Abstract This paper examines the organizational consulting process. It discusses the difficulties encountered by both internal and external organizational consultants. The author explores the resistance to organizational change and how a consultant can deal with it.
From the Paper "Process Consulting is the art of influencing people at their request. This neat little definition glosses over the greatest difficulty of any organizational consultant whether internal or external how you get people to ..."
Abstract This paper discusses Process Consultation and what it means to be a process consultant. The paper is written as if it is a real life situation whereby an organization - Liberty Mutual - is the client and ABC consulting is the process consultant. The outline of the project includes discussion surrounding the description of the project, intervention planning, entry and contracting, discovery and dialog, feedback and decision to act, engagement and implementation, and final recommendations.
From the Paper "As we move through the 21st century, constant change is the norm, and continual improvement is necessary to remain and maintain corporate competitiveness (Cash, 1979). With the spread of globalization and increased competition, constant corporate evaluation and system improvement is needed in order for companies to maintain market share. Process consultation involves working within the human environment of the organization, in which the consultant attempts to determine and identify interpersonal dilemmas that hinder operational efficiency (Thompson, 1972). Process consultation is challenging in a sense, because it is the consultant who must demonstrate his or her operational improvement expertise. The consultant plays a role similar to that of a change agent, in that solutions are suggested rather than imposed, and it is the consultant's responsibility to help the organization work out its own solutions and to focus energy on attaining objectives (Walker, 1975)."
Abstract This paper addresses ten issues which contribute to poor security consultant quality. The problems are based upon an analysis by Don Buzelli, a security consultant. In reviewing his claims for what companies ought to do to hire good consultants, the paper draws out lessons for poor quality and offers recommendations for ensuring that companies hire good consultants.
From the Paper "In the modern marketplace, in which computers provide potential avenues for access to company electronic resources, data presents problems of stolen or lost competitive advantage, and terrorism imposes threat of physical harm, corporate security is an important management issue. However, many businesses lack understanding of how to hire and evaluate consultants. There is an abundance of marketing claims, but a paucity of research-based information dealing with important issues of consultant quality. This paper will discuss ten problems that contribute to poor security consultant quality. Although there was no research found which quantified the concerns related to security consultant quality, there was a wide variety of literature resources that discussed problems. Upon review of these resources, the researcher decided to base analysis and recommendations on solid expert testimony. "
Abstract The paper focuses on the process consultant and their concepts for addressing issues in this business. The paper selects various models for the application of system changes within the organizations and then discusses the most effective ways to implement the models to serve the customer. The paper further analyzes a personal observation of which element the consultant in training needs to enhance and then discusses methods of training.
From the Paper "There are many methods in which a consultant can intervene with the client. These methods can include consultation in personnel, auditing, product design and human resource development. In selecting three areas of intervention with the proposed client, Liberty Mutual, there will be a need for consultation in the scope of product design, human resource development, and personnel."
Abstract This paper identifies the steps and criteria involved in developing a process consultation within an organization. An assessment includes an understanding of the current system, the potential for acceptance of change and compliance with system processes that cannot be altered. The paper shows that the consultant must maintain a positive approach throughout this process in order to be successful."
From the Paper "A process consultation project requires extensive attention to detail and consideration of the steps that are necessary for the consultation strategy to be successful from start to finish. In this specific case involving Liberty Mutual, the current needs require an assessment of human resources capabilities, employee needs, and product design specifications. In promoting these endeavors, the consultant must examine each process, one at a time, in order to identify strengths and weaknesses in the current strategies. The following discussion will identify the key action steps, timelines, data, information, resources, and people that are necessary to achieve the desired assessments, which will best utilize company capabilities and resources in the appropriate manner."
Abstract This paper explores the kind of background and knowledge an accountant requires to be an effective internal consultant. The author explains that data gathered by accountants is not only used internally but also externally. The paper relates the ways in which information gathered by accountants at Marmon and other corporations is used by individuals and organizations outside of the company.
From the Paper "There is still a role for external consultants as they provide flexible resource of manpower and specialist expertise that an organization often lacks. Internal consulting offers a new model for many highly skilled accountants whose abilities are under-utilized. A common failure of internal auditors becoming internal consultants is that the company and the consultants both expect their job duties to be driven by functional department manager they are assisting. However, successful consulting demands a proactive approach where the relationship is between equals. Consultants often must challenge the d
Tags: Accountants, Marmon, internal consultants, Data gathering, internal and external customers.
Abstract This paper evaluates the advisability of employing someone for the position of Accounts Manager in the cases study of Diversico Management Consulting, Inc.. The author points out that the stated objective for this case is to justify the capacity of the Company to fund the salary for the new Accounts Manager position through more effective use of the Company's current assets.
From the Paper "A proposal has been made at Diversico Management Consulting Inc to employ a person for the new position of Accounts Manager. The annual salary cost for the Accounts Manager position is projected to be ... . Before a person can be employed for the position of Accounts Manager, the company president has demands that the Accounting Department at Diversico Management Consulting, Inc. provide evidence that the Company can afford to pay an additional per year in salary for the new position. The stated objective for ..."
