement\u201d is the implementation of goals, policies, procedures, planning and holding people accountable, all related to the execution of decisions made. management is the process of making sure everyone knows what to do and managing them to make sure it gets done.<\/em><\/p>\n until 2005 or so (my guess at when \u201cgovernance\u201d became in vogue), there was very little thought given by managing partners and consultants to the fine distinction between these two terms. management was clearly the all-encompassing term, with governance being a subset of it.<\/em><\/p>\n i would like to share an insightful quote from a friend and colleague: \u201cleadership is a whole other subject. if you want to understand the difference between leaders and managers you look to where their power comes from. leaders derive their power from the consent of the people (partners). managers derive their power from the organizational hierarchy. leaders do not need titles. managers always have titles.”<\/em><\/p>\n i hope you find the mongraph useful and, most of all, profitable.<\/em><\/p>\n sincerely,<\/em> chapter 1: introduction<\/p>\n chapter 2: management & leadership chapter 3: styles of management chapter 4: the managing partner chapter 5: key management positions chapter 6: cpa firm committees chapter 7: organization structures chapter 8: non-equity partners chapter 9 : how decisions get made chapter 10: partnership agreements chapter 11: the role of a partner chapter 12: partner accountability<\/p>\n chapter 13: bringing in a new partner<\/p>\n chapter 14: partner compensation & retirement systems chapter 15: strategic planning<\/p>\n chapter 16: profitability<\/p>\n chapter 17: partner communications.<\/p>\n chapter 18: conclusion<\/p>\n 卡塔尔世界杯常规比赛时间 commentator marc rosenberg is a nationally known consultant, author, and speaker on cpa firm management, strategy and partner issues.<\/p>\n president of his own chicago-based consulting firm, the rosenberg associates, he is founder of the most authoritative annual survey of mid-sized cpa firm performance statistics in the country, the rosenberg survey, also available from bay street group<\/span><\/a><\/span>. he has consulted with more than 700 firms throughout his 20+ year consulting career.<\/p>\n accounting today magazine annually acknowledges marc rosenberg as one of the 100 most influential people in the cpa profession and inside public accounting has repeatedly recognized him as one of the ten most recommended cpa firm consultants in the country.<\/p>\n click here to see him on 卡塔尔世界杯常规比赛时间<\/span><\/a><\/span><\/span>.<\/p>\n
\nmarc rosenberg, cpa<\/em><\/p>\n<\/blockquote>\ntable of contents<\/h3>\n
\n\u2014 leadership vs. management vs. administration
\n\u2014 management philosophy of a cpa firm<\/p>\n
\n\u2014 partnership style
\n\u2014 corporate style<\/p>\n
\n\u2014 two types of managing partners
\n\u2014 25 best practices for the firm
\n\u2014 how should the managing partner be compensated?<\/p>\n
\n\u2014 the coo\/firm administrator
\n\u2014 marketing director job description
\n\u2014 human resources director job description<\/p>\n
\n\u2014 executive committee
\n\u2014 compensation committee best practices<\/p>\n
\n\u2014 how governance structure changes as firms grow
\n\u2014 why cpa firms departmentalize<\/p>\n
\n\u2014 comparison chart: equity vs. non-equity partners<\/p>\n
\n\u2014 voting decision grid<\/p>\n
\n\u2014 retirement plan\/partner buyout
\n\u2014 general partner agreements<\/p>\n
\n\u2014 what do partners owe their firms?
\n\u2014 teamwork<\/p>\n
\n\u2014 partner compensation decisions to be made
\n\u2014 partner retirement\/buyout: what firms are doing<\/p>\nabout the author<\/h3>\n
marc rosenberg, cpa<\/strong><\/h4>\n
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free preview:<\/span><\/strong> download sample pages <\/a>– no charge, no obligation (pdf)<\/h5>\n