Ensuring meaningful accountability requires management, and there is a crisis of under-management in most accounting firms.
Does this sound familiar in your firm? Now that times are challenging, we hear more about issues surrounding accountability and performance than ever before.
My focus in what follows is to demonstrate how accountability and management skills play a crucial role in the management process. Many people talk about accountability as a slogan, but few do anything to improve performance and actually hold people accountable. The accompanying table examines some characteristics of accountable and unaccountable employees (see "Who would you rather work with?" at right).
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