Case Study 6.6

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1. I believe that Charles Tollison was not qualified for the partnership position even with his knowledge and ethics. Tollison had many things going for him, in the case it states that people would turn to him if they were threatened with a difficult situation. Along with being the “go-to” person, Tollison has put in the hours for the firm while making sacrifices in his personal life. The main reason that he probably got passed over for the promotion because at the end of the day his client list could not compare to those of his colleagues. 2. I believe that the firm treated Tollison fairly. In the real world, firms need to make sure that their client list grows instead of staying constant or decreasing. In order for that to happen, the firm needs to reward the employees that made the firm more profitable. Even though Tollison performed his job beyond the expectations of the job description, it wasn’t something that another person could find the solution for. 3. Some of the criteria/skills that large international accounting firms should use to evaluate the employees for promotion are technical, interpersonal, intrapersonal, client management, and leadership. The most heavily skills weighted by the firms will include client management, technical and interpersonal. Smaller firms should have similar criteria because this will help the firm get a great reputation along with a better client list that will help expand business. 4. The advantages of the “up or out” promotion policy includes helping the employees know that the world is competitive, where the employee stand among their current/former peers and it’s something that is already established. The disadvantages of the promotion policy includes inducing more stress for the employees, negative feelings towards the firm when passed over for promotion and the commitment to the firm

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