Professional Documents
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Organizational Chart
HARER & JONES, CPAs
ADMINISTRATIVE
PARTNER
DIRECTOR
MANAGING PARTNER
MANAGER
SENIOR
ASSOCIATES
STAFF STAFF STAFF
ACCOUNTANTS ACCOUNTANTS ACCOUNTANTS
HARER & JONES, CPAs
Organizational Chart
HARER & JONES, CPAs
FUNCTIONS
Directors
Directors (in a firm that uses the term "Partner" for the partners) are the highest non-
partner level and run much of a firm's daily operations (unless, of course, it's the case
above where that's the title the CEO uses, or the title that partners use to avoid the
"Partner" title).
Managing Partner
A managing director coordinates the activities for a specific organization. He also keeps
business goals and objectives in mind and makes sure employees are all on board with
those goals and objectives. In other words, he controls resources and expenditures.
Some managing directors control sections of a company while others are in charge of the
activities of the entire company or organization. They provide training and guidance to
employees while delegating responsibilities to those employees. Managing directors are
sometimes in charge of hiring and creating work schedules. If work goals are not met, the
director is sometimes in charge of firing employees as well. Managing directors hold
meetings and give presentations in these meetings. They must also make sure there is
financial security in the company.
Managing directors must support the partnerships and the company's alliances while
representing the company to the public, stakeholders, major customers, professional
organizations and any business partners. When the director plans and implements the
company's calendar of events, these include such activities as fundraisers, official
administrative acts and other special events. Sometimes called the chief executive officer,
the managing director must be able to freely communicate with the chairman of the board
of directors of the company or organization. He has to let board members know of any
changes to the company.
Manager
Performs audit procedures and engagement management, including:
1. Prepare the overall audit plan.
2. Perform administrative work for several concurrent engagements.
3. Settle major accounting or auditing issues.
4. Act as a liaison between partners and other team members.
5. Usually draft the report for review by the partner.
Senior Associates
Perform more complex audit procedures, and:
1. Usually draft and finalize the audit program.
2. Supervise associates and performs review procedures on work performed by
associates.
3. Address minor and auditing issues with clients and audit associates.
Staff Accountants/Associates
Perform detailed audit work, such as:
1. Checking footings and computations.
2. Checking short and long extensions.
3. Tracing postings to ledger.
4. Performing tracing and vouching procedures.
5. Preparing analyses and schedules of accounts.
6. Preparing reconciliations.
7. Observing the physical count of inventories.
8. Mailing of confirmation requests and summarizing the results of confirmation
procedures.
9. Quality control on audit deliverables, such as proof-reading and effecting
corrections made by more senior personnel.
AUDIT FEES OF THE AUDIT ENGAGEMENT TEAM
Managing Partner
$ 3, 000 per audit engagement contract.
Manager
$ 2, 700 per audit engagement contract.
Senior Associates
$ 3.50 per hour. Renders 480 hours of service per audit engagement contract.
Staff Accountants/Associates
$ 2.25 per hour. Renders 480 hours of service per audit engagement contract.