工商管理毕业论文外文文献 第5页
3. Support staff should always be kept informed about the whereabouts and schedules of persons for whom they work or those in the office.
4. Staff should be taught how to deal with unpleasant or aggressive clients and staff should be supported when dealing with difficult clients.
5. All staff should be taught about confidentiality in the law firm. They should know the Rules of Professional Conduct and where the Rules can be found.
6. You should provide training to staff on a variety of topics such as ethics for the law firm, handling trust accounts, law office management in addition to technical training.
7. Encourage your secretary/staff to give suggestions on improvement of tasks performed in the firm. However, never allow an employee to voice a complaint about a subject without also offering a solution on how he or she would solve the problem.
8. As often as possible, give your secretary/staff adequate time to complete assignments. This is not always possible because of client demands but explain why it may be necessary to have staff do tasks at the last minute. Doing everything at the last minute should NOT be the rule. If that is happening then you need to learn to manage your time more effectively.
9. When you assign a task to an employee and you are comfortable he/she understands your request, allow them to proceed unsupervised.
10. Always try to give employees a completion time or due date for a task, especially for long term assignments. It is important to let the employees know it is their responsibility to inform you know in advance if they will have difficulty in meeting the completion date.
11. Never angrily criticize or correct an employee in public.
12. When correcting an employee's performance your goal should be in making certain the employee understands the error and will not make it again.
13. The most effective way to ensure that an employee will not continue to make the same mistakes is ask to him/her to tell you what he/she plans to do to improve performance. Make them responsible for their progress.
14. Constructively correct mistakes as they happen. Do not assume that if you ignore them, they will go away.
15. All employees should be evaluated formally in writing using their job description at least once a year. The prevailing wisdom is that employees should never be surprised by what they hear in their annual review.
16. If someone is not working out after being given an opportunity to improve, fire him/her.
17. If someone leaves voluntarily, take a few minutes to ask them why and take their answers seriously. If the reason for leaving is because of what is happening - or not happening - within the firm, use the information to make changes where appropriate and necessary.
The managing partner might consider how the social, educational and economic backgrounds of the new crop of attorneys have changed, and how these changes may be reflected in their attitudes, needs and expectations. Ultimately, these changes will be reflected in the firm's recruiting activities, turnover, work product and fields of specialization.
In the final analysis, it is the work that binds and unifies the various components of the firm - that is, the attorneys. The prudent managing partner will recognize the need to chart a course that mediates between the requirements of the practice of law and the needs of those who perform the work.
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