Yea, I sure did. Ir-re-fu-ta-ble. there...I said it again. Without question, this is the one word best describes what I'm trying to say. However, like many words, this one may have different meanings for different readers. To get us off on the right foot, I want to be sure that you and I are clear on my meaning. Let me explain...

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People talk a lot about how the world of business has changed; how markets today are not just regional or national, but global; how fastevolving telecommunications technology has dramatically cranked up the speed of doing business; and how employees are seeking more meaningful work along with a voice in the decisions that affect them. It's true, the world of business has changed. More than ever before, this means that managers must also change to meet these new challenges.

The old ways of managing employees are broken. Here's how to fix them (and become a better manager in the process)...

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If you assessed the available books on the topic of managing professional service firms, you probably arrived at the same conclusion we did about a year ago. You can find over a hundred books on the topic. Ninety-five percent of these books are written for the independent consultant who wants to learn how to incorporate, how to develop a proposal, how to sell themselves, and how to individually deliver a project to a client. The other 5 percent of the published books target the executives of large, national consultancies with thousands of consultants/employees. There were no books available to help the professional service firm with anywhere from 2 to 1,000 professionals. Yet, almost 75 percent of all professional services companies are in this group. In the books for independent consultants, you learn the basics (e.g., how to act on the client site, what the start-up costs are). In the books for large consultancies, you learn how to expand internationally or about developing philosophies. In this book, you learn how to grow an existing firm. You learn at what points you need to make decisions such as adding administrative support, opening another office, building another service line. You learn how to determine what is the best sales organization structure for your firm. You learn what information systems you need to build and when. This book is for the growing consulting company and its associates and management...

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William H. Webster, CPA

Accounting knowledge is a core business skill that both complements and enhances your other talents. Individuals promoted to management or supervisory roles from either line or staff jobs find that many of their new responsibilities involve knowing something about accounting. Congratulations on your promotion! You’ve come to the right place to start developing those accounting skills. If you haven’t had a recent promotion, more congratulations are in order. You are taking steps to gain the skills that will lead to promotion in the near future.

Your new duties could involve record keeping or report preparation and forwarding the results to the appropriate department. You might also be involved in preparing or analyzing departmental budgets. Maybe you are in sales and have questions about why there isn’t more money for travel. Perhaps your company has a profit-sharing plan and you’re suddenly intensely interested in how profits are calculated. You could be working in a smaller business where you now have full responsibility for the production function and have to decide where and how to spend the money. Any of these events could trigger your awareness that you need to know something about accounting and how money works in an organization...

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Copyright (C) 1996-2003. WriteExpress Corporation
All Rights Reserved.
Revision 7/12/2003

Table of Contents
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1. Manual Installation for Microsoft Word
2. How to Uninstall WriteExpress 3,001 Business & Sales Letters
3. How to use 3,001 Business & Sales Letters
4. Topic Overview
5. About Find
6. WriteExpress Rhymer and Phonetic Finder Product Descriptions

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