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 toward “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 were 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.
This content has been archived. It is available through our partners, LexisNexis® and Bloomberg Law.
To view this content, please continue to their sites.
Not a Lexis Subscriber?
Subscribe Now
Not a Bloomberg Law Subscriber?
Subscribe Now
LexisNexis® and Bloomberg Law are third party online distributors of the broad collection of current and archived versions of ALM's legal news publications. LexisNexis® and Bloomberg Law customers are able to access and use ALM's content, including content from the National Law Journal, The American Lawyer, Legaltech News, The New York Law Journal, and Corporate Counsel, as well as other sources of legal information.
For questions call 1-877-256-2472 or contact us at [email protected]