Tags: Diversico Management & Consulting, Current Position, Accounting
Abstract The paper discusses the reasons why a company may want to hire an external consultant, the relationship between executive management and the consultant, how internal consultants differ from the external consultant and the features of the external consultant. The paper shows how external consultants can offer capabilities that do not exist internally, but notes that an organization must be careful to avoid unscrupulous characters. The paper highlights how good communication and due diligence are the keys to a successful relationship and a positive experience.
Outline:
When to Hire A Consultant?
Executive/Consultant Relationships
Internal Consultants External Consultants Conclusion
From the Paper "Hiring a consultant is often a costly endeavor for a firm. However, there are times when an outside consultant is necessary. When the job entails skills that are outside the core competencies of the firm, it is sometimes necessary to engage the services of an outside consultant. However, there are many questions involved in this decision that must be considered in the process. For instance, does one hire a consultant on a permanent basis and make them an inside consultant, or should one hire an outside consultant every time there is a need. This research will explore the pros and cons of the working managerial relationship with outside consultants."
Tags: short-term, goals, talent, bias, objectivity, communication
Abstract This paper explains that psychology consulting involves a psychologist working with a team or group of people to make recommendations concerning psychological matters within the group. The paper offers some examples of where consultants might be used, such as in hospitals, the police and crime investigations, and university studies. The paper shows why a psychology student might choose to go into consultancy over private practice. The paper then shows the various stages involved in the consultancy process, from initial contact through to termination of the problem at hand.
From the Paper "For psychologists who have been engaged in consulting, one thing that they are all likely to discover is that the nature of psychological consulting is the same regardless of the medium in which it is performed. This means that a psychologist who consults for a corporation will find that much of the type of work he or she does there will be similar to the type of work that will be done while consulting for a non-profit organization, or any other group. This is because psychological consultants are most often brought in to an organization in order to help the members of that organization to deal with the interpersonal issues that affect them at work and that affect their work performance."
Tags: medical, patient, clinic, hospital, university
Abstract This report looks at some of the issues facing hospitals in terms of consulting and marketing within the hospital. Specifically, the report looks at consulting and marketing in regard to Medicare programs and perceived problems in the current system that limit the delivery of quality healthcare to all and not just some clients. The paper also looks at what obstacles exist to successful marketing and consulting relationships in the healthcare environment. The report concludes with recommendations for future research, which also has been impacted by the new competitive healthcare environment in a way that has many hospitals and other healthcare facilities such as nursing homes and home-care providers struggling to make ends meet.
Introduction
Consulting and Marketing in the Hospital Environment
Medicare
Problems in the Current System
Obstacles to Effective Marketing
Proposed Solutions
Effective Research
From the Paper "As mentioned above in the introduction, consulting and marketing are especially important to the present hospital environment, because of changes in the managed care system which has made hospitals more competitive, thus requiring more marketing efforts than was previously the case. Before the proliferation of the managed care system, hospitals were working on a basically cost-stable paradigm in which administrators did not have to worry overmuch about the financial bottom line, because the market was generally regulated and not thrown open entirely to a free enterprise type of system. Thus there wasn't much call in this epoch for marketing in terms of its being a necessity rather than a luxury that some hospitals could afford. But with the changes in managed care, including the proliferation of Medicare, which happened in the latter part of the twentieth century, this situation changed, making marketing and consulting move more towards the forefront of many hospital operations."
Tags: managed, care, system, providers, cost-effectiveness, stability, client, welfare
Abstract Specifically, the manner in which it consulting and research constitutes an intervention into an organization. This fact has diverse implications for consultants and their observations and research. Primarily it means that researchers and consultants must be aware of their inherent impact and filter that from their findings and recommendations.
Abstract This paper explains some of the key ways for companies to execute effectively consultative selling. The author points out that the first part of successful consultative selling is to understand that the goal is not to make sales but to make customers by identifying customer needs so that you can help them. The paper stresses that the sales person must co-manage the continuous relationship with the customer, and the entire organization must be willing to enter a collaborative relationship.
From the Paper "In this new time, the old vertically integrated enterprise model business has decomposed into two types of restyled organizations. One is the Tier 2 Business - the process-driven and product-based manufacturer that does not need a sales force because it does not "sell". Instead, its output is brought under strategic alliance by Tier 1 Businesses acting as multi-vendor distributors and systems integrators on behalf of their customer-clients. Tier 1 businesses are staffed with co managers who work in a long-term partnership with the customer's operating managers."
Abstract This paper discusses the growth of management consultants in the United Kingdom and identifies the changes that have been noticed in the role played by consultancy industry. It also examines the changes in the rate of growth this year to find out how the industry is being influenced by the current economic slowdown.
From the Paper "The management consultancy industry is growing very rapidly in the United Kingdom. The industry has seen tremendous growth in last decade and in the year 2000 despite the slow-down in the world economies; the management consultants mushroomed in the country. A management consultant is a person who offers professional service o businesses and the public in general. It is the job of a management consultant to identify the problem for which he has been contacted. After assessing the problem, he would review the company's strategies and policies to find out where they might be clashing with the market trends."
Abstract The paper seeks to identify the assumptions underlying public consultation and some suggestions and recommendations for the practice of public consultation under different flags.
