Even though lawyer management in most mid-size firms recognize the importance of developing and implementing principles of practice management as a means to insure the high quality service to clients and to improve profitability, the extent to which practice management may be implemented varies greatly from firm to firm. This is because of lawyers’ personalities and ability, partners’ attitudes towards “being managed,” and the extent to which they are willing to relinquish a degree of their personal and professional autonomy.
Managing partners in many firms have relegated the practice of law to individual partners and have been reluctant to impose their judgments on how individual client matters are being performed. This results from the belief that lawyer management should not have to follow up on partners responsible for performing client work or for managing substantive practice areas.
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