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PWL2012

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Management consulting.

http://www.youtube.com/watch?v=69lbd7lnwOo

http://www.youtube.com/watch?v=69lbd7lnwOohttp://www.youtube.com/watch?v=69lbd7lnwOohttp://www.youtube.com/watch?v=69lbd7lnwOohttp://www.youtube.com/watch?v=69lbd7lnwOo

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What a management consultant

does!A special form of management activity

Undertake a special project on an organizations behalf.

Project of broad business development nature.

Must create value

The consultants must sell they service as a goodinvestment

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Management and consulting roles

Henri Fayol: Planning, Organising, Staffing, Directing

and Controlling

Henry Mintzberg: 10 roles within 3 groups,interpersonal, informational and decisional

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Client-consultant interaction The consultants role parallels and integrates with that

of managers within the client organization.

Determined by: the nature and structure ofmanagement roles in the client organization +objectives f the consulting exercise

5 types of interaction: supplementing,complementing, differentiating, integrating andenhancing

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5 types of client-consultant

interaction

See the figure

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What is management consulting http://www.youtube.com/watch?v=_0rbmOE5mCQ&f

eature=related

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Responsibilities of the

management consultant Economic- create value in the best interest of the

business as a whole

Legal- ensure that activities are legitimate in light ofcriminal and civil laws.

Moral- subject to moral responsibilities within theorganization

Discretionary- personal concerns of the consultant

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Scheins 6 types of clientsContact clients-addressing

Intermediate- involved

Primary- identifyUnwitting- affected but not aware

Indirect- affected but aware

Ultimate total community affected

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Scheins 3 modes of consulting Expert specialist: knowledge to solve/fill identified

lack

Doctor-patient: identify and solve problem

Process consulting mode: the consultant cannot

implement but is a facilitator of change. People whomake up the organzation must solve

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Value addition Information

Specialist knowledge

A new and innovative perspective Support for internal arguments

Support in gaining critical resources such as capital,people or productive factors

Driving organizational change

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7 keys to successful consultning http://www.youtube.com/watch?v=9zU2Q654vtQ&fea

ture=related

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Group discussion1. Do the external and the internal consultant add

value in different ways?

2. How might the client/employers expections ofhow they add value differ?

3. How might specialisation of roles within theconsulting team influence the way in which itmight add value for the client?

4. Consider the way in which your team is addingvalue for your client based on the slide 11 valueaddition?