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A difficult decision is whether compensation information should be publicized internally by the firm. Knowing the compensation ranges at each level can serve as an incentive to junior staff, creates a culture of openness, and eliminates time-consuming gossip and backbiting over salaries. However, there are some drawbacks to this approach. Competitors can easily benchmark themselves against firm pay rates. Furthermore, if salaries are perceived by the staff to be noncompetitive, attrition rates will be higher. If the salary ranges are too wide or regarded by the staff as inequitable, public salary information will be counterproductive as well. Internal disclosure of salaries tends to work best in firms that have the preceding compensation best practices implemented: levels and roles clearly defined, easy-to-understand promotion criteria, and market-based benchmarked salary and compensation packages that are relatively competitive. Additionally, firms that disclose compensation information internally may elect to avoid partner compensation disclosure or may intentionally obfuscate the information for the higher levels of the firm.

A1125

n May 16, 2008, in a speech to business leaders, U.S. Treasury Secretary Paulson gave an optimistic view of the nancial crisis: But in my judgment we are closer to the end of the market turmoil than the beginning. Looking forward, I expect that nancial markets will be driven less by the recent turmoil and more by broader economic conditions and, speci cally, by the recovery of the housing sector. 1 However, the housing sector did not recover and the market turmoil became much worse. By mid-September, 2008, the Treasury had put Fannie Mae and Freddie Mac into conservatorship, rescued AIG, and let Lehman Brothers fail. Instead of dealing with each nancial emergency on an individualized basis, Paulson was looking for a more systemic solution. Federal Reserve Chairman Ben Bernanke put forward a suggestion: Ask Congress for the money and authority to bail out the banks. Paulson responded to Bernanke s suggestion: Fine, I m your partner. I ll go to Congress. 2 So Paulson put together a Bailout Bill of only three pages, which broadly authorized the Treasury Secretary to spend up to $700 billion

Because professional services are knowledge businesses, training is a critical piece of the organizational structure that requires ongoing commitment and investment. Most firms give inadequate attention to staff training, and training can easily be viewed as an expense rather than a necessary organizational investment. This is a mistake because good training across the firm and from new level employees through senior partners reinforces and supports the firm s organization. It introduces the corporate culture and customer-facing approach to new employees. It develops intellectual capital among senior professionals. And it keeps the firm competitive by helping members keep current with new technologies, industry trends, and client issues. 11 discusses both career tracks and professional development in detail. Another consideration when determining a firm s organization is that ownership and governance decisions, which determine the incentive structure and set the organization s cultural tone, have a significant impact on the firm s ability to recruit and retain talent. 3 discusses the concepts of partnership structures and governance in detail. There are four main organization models common to professional services firms: practice, functional, hybrid, and geographic. Each has its strengths and weaknesses, and choosing between them requires trade-offs primarily between economies of scale and degree of delivery staff involvement in customer relationships. On top of those four models, there are two types of ownership structure. Partnerships are the most common, although some professional services firms are publicly owned.

means that the processor can generate a table with rows sorted by date alone whereas:

Watch Out!

Datetime Short varchar ID ID ID ID Numeric Currency amount Currency amount Currency amount Datetime ID ID ID Datetime Description ID Datetime Name Numeric Indicator Short varchar ID Datetime Name Name Indicator ID Description Numeric Numeric

White House Commission. 2002. Complementary and Alternative Medicine Policy. ch. 2. Washington, DC: Government Printing Of ce. House of Lords Select Committee on Science and Technology. 2000. Complementary and Alternative Medicine. London: The Stationery Of ce. M. Angell and J. P. Kassirer. 1998. Alternative medicine: The risks of untested and unregulated remedies. New England Journal of Medicine 339:839.

There are situations when a fatal error condition can occur before the video system is initialized. Usually, this means a component on the motherboard itself is not functioning. In this case, there is no way for the BIOS to send error messages or codes to the monitor screen. Depending on the maker of the BIOS, a sequence of audible beeps is transmitted through the internal PC speaker and is used to indicate error conditions. Another method is using the system LEDs to show an error code, or to flash in certain sequences.

FIGURE 5.15 State transition diagram for a fractional guard channel scheme with new and handoff connections.

M. K. Bourke. 1995. Strategy and Architecture of Health Care Information Systems. New York: Spinger.

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