Management Consulting Course: Week 1
The activities during the first week of study were associated with the students’ introducing to the basics of management consulting. Before reading the necessary materials, I had no the detailed information about the current situation in the field of management consulting that is why it was important for me to focus on the information presented in the credible resources on the issues of the sphere in relation to business and economics.
I know that management consulting is significant for influencing the aspects of the companies’ development in the context of the global economy. Thus, it was useful for me to determine the main tendencies in the global consulting industry with references to the ideas and opinions presented by Poulfelt, Greiner, and Bhambri in their work. According to the authors, today the global consulting industry is extremely influential, and it has the definite economic significance as it was stated at lectures (Poulfelt, Greiner, & Bhambri 2005).
Management Consulting Course: Week 2
During the second week, I was able to adjust to the system of the course, and now I am eager to learn and interpret new concepts. Concentrating on the aspects of history and evolution of consulting during the 20th century, I am inclined to refer to Wileman’s article and to pay much attention to the figure of James McKinsey and his role for the field’s development. It is possible to agree with Wileman’s idea that the modern management consulting is different in comparison with the trends of the 20th centuries because it is based on contemporary technologies and even IT-related consulting (Wileman 2002).
Thus, the consultants are forced to be very responsive due to the dynamic market economy which depends on the changing and economic environment. The consulting sector can relate to the past, but the current market is rather unpredictable.
Management Consulting Course: Week 3
During the third week, it was important for me to answer the questions about the project structure and professional nature of consulting as the key aspects of the specialization. The article written by Chelliah and Davis was helpful for me to rethink the project structure and the role of consultants according to their usefulness. Thus, there are various departments in any organization, and each department is assigned to perform particular roles and responsibilities.
Consulting partners play a significant role in the decision-making process, and project managers are involved in the day-to-day routine associated with the company’s activities. They supervise projects with references to consultant’s vision of the definite problem’s solution (Chelliah & Davis 2010). To function effectively, any company should have a well developed organizational structure to avoid the difficulties.
Management Consulting Course: Week 4
I heard about the Pyramid principle and rapport earlier, but I had no idea how to use these methods in the professional sphere. It was interesting for me to learn the aspects of the methods’ usage. I have compared the principles of the effective client-consultant relationship discussed at lectures with the information presented in Maister’s work on the particular features of the consultant’s practice (Maister 2004).
To communicate effectively, it is necessary to organize the oral or written message in a specific way. I have made the conclusions that successfulness of the oral communication is often based on the effective usage of the Pyramid principle and maintaining the necessary rapport when the written message is perceived effectively when it is organised logically. These aspects are actively used by leading consulting companies to structure and format reports and presentations (Maister 2004).
Management Consulting Course: Week 5
The information learnt during week 5 can be discussed as very important for me and for forming my personal attitude to the particular features of management consulting as a profession. The approach of critical view on consulting is helpful for determining the most controversial points related to the field. Thus, basing on Fincham and Clark’s discussion of critical perspectives on consulting, I paid much attention to such aspects as the risks associated with consultancy, the position of consultants as innovators, and the importance of the concept of trust (Fincham & Clark 2003). The additional readings helped me to realise the implications of the effective storytelling to evoke the clients’ definite emotions and the peculiarities of the Guru effect. Thus, now I can discuss the critical and analytical aspects of management consulting effectively.
Management Consulting Course: Week 6
During this week, I have learned the concept of consulting projects’ success which is based on using various tools and consultancy techniques, and it is associated with consultancy frameworks and with the procedure of creating management tools. I can state that I expected to start learning the techniques which help consultants to be effective in their activities. The considerations presented in the work by Fombrun and Nevins were useful for me to analyse the client-consultant relationship and the basics of the mutual cooperation (Fombrun & Nevins 2004).
When these two parties work cohesively, the consultation process becomes very smooth and efficient because the client is ready to share the business related problems and open to cooperation with the consultant. The success of the consultant’s work depends not only on his abilities in creative using techniques and tools but also on the character of relations with the client to satisfy his expectations (Fombrun & Nevins 2004).
Management Consulting Course: Week 7
During this week, we are concentrating on the problems of procurement, on work with clients, and on working out proposals. These points are crucial for the effective decision-making process. I can state with references to readings that exemplary consultants should be quick, responsive, and dynamic in their managerial duties in order to respond to the trends in the current economy (Fombrun & Nevins 2004). I have learnt that project management should be discussed as a critical consulting skill that is why I an inclined to refer one more time to the work of Chelliah and Davis to recollect the aspects of the project structure which are significant for developing the strategy to complete the task successfully (Chelliah & Davis 2010).
