management in action assingment

8/17/2019 Management in Action Assingment

1/11

MANAGEMENT IN ACTION

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2/11

Q. 1.What is your understanding of Management Consulting. What are the generic

purposes of Consultancy?

ANS: - It is the practice of helping organizations to improve their performance through analysis

of existing organisational problems and development of plans for improvement.

Examples are-

HR consultants -------Specialised in HR

ISO onsultants------Specializing in the process of ISO certification.

"Management consulting" is more precise, referring to the industry and practice of

providing guidance to management in order to improve the performance of

organizations.

Consultancies may also provide organizational change management assistance,

development of coaching sills, process analysis, technology implementation,strategy development or operational improvement services. Managementconsultants may often !ring their on proprietary methodologies or frameorsto guide the identification of pro!lems and to serve as the !asis forrecommendations for more effective or efficient ays of performing or tass.

#eneric Consulting $urpose:

Achieving organizational purpose and o!%ective.

Solving management and !usiness pro!lems.

&dentifying and seizing ne opportunities.

'nhancing learning.

&mplementing changes.

Q. 2. What has been the growth and performance of the business of Management

Consulting Industry? If it has been rapid, what are the reasons?

Αns:! !anagement consulting has gro"n #uic$ly% "ith gro"th rates of industry exceeding

&'( in )*+',s and )**',s. s a business service% consulting remains highly cyclical and

lin$ed to overall economic conditions. he consultant industry shran$ during the &'') /

&''0 period% but gre" steadily until the recent economic do"nturn in &''*. Since then the

mar$et has stabilized.

• One of the reason for the rapid gro"th in consulting industry is every organization feelsthat they provide best practices as they have relationship "ith numerous organizations.

• hey also provide their o"n methodologies to guide the organizations for effective output.


3/11

Q3. What is the skill set required for management consultants?

ns1-

S$ill set re#uired for !anagement consultants are /

Consultants Listen

onsulting re#uires the ability to listen to your customer2 it also re#uires the ability toexplain to your customer. onsulting is about communication. 3ood communicators do

"ell in consulting.

Network

It4s important to have a good net"or$ of business contacts in consulting as you progress.

5e" business development becomes part of your 6ob.

Teamwork

7eing able to pull together persons "ith large egos to get a presentation together for a

client is a challenge and is li$ely to be re"arded highly.

Brainwork t it4s essence% consulting is using stretching and using your brain. consultant sells ideas%

smarts% and brilliance 8and% of course% tal$s a lot about transforming ideas into action9.A ifferent !ers"ecti#e Can Work

andidates "ith original perspective "anted. onsultants listen% analyze and solve. o put

it all together you have to be able to loo$ at things differently than the average manager out

there.

$ndustr% &nowledge Counts.

:irms "ant specialists "ith deep $no"ledge in specific industries "ho can understand the

present and envision the future.

Q'. What is the areas that consultants can (e a""roached for e)"ert ad#ice *

im"ro#ement in im"ro#ing a com"an%+s "erformance?

Ans:-(he areas that consultants can !e approached for e)pert advice * improvement inimproving a company+s performance are !usiness services, information technology consulting, human resource consulting, virtual management consulting, andothers.

Q. 5. Explain a simple model of a consulting process.

Ans:-asic -step model of consulting $rocess is a. /efine o!%ectives.

!. #athering /ata 0 Analyzec. 'valuate /ata 0 Align #oals.d. /evelop Strategies 0 Solutions.e. &mplement Solutions.f. Monitor $erformance.


4/11

Q,. $t is said that $nde"endence is the most salient feature of consulting. -)"lain this

statement.

ns1-

;Independence is the most salient feature of consulting<

It explains ho" much independence is given to the consultants in the organization. If the

access given to the consultants is less they can,t explore the organization completely andsometimes they can,t be able to analyze the problems in the organizations to come up "ith

solutions.

If the consultants are given independence in the organization it "ill be helpful for them to

explore the problems in the organization and to come up "ith the solutions for better

output and to increase the organizations performance.

Q.The growth and "erformance of the (usiness of /anagement Consulting $ndustr%

has also fueled a lot of criticism of consultants. What are the reasons? 0ow can the%(e a#oided?

Ans:- As every industry have !ac flas, even management consulting industry also hasfueled a lot of criticism of consultants.Management consultants are sometimes criticized for overuse of !uzzords,reliance on and propagation of management fads, and a failure to develop plansthat are e)ecuta!le !y the client.More disreputa!le consulting firms are sometimes accused of delivering empty promises, despite high fees, and charged ith "stating the o!vious" or lacing the

e)perience upon hich to !ase their advice. (hese consultants !ring fe innovations, instead offering generic and "prepacaged" strategies and plans thatare irrelevant to the client+s particular issue. (hey may fail to prioritize theirresponsi!ilities, placing their on firm+s interests !efore those of the clients.

