Today 06:34 PM |
Unregistered |
Quote:
Originally Posted by Unregistered
Last time, the audit manager reprimanded the female audit associate until she cried because she couldn't meet the audit deadline. It was a distressing situation.
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I noticed usually is the male audit manager scold the female audit associate one.
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Today 06:32 PM |
Unregistered |
Quote:
Originally Posted by Unregistered
There is a capped on the sample size based on firm methodology.
You kena ppl smoke..
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What is the sample size capped?
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Today 06:31 PM |
Unregistered |
Quote:
Originally Posted by Unregistered
Come on they’re pushing as much as possible. Like next year budgeting and booking of staff also want push to the team. And as you said, they have literally 0contribution to fieldwork and yet add to our workload with their own admin stuff. Like all they know is to redirect work and 0 contribution to any part of the organization whatsoever
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Yeah. I noticed administrative tasks being delegated to seniors, who are already overloaded with fieldwork. This puts undue pressure on them. It seems managers are passing their tasks delegated from partners to seniors without proper communication.
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Today 06:26 PM |
Unregistered |
Quote:
Originally Posted by Unregistered
There's a difference between knowing how to delegate vs delegating bcos you dont know how to do it yourself.
Some Managers just push their work to the seniors without proper guidance.
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Got 1 more kind is manager know how to do it but just push their work to seniors
Then manager shake leg
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Today 06:17 PM |
Unregistered |
Quote:
Originally Posted by Unregistered
Come on they’re pushing as much as possible. Like next year budgeting and booking of staff also want push to the team. And as you said, they have literally 0contribution to fieldwork and yet add to our workload with their own admin stuff. Like all they know is to redirect work and 0 contribution to any part of the organization whatsoever
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So bad /weak ah big4 manager?
Staffings/plannings are super important task to me when i was SM/M
Paiseh, i am from midtier,
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Today 06:15 PM |
Unregistered |
Quote:
Originally Posted by Unregistered
Why in Big4, the audit managers require the young blood audit associate in 20s to vouch as fast as possible?
I heard 1 guy from NTU can actually vouched 1,000 invoice sample in just 1 hour.
Is it true? How he done that?
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There is a capped on the sample size based on firm methodology.
You kena ppl smoke..
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Today 06:12 PM |
Unregistered |
There's a difference between knowing how to delegate vs delegating bcos you dont know how to do it yourself.
Some Managers just push their work to the seniors without proper guidance.
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Today 06:01 PM |
Unregistered |
Quote:
Originally Posted by Unregistered
Different people have different strengths and weaknesses.
If msia managers excel at delegating tasks and organising work effectively, that can be a valuable skill in context such as leadership roles or management.
However, it's also important to consider whether relying solely on delegation without contributing to the actual work might lead to resentment within teams.
msia managers have to reflect on their strengths and weaknesses to understand how manager can best contribute to a team.
Ultimately, success often comes from a combination of delegation and active participation in the work itself.
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Come on they’re pushing as much as possible. Like next year budgeting and booking of staff also want push to the team. And as you said, they have literally 0contribution to fieldwork and yet add to our workload with their own admin stuff. Like all they know is to redirect work and 0 contribution to any part of the organization whatsoever
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Today 05:10 PM |
Unregistered |
Quote:
Originally Posted by Unregistered
Need to ask in msia forum hahaha. All msia managers nowadays only know how to delegate all their manager work to the team. Don’t know how to do manager work still don’t dare to ask. Just keep quiet take salary. Partners all kumgong can’t see this
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Different people have different strengths and weaknesses.
If msia managers excel at delegating tasks and organising work effectively, that can be a valuable skill in context such as leadership roles or management.
However, it's also important to consider whether relying solely on delegation without contributing to the actual work might lead to resentment within teams.
msia managers have to reflect on their strengths and weaknesses to understand how manager can best contribute to a team.
Ultimately, success often comes from a combination of delegation and active participation in the work itself.
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Today 04:46 PM |
Unregistered |
Quote:
Originally Posted by Unregistered
Are there any audit managers here? Do you feel that the actions of your seniors and juniors are significantly jeopardizing and negatively impacting your career?
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Need to ask in msia forum hahaha. All msia managers nowadays only know how to delegate all their manager work to the team. Don’t know how to do manager work still don’t dare to ask. Just keep quiet take salary. Partners all kumgong can’t see this
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