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https://www.experience.com
http://www.caseinterview.com
http://managementhelp.org
http://smallbusiness.chron.co
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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 areHR consultants -------Specialised in HR
ISO Consultants------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 skills, process analysis, technology implementation,
strategy development or operational improvement services. Management
consultants may often bring their own proprietary methodologies or frameworks
to guide the identification of problems and to serve as the basis for
recommendations for more effective or efficient ways of performing work tasks.
Generic Consulting Purpose:
Achieving organizational purpose and objective.
Solving management and business problems.
Identifying and seizing new opportunities.
Enhancing learning.
Implementing 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?
ns:Management consulting has grown quickly, with growth rates of industry exceeding
20% in 1980s and 1990s. As a business service, consulting remains highly cyclical and
linked to overall economic conditions. The consultant industry shrank during the 2001
2003 period, but grew steadily until the recent economic downturn in 2009. Since then the
market has stabilized.
One of the reason for the rapid growth in consulting industry is every organization feels
that they provide best practices as they have relationship with numerous organizations.
They also provide their own methodologies to guide the organizations for effective output.
Q6. It is said that Independence is the most salient feature of consulting. Explain this
statement.
Ans:Independence is the most salient feature of consulting
It explains how much independence is given to the consultants in the organization. If the
access given to the consultants is less they cant explore the organization completely and
sometimes they cant be able to analyze the problems in the organizations to come up with
solutions.
If the consultants are given independence in the organization it will be helpful for them to
explore the problems in the organization and to come up with the solutions for better
output and to increase the organizations performance.
Q7.The growth and performance of the business of Management Consulting Industry
has also fueled a lot of criticism of consultants. What are the reasons? How can they
be avoided?
Ans:As every industry have back flaws, even management consulting industry also has
fueled a lot of criticism of consultants.
Management consultants are sometimes criticized for overuse of buzzwords,
reliance on and propagation of management fads, and a failure to develop plans
that are executable by the client.
More disreputable consulting firms are sometimes accused of delivering empty
promises, despite high fees, and charged with "stating the obvious" or lacking the
experience upon which to base their advice. These consultants bring few
innovations, instead offering generic and "prepackaged" strategies and plans that
are irrelevant to the clients particular issue. They may fail to prioritize their
responsibilities, placing their own firms interests before those of the clients.
Another concern is the promise of consulting firms to deliver on the sustainability
of results. At the end of an engagement between the client and consulting firms,
there is often an expectation that the consultants will audit the project results for a
period of time to ensure that their efforts are sustainable. Although sustainability
is promoted by some consulting firms, it is difficult to implement because of the
disconnect between the client and consulting firms after the project closes.
Further criticisms include: disassembly of the business (by firing employees) in a
drive to cut costs, only providing analysis reports, junior consultants charging
senior rates, reselling similar reports to multiple clients as "custom work", lack of
innovation, overbilling for days not worked, speed at the cost of quality,
unresponsive large firms and lack of (small) client focus, lack of clarity of
deliverables in contracts, not customizing specific research report criteria and
secrecy.
Values: to a large extent, determine behavior, but they are not directly observable
(as behaviors are). There may be a difference between stated and operating values
(the values the organization espouses, and those that are actually in
use). Organizational values are frequently expressed through norms
characteristic attitudes and accepted behaviors that might be called the unwritten
rules of the roadand every employee quickly picks them up.
Q. 6. What are the well known cultural models available for assessing
culture? Explain Geert Hofstede Model?
Ans:Dr. Geert Hofstede conducted perhaps the most comprehensive study of how
values in the workplace are influenced by culture. From 1967 to 1973, while
working at IBM as a psychologist, he collected and analyzed data from over
100,000 individuals from forty countries. From those results, and later additions,
Hofstede developed a model that identifies four primary dimensions to
differentiate cultures. He later added a fifth dimension, Long-term Outlook.
As with any generalized study, the results may or may not be applicable to specific
individuals or events. In addition, although the Hofstede's results are categorized
by country, often there is more than one cultural group within that country. In
these cases there may be significant deviation from the study's result. An example
is Canada, where the majority of English speaking population and the minority
French speaking population in Quebec has moderate cultural differences.
Power Distance Index
Individualism
Masculinity
Uncertainty Avoidance Index
Long-Term Orientation
the intense training needs for the benefit of MNCs, expatriates, and family
members.
It also provide a better understanding to the merits of the unique experiences of
expatriate managers in international assignments adjusting to the cross-cultural
conditions on global tours and confronting the challenges affecting their career
goals.
In order to succeed in a globally competitive environment, MNCs need to
effectively train expatriates in international capabilities, including fluency in
foreign languages and in the ability to adapt to different cultures.
Those international assignments can lower the probability of expatriate failure
through training programs.
This paper has been developed from the same tradition that the expatriate
assignment is often poorly performed in international business operation as a
result of deficiencies in training and learning.
It focuses on ways to improve and foster knowledge acquisition for expatriates in
MNCs' training and learning programs.
Q. 8. Businesses is rapidly losing geographical borders. How can
business managers avoid cross culture issues?
Ans:Understanding and appreciating cultural differences is not just ensuring you avoid
causing offence however. Attitudes towards business, the way they are run and
views on management styles can vary greatly in different cultures.
By keeping some minute things in day to day behaviour and attitude among
diverse people we can avoid the misunderstanding and cross culture issues.
Some of them areBody Language and Gestures.
Food.
Clothing and Colour.
Personal Space.
Additional tools and models.
Gender bias.
Socio economic background.
Building bridges.
This dimension refers to the amount of internal structuring, control and discipline.
A very easygoing culture reveals loose internal structure, a lack of predictability,
and little control and discipline; there is a lot of improvisation and surprises.
A very strict work discipline reveals the reverse. People are very cost-conscious,
punctual and serious.
Local vs. Professional
In a local company, employees identify with the boss and/or the unit in which one
works. In a professional organization the identity of an employee is determined by
his profession and/or the content of the job. In a very local culture, employees are
very short-term directed, they are internally focused and there is strong social
control to be like everybody else. In a very professional culture it is the reverse.