Another concern is the promise of consulting firms to deliver on the sustaina!ility of results. At the end of an engagement !eteen the client and consulting firms,there is often an e)pectation that the consultants ill audit the pro%ect results for aperiod of time to ensure that their efforts are sustaina!le. Although sustaina!ility

is promoted !y some consulting firms, it is difficult to implement !ecause of thedisconnect !eteen the client and consulting firms after the pro%ect closes.

1urther criticisms include: disassem!ly of the !usiness 2!y firing employees3 in adrive to cut costs, only providing analysis reports, %unior consultants chargingsenior rates, reselling similar reports to multiple clients as "custom or", lac of innovation, over!illing for days not ored, speed at the cost of 4uality,unresponsive large firms and lac of 2small3 client focus, lac of clarity of delivera!les in contracts, not customizing specific research report criteria and

secrecy.


5/11

Q.1. efine Culture.

!ns"#

Culture can !e defined as an evolving set of collective !eliefs, values and

attitudes. Culture is a ey component in !usiness and has an impact on thestrategic direction of !usiness. Culture influences management, decisions and

all !usiness functions from accounting to production.

Culture is dynamic and cultural communities have an a!ility to change, adopt, and

adapt ne production systems hile preserving crucial elements of sustaina!ility.

Q. 2. $i%e e&amples of culture of three well 'nown companies.!ns"# Culture of 5 ell- non companies:

Microland ().

&n-depth &( ')perience ith technical and organizational sills that !alance or,

team support and ad-hoc responsi!ilities in a timely and professional manner.

$ossessing e)cellent management sills and having the a!ility to or ith the

minimum of supervision hilst leading a team of telve or more. 6aving a proven

a!ility to lead !y e)ample, consistently shon top performance, improve !estpractices and organise time efficiently.

$oogle"

&ts really the people that mae #oogle the ind of company it is. 7e hire people

ho are smart and determined, and e favour a!ility over e)perience. Although

#ooglers share common goals and visions for the company, company from all

als of life and spea dozens of languages, reflecting the glo!al audience that e

serve. And hen not at or, #ooglers pursue interests ranging from cycling to !eeeeping, from 1ris!ee to fo)trot. 7e strive to maintain the open culture often

associated ith startups, in hich everyone is a hands-on contri!utor and feels

comforta!le sharing ideas and opinion.

!pple

Apple is a pretty divided mi) of typical corporate red tape and politics mi)ed in

ith startup level urgency hen the direction comes from Steve. &f you have a

pro%ect that Steve is not involved in, it ill tae months of meetings to move thingsforard. &f Steve ants it done, it8s done faster than anyone thins is humanly

possi!le. (he !est ay to get any cross departmental or done as to say its for

Steve and you8d pro!a!ly have it the same day.


6/11

Q. *. It is said for +usiness to grow and de%elop business managers

need to be aware of ower of Culture. +riefly discuss this statement.

Ans:-

Managers must understand the advantages and disadvantages !rought on !ydifferent cultures. Cultural and ethnic differences are a fact of life in the orplace.

$eople tend to stereotype individuals from other cultures or races. (his must !e

overcome, hoever, ill !e challenging. (o !e effective, managers and employees

need to recognize, respect, and capitalize on their differences. (his ill and can

reduce stress and mae a !etter orplace. 7omen in the orplace are still at a

disadvantage. 7omen are regarded as inferior to men at the orplace in relation

to %o! level and salary. Much or still needs to !e done.

Q. -. !n Indian Company manufacturing 'itchen ware wishes to set up

a plant in ubai. ow can their +usiness e%elopment Manager

identify the business culture of doing in /!0?

!ns"#

Q. . What are the %arious le%els of culture?

Ans:-

+eha%iour: ehaviours form the most o!serva!le level of culture, and consist of

!ehavior patterns and outar d manifestations of culture, such as pers

provided to e)ecutives, dress codes, the level of technology utilized 2and here it is

utilized3, and the physical layout of or spaces. Some nota!le characteristic

!ehaviors may have considera!le longevity such as rites, ceremonies,organizational myths, and 9shop tal.

alues: to a large e)tent, determine !ehavior, !ut they are not directly o!serva!le

2as !ehaviors are3. (here may !e a difference !eteen stated and operating values

2the values the organization espouses, and those that are actually 9in

use3. ;rganizational values are fre4uently e)pressed through norms

characteristic attitudes and accepted !ehaviors that might !e called 9the unritten

rules of the roadand every employee 4uicly pics them up.


