Seven Pillars Of Accountability Paper

Once the organization put the mission declaration into a program plan it passes to the organizational advisor. The relationship begins with the customer and consultant whereby developing a strategic and collaborative plan. Block (1999) infers that it is necessary for consultants to increase customer dedication and participation “in order,” for the project to become a reality as well as incurs a 50/50 accountability (p. 29, para. 2). Sometimes the goals may not be possible to achieve because this is a group decision that determines whether or not it is necessary to act upon the consultants offer whereby keeping an open mind.

consulting on one end and systems implementation on the other. The Consulting Group viewed its

Additionally, consultant should be part of the client’s team and participate in the process to obtain all information required, diagnose the problem and root causes

The challenge that consultants could have might be when the administration (consultees) forgets about the role of the consultant (which is to educated the consultees in problem solving) and expect from the consultant to solve their problem without learning how to resolve their issues and implement their administrative roles as expected by the Hospital CEOs. The consultant and consultees supposed to support each other with respect (Mendoza, 1993).

Wickham, P., & Wickham, L. (2008). Management consulting: Delivering an effective project (3rd ed.). Har

In this assignment, strategies are discussed for helping clients accept effective feedback as part of the organizational assessment. Explanations will be provided as to why leaders are sometimes resistant to feedback, and details will be given as to why clients may displays behaviors that would indicate their resistant to feedback. In addition, describe some strategies a consultant can use for overcoming resistance. In the final analysis, discuss skills and traits that would be important for a consultant to use to help a client overcome resistance.

The growth of business consulting has coincided with the recovery of the global economy from the recession in 2009 (“Advice for Consultants). With the upturn in the global economy, companies are expanding and bringing back shelved projects, which they need help with now (“Advice for Consultants). Additionally, the presence of rapidly growing economies in the Middle East and Africa, have also contributed to the growth trend in consulting (Gutcher). However, not all consulting firms will gain equally from this growth. Businesses are continuously evolving-constantly looking for ways to cut costs and improve productivity. This has affected the consultancy business in that companies have become picky with what types of consulting they do. As a result, strategic consultancy, the most famous type, isn’t growing much. It only had an expected annual growth of 1.1% in 2014(“Advice for

DTTL organization structure could be called flexible, due to the ability to perform constant changes (Ionescu et al., 2012). Recently restructuring the consulting practice or ‘competencies’ to a set of different functional parts of the consulting organization. DTTL has five core businesses, audit, consulting, financial advisory, risk advisory, and tax legal consulting. The consulting company also has functional sections dedicated to serving business in strategy, operations, technology and human capital. This organizational structure provides direction for each task and sets its goals. The unique approach to flexibility

Management consulting is helping other organizations make best possible decisions to maximize their profits, not necessarily generating more revenue. The field of this job has been growing in the past two decades. The focuses of management consultants have been changing over the time. However, even people in the field don’t know the historical back ground of the management consulting firms and how the industry has changed in the past. This article covers these following three things: (1) a brief history of management consulting, (2) characteristics of management consultants in the past, (3) characteristics of management consultants now.

“The top four largest consulting firms, all with a heritage in the accountancy sector, known as the Big Four (Deloitte, PwC, EY and KPMG), hold a combined 40% of the total consulting market.” This has dramatically increased from a decade ago as these companies complete more mergers and acquisitions. Deloitte has been ranked as the largest consultancy firm due to the fact that “Deloitte can build on the broadest palette of advisory services compared with its peers, in particular when it comes down to implementation services.” 2 As the world becomes more and more rooted in technology and IT, companies that have been around for hundreds of years need to adapt and evolve with the times. This is why management consultants have seen a growth in the sector as companies are bringing in more consultants to help with the digitization of the global economy. “In terms of consulting services, the biggest growth rates were booked in technology (up 7.7%)”

The author adds that the consulting process occurs in two methods, depending on the relation between the consultant and the consultee, the first method is an "expert” whom the consultant provides information related to problems of case, and who suggest solutions completely. The second is "process of consultation" which is based on a helping relationship with collaborative Partnership. The author explains that depending on the consultation process and the type of expertise given, there are four models of consultation: "Provision model" in which the consultant provides technical expertise in response to a given problem to a consultee; In "Prescription model" consultants study problem, diagnoses and settles appropriate correction; For "Collaboration model" consultant and consultee share responsibility, and work together identifying, designing and implementing a plan to resolve the problem; and "Mediation model" consists in bringing professional groups to study a problem identified by the consultant.

“A consultant is an independent advisor who adds value by helping managers to identify and achieve beneficial change appropriate to their situation”.

Leong, C. (1991). Accountability and project management: a convergence of objectives. International Journal of Project Management, 9(4), pp.240-249.

During the three month assignment, the consultant had multiple sessions, formed logical teams, participated in meetings and shared information with each

Consultants, sometimes have a difficult or delicate role to play. In many companies, a situation develops when the chief executive or the top management needs to bank upon the support of an external agency like a consultant to push through a strategic change in the organizational structure or management system of the company. It may be for growth and development or downsizing. In both cases, many companies face internal resistance to change. The resistance is more if it is downsizing even when it is required for turning around a company. This happens particularly in public sector companies where implementing change is always difficult. Consultants are engaged to support or substantiate the company’s point of view (in the form of their recommendations).