The primary responsibility for a firm’s practice rests with the partners, and the assignment of managers to engagements enables partners to serve a larger number of clients effectively. Managers must have a complete knowledge of the firm’s philosophy and be conversant with its reports, its letters relating to matters of policy and its opinions on financial matters. Managers must maintain and develop expertise in the profession. To make broad decisions in the course of their work, managers must be knowledge of the general economic and political trends of possible tax or other legislation that could affect the business climate.
Managers are the liaison between the partners, the client and the professional staff, and are generally responsible for all phases of an engagement.
Essential Functions:
- Maintains steady contact with clients throughout the business year, which involves a thorough knowledge of the client and all facets of the client’s business.
- Prepares the engagement letter and any subsequent modifications for approval by a principal, answers any questions the client may have so there is a complete understanding of the nature and terms of an assignment, including an estimate of fees, and sees that the engagement letter is signed by the client and returned before the start of the engagement.
- Reviews staff assignments, making certain they are appropriate; since this is a continuing duty, the manager must be fully familiar with the qualifications of all staff members.
- Evaluates internal controls and work programs prepared by the staff and, if necessary, revises the work program, then discusses the work program and time budget with the principal to obtain approval.
- Follows the progress of the work during an engagement in relation to budgeted time and scheduled dates of completion, spending as much time as possible with the client’s management group, periodically reviewing the working papers in the field as the job progresses. Determines whether all phases of the engagement are being carried out properly and in the best sequence. Anticipates the problem areas and questions that might arise.
- Knows the client’s impression of the conduct of the engagement.
- Follows reports through processing, answering any questions that arise, submits the reports to the principal for final approval and signature, and supervises the distribution according to the client’s instructions.
- Prepares staff performance evaluations and discuss them with staff members.
- Promotes the most efficient operation of the firm by planning engagements and managing professional personnel. Should work to develop a responsible and trained staff by assisting in recruiting, developing training aids, and acting as an instructor in professional development programs.
- Should make associations to develop new business for the firm and to maintain its professional image in the community. Doing so may include taking an active role in professional, civic, or charitable organizations, delivering talks, and writing articles for publications.
- Develops expertise in a particular area of practice and in an industry or other specialized field.
- Manages jobs, staff productivity, chargeable hours, periodic status reporting and timely WIP reporting.