Management Consulting Course: Week 8
During this week of study, I focused on completing my individual assignment. This task helped me to realise the level of my competence achieved during the first half of the course in management consulting. In spite of the fact I can operate successfully with the basic notions associated with the course, it was necessary for me to recollect definite specific information on the problems of the client-consultant interactions and on the effective techniques which can be used achieve the goal of the client-consultant cooperation and meet the client’s expectations (Dawson 2005).
Management Consulting Course: Week 9
The information discussed during week 9 helped me to form my own vision of the consulting career. I discuss it to be very captivating because it is a real art, and to be successful in it, it is necessary to be skilful and active. Professional personalities play a major role in management as they use their expertise to overcome various organizational problems (Biggs 2010). In my view, the young competent employees should also be considered to bring in fresh input with their young innovative minds. The question I am inclined to ask myself about the exemplary management consultant is the problem of the correlation between the theoretical knowledge and practical experience.
Management Consulting Course: Week 10
During this week, I was introduced to a new topic on the consulting recruitment program. After completing the tutorials, I was looking for the material that addresses the issues of interviews. I have learnt that it is not only the interviewee who needs to prepare for this process, but it is also important for interviewers to prepare the questions that they intend to ask during the interviews. One of the secrets that I have discovered is that persons need to be rather composed and relaxed during the interview to achieve the success (Cole 1991).
The role of consultants in the recruiting process is significant. I received the opportunity to examine the question on the possible issues and challenges associated with the process with references to Ejenas and Werr’s article which helped me to answer the question about the controversial point of more business in correlation with less professionalism in relation to concultants.
Management Consulting Course: Week 11
During week 11, I came to understand that changes in any field or sphere are inevitable. Not only effective client-consultant relations are important to following organisation’s strategies successfully. Companies continue to realise their daily operations without being knocked-out of the market when managers response to the changes in trends within the global economic market (Dawson 2005). There is a great need to use theories and practical models which are relevant to organise the work of the management consultants on the base of the innovative approaches and technologies.
Management Consulting Course: Week 12
During the last week, I focused on the innovative approaches to providing consulting and on new types of consulting services. I have used the opportunity to learn more on the problem with the references to David and Strang’s ideas presented in the article where they concentrate on the certain dynamics and changes within the industry (David & Strang 2006). The discussion on new consulting ideas and innovations helped me to brainstorm over the previous tutorials and to conclude about the effectiveness of new approaches and studied concepts as I am inclined to use them in my practice. The art of critical thinking seems to be very important for making conclusions about the main management concepts.
Reference
Biggs, D 2010, Management consulting: a guide for students. Cengage Learning, London.
Chelliah, J, & Davis, D 2010, “But do you like your (expensive management) consultant?”, Journal of Business Strategy, vol. 31, no. 2, pp. 34-42.
Cole, G 1991, Consultancy management, Edward Arnold, London.
David, R, & Strang D 2006, “When fashion is fleeting: transitory collective beliefs and the dynamics of TQM Consulting”, Academy of Management Journal, vol. 49, no. 2, p. 215-233.
Dawson, R 2005, Developing knowledge-based client relationships, Elsevier, Amsterdam.
Ejenas, M, & Werr, A 2011, “Managing internal consulting units: challenges and practices”, SAM Advanced Management Journal, vol. 5, no. 4, pp. 14-22.
Fincham, R, & Clark, T 2003, “Introduction: the emergence of critical perspectives on consulting”, in T Clark & R Fincham (eds), Critical consulting: new perspectives on the management advice industry, Blackwell Publishers, Oxford, pp. 1-20.
Fombrun, C, & Nevins, M 2004 “Thinking like a consultant”, in C Fombrun & M Nevins (eds), The advice business: essential tools and models for management consulting, Pearson Prentice Hall, New Jersey, pp. 78-79.
Maister, D 2004, “The anatomy of a consulting firm”, in C Fombrun & M Nevins (eds), The advice business: essential tools and models for management consulting, Pearson Prentice Hall, New Jersey, pp. 17-32.
Poulfelt, F, Greiner, L, & Bhambri, A 2005, “The changing global consulting industry”, in L Greiner & F Poulfelt (eds), The contemporary consultant, Thomson South-Western, Mason, pp. 3-22.
Wileman, A 2002, “Confessions of a consultant”, Management Today, vol. 8, pp. 32-37.