7/11

!ssumption" (o really understand culture, e have to get to the deepest level:

the level of 1undamental Assumptions. An organization+s underlying assumptions

gro out of values, until they !ecome taen for granted and drop out of aareness

Q. 3. What are the well 'nown cultural models a%ailable for assessingculture? 0&plain $eert ofstede Model?

Ans:-

/r. #eert 6ofstede conducted perhaps the most comprehensive study of ho

values in the orplace are influenced !y culture. 1rom to 5, hile

oring at &M as a psychologist, he collected and analyzed data from over


8/11

the intense training needs for the !enefit of MNCs, e)patriates, and family

mem!ers.

&t also provide a !etter understanding to the merits of the uni4ue e)periences of

e)patriate managers in international assignments ad%usting to the cross-cultural

conditions on glo!al tours and confronting the challenges affecting their career

goals.

&n order to succeed in a glo!ally competitive environment, MNCs need to

effectively train e)patriates in international capa!ilities, including fluency in

foreign languages and in the a!ility to adapt to different cultures.

(hose international assignments can loer the pro!a!ility of e)patriate failure

through training programs.

(his paper has !een developed from the same tradition that the e)patriate

assignment is often poorly performed in international !usiness operation as a

result of deficiencies in training and learning.

&t focuses on ays to improve and foster noledge ac4uisition for e)patriates in

MNCs8 training and learning programs.

Q. 8. +usinesses is rapidly losing geographical borders. ow can

business managers a%oid cross culture issues?

Ans:-

Bnderstanding and appreciating cultural differences is not %ust ensuring you avoid

causing offence hoever. Attitudes toards !usiness, the ay they are run and

vies on management styles can vary greatly in different cultures.

y eeping some minute things in day to day !ehaviour and attitude among

diverse people e can avoid the misunderstanding and cross culture issues.

Some of them are-ody @anguage and #estures.

1ood.

Clothing and Colour.

$ersonal Space.

Additional tools and models.

#ender !ias.

Socio economic !acground.


9/11

uilding !ridges.

Q. 9. What are the differences in approach of $eert ofstede Model

and )rompenars model in assessing culture?

Ans:-

Q.1:.What are the dimensions of organi6ational culture?

Ans:-

(he ;rganizational Cultural Model 2also called 6ofstede+s Multifocus Model3consists of si) autonomous dimensions or varia!les and to semi-autonomous

dimensions. (he dimensions in an interactive and intuitive ay.

Means#oriented %s. $oal#oriented

(he means-oriented versus goal-oriented dimension is, among the si) dimensions,most closely connected ith the effectiveness of the organisation. &n a meansoriented culture the ey feature is the ay in hich or has to !e carried outpeople identify ith the 9ho. &n a goal-oriented culture employees are primarily

out to achieve specific internal goals or results, even if these involve su!stantialriss people identify ith the 9hat.

&n a %ery means-oriented culture people perceive themselves as avoiding riss andmaing only a limited effort in their %o!s, hile each orday is pretty much thesame. &n a %ery goal-oriented culture, the employees are primarily out to achievespecific internal goals or results, even if these involve su!stantial riss.

Internally dri%en %s. 0&ternally dri%en

&n a %ery internally driven culture employees perceive their tas toards theoutside orld as totally given, !ased on the idea that !usiness ethics and honesty matters most and that they no !est hat is good for the customer and the orldat large. &n a %ery e)ternally driven culture the only emphasis is on meeting thecustomer+s re4uirements results are most important and a pragmatic rather thanan ethical attitude prevails.

(his dimension is distinguisha!le from means- versus goal-orientation !ecause, in

this case, it is not impersonal results that are at stae, !ut the satisfaction of thecustomer, client or commissioning party.

0asygoing wor' discipline %s. ;trict wor' discipline


10/11

(his dimension refers to the amount of internal structuring, control and discipline. A %ery easygoing culture reveals loose internal structure, a lac of predicta!ility,and little control and discipline there is a lot of improvisation and surprises.

A %ery strict or discipline reveals the reverse. $eople are very cost-conscious,punctual and serious.

(ocal %s. rofessional

&n a local company, employees identify ith the !oss and*or the unit in hich one ors. &n a professional organization the identity of an employee is determined !y his profession and*or the content of the %o!. &n a %ery local culture, employees are

very short-term directed, they are internally focused and there is strong socialcontrol to !e lie every!ody else. &n a %ery professional culture it is the reverse.


11/11

Ans:-

Strategy is comprised of everything that will give guidance to management in order

to realise what it wants, such as mission, vision,core values, purpose and

objectives.

Q. 12. What are the components of corporate culture?

Ans:-
http://geert-hofstede.com/oc/?d1=&d2=&d3=&d4=&d5=&d6=&group=#core-valueshttp://geert-hofstede.com/oc/?d1=&d2=&d3=&d4=&d5=&d6=&group=#core-values

management in action assingment

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