What Is the Most Important Competence of a Successful Management Consultant?

Those who request these services would be less concerned about the process, caring only about the outcome. The assumption based on this initiative is that “the wisdom of crowds” will come up with optimised ideas for the challenges. Furthermore, clients who are considered as conservative will have a tendency to solve the business problems with internationally well-recognised business consulting companies as they can work collaboratively. They provide more systematic ways of solving problems and can work interactively with the companies as their group of employees will work for the company with well-trained and qualified human labours while it costs more. This may result a high level of client satisfaction rate. Furthermore, there is the likelihood that large sized

In organizational decision making, many individuals should be involved in order to ensure that everyone involved or touched by organizational activities in one way or another is not affected negatively by the decisions made and arrived at by decision makers. Consulting widely before making a decision enables decision makers in the organization make all-round and informed decisions, and decisions that satisfy anyone who is in any way connected to the organization (Donna, 2012). In an organization, clients are the ones who are served by the organization. The

Michael took advantage of a great opportunity on his current project when his senior consultant was rolled off. Michael took the role of Lead Consultant showing advanced leadership skills. He’s not only lead other MDC on his team he’s lead client developers. Michael has received many kudos from his client and has become an integral part of the clients success. Michael has put in extra hours numberous times when need. He has done consultant level work for almost a year.

I had to start from scratch by learning the consulting basics. One of the basics According to Arthur N. Turner “A Hierarchy of Purposes” which include eight fundamental objectives1. Providing information to a client. 2. Solving a client’s problems. 3. Making a diagnosis, which may necessitate redefinition of the problem. 4. making recommendations based on the diagnosis. 5. Assisting with implementation of recommended solutions. 6. Building a consensus and commitment around corrective action. 7. Facilitating client learning—that is, teaching clients how to resolve similar problems in the future.8. Permanently improving organizational effective- additional objectives that become relevant only ness (Turner, 2014). There are other basic as well, according to the book, The Fast Forward MBA in Project Management ,by Eric Verzur one should design a realistic initiation process and have an end point (Verzuh,

In analyzing problem solving, thee skills and role of a consultant can take on a variety of factors such as understanding the nature of the problems, purpose and desired outcomes of consultation, skills of the consultant and skills of the consultee (Dougherty,2014). The skills used to analyze problems in an organization, consultants will use a systemic approach which involves a variety of stages and levels of phases to ensure proper analysis, intervention, and implementation of existing problems.

Initially, I found Cope’s (201) analysis of “human nature” to reflect the dominant business culture of a capitalist system of economics. The chapter focuses on (1) self-interest, (2) short-termism, (3), sentiment, (4) stuck, and (5) sociability as the five foundations of business behavior in modern consulting. These are important aspects of human behavior, which define the short-sighted aspects of greed and selfishness that the consultant can expect when dealing with various clientele. These were compelling aspects of human behavior, which I have often witnessed in the business community.

This is where they research to find out a great many things that will make and/or break a relationship with this company. One consultant’s duty that is the most meaningful to companies is their ability to analyze market risks and benefits with regard to providing administrative services to our clients. When we contact organizations to be their administrators, our consultants have already put a great deal of research into the companies to find out what they need most and what we can do to meet those needs and serve both the client and their employees properly. Once all of the necessary research is completed and we have set our sights on the companies we want to sell our services to, we develop packages that fit their needs and proposals to sell the benefits of such packages. These proposals usually include groups of consultants

Organizations are continually seeking consultancy on different issues in the current market. As a consultancy company there is much expectation placed on one, by clients, to give them direction on what’s next for their business. However, the consultancy companies also require guidance on where to go next in their bid to grow and develop. Operating in the Midwest primarily, also a bit in the other parts of United States, and scarcely in the global arena, the business has opportunities all over. Friedman (2006) proposed nine rules that a business could observe or follow in its bid to get more competitive and more established in the market. Business expansion and growth requires discipline, probably the need to have a set of rules to follow.

Answer:  The consultant was brought in only to train employees on project management skills, therefore, as the text implies, the consultant’s expertise is only in that subject.  Moreover, the new methodology was developed internally. Since it was created internally only an internal employee could have the knowledge to train employees on the new methodology.

One of the best qualities that a consulting firm can have is an aspiration for the facts. When something appears to be superficial, these types of consultants will dig for the actual truth. The facts are what matters and they will stand behind them. Along with looking for the facts, top consultant firms will verify that the facts are accurate. The will also avoid forming an opinion or making decisions based upon conjecture. Even if they begin with a theory, they will not settle on that theory until the facts are discovered and verified.

Question You are a project management consultant assigned to a small manufacturing firm that has been experiencing a myriad of problems. After conducting interviews and fact-finding with key managers, you have observed the following:

The previous year, a consultant was brought for a three hrs training stating the importance and benefits of project management, an enterprise project management methodology, and the advantages of a project management office. The

The previous year, a consultant was brought for a three hours training stating the importance and benefits of project management, an enterprise project management methodology, and the advantages of a project management office.

At LTC Management Consulting Firm, members will be able to share a number of roles. The members will be accorded the roles of problem solving within the firm. This role will go hand in hand with management of the firm's resources. There are diverse kinds of resources within the organization as there are possibilities of experiencing challenges. Problem solving involves the formulation of possible ways and means through which problems are taken care of without influencing negatively on the performance of the firm. The members will be accorded the roles of managing the firms systems, leading one another through various groups as group C, and establishing equitable interpersonal relationship that will look to benefit all the members of the group. Furthermore, the members will be responsible for exemplifying communication skills using intrinsic skills as computer skills, internet and cable skills, and other related skills.

Due to the characteristics of the business model of strategy consulting, Bain & Company’s organizational structure differs significantly from other industries. Although there is a global, albeit confidential, organizational structure, Bain & Company is primarily structured by office whose organizational units are exhibited in Figure 1. Directed by Office Management, the organizational structure on office level is divided into two main pillars: Consulting Staff and Consulting Support Services (Bain & Company Inc., n.d.-l). While consulting employees are generally not split across the various consulting services (see Chapter 2.3.1), the particular dynamics of private equity consulting require a temporary separation of those selected consulting employees. Furthermore, although Executive/Manager Assistants constitute a consulting support service, the daily interaction with their assigned managers, principals, and partners (the latter two represent executive organizational levels) creates a strong link between these organizational