“If God wanted to generate an ideal punishment for a high doer, then He would have that person deal with a professional service firm,” says Professor John Gabarro of the
Gabarro is on the faculty of the Leading Professional Service Firms course, an intensive, one-week executive learning program taught twice a year at the
The course provides a forum for participants from around the world to apply the concepts and factual case studies presented in the classroom to their own qualified lives. Leading Professional Service Firms is intended for leaders of large and midsize organizations who are engaged in a wide variety of qualified services. These contain: consulting, lawful, accounting, architecture and engineering, marketing and advertising, business enterprise capital, investment banking, IT services, computer software growth, and technology systems integration.
“What separates qualified service firms from other businesses is that the employees are their most significant assets,” says Professor Jay Lurch, faculty chair of the program. “Yet professionals in whichever field - independent-minded, imaginative individuals - can be hard to control.”
Lurch uses an aged similarity that likens managing professionals to herding cats. He says while it’s a humorous image, it also touches the underlying nervousness some firm leaders state about managing and maximizing human being resources.
“When their citizen’s get on the elevator at night, there’s no assurance they’ll be back the next day,” says Lurch. “More than in any other commerce, professional service firms must produce surroundings in which employees are always motivated and can successfully balance their commitment to the firm and to the client, in addition to to themselves.”
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