MG 622 REVIEW QUESTIONS AND

Please give brief answers to each question and submit for assessment towards
the end of the semester. They will count as one of the continuous assessment
tests.

Note you will have do read beyond the materials that have been uploaded in LMS.

Question 1 Nature and purpose of management consulting

1.1 What do you understand by the term management consulting?
1.2 Mention five generic (Kwa jumla) purposes of management consulting
1.3 Describe ten principal ways in which consultants can be used.
1.4 What are the fundamentals of the consulting approach?
Question 1 [30 Marks]
a) What do you understand by consulting management? [10]
b) What do you think are 5 key skills required to be possessed by a
successful management consultant? [10]
c) Why is change management crucial for clients and how should one
generally approach it? [10]

1.1 10 Marks

a. What do you understand by consulting management? [10]

Management consulting refers to both the industry and practice of helping organizations
improve their performance, primarily through the analysis of existing business problems
and development of plans for improvement.

Management consulting is an advisory service contracted for and provided to

organizations by specially trained and qualified persons who assist, in an objective and
independent manner, the client organization to identify management problems, analyze
such problems, recommend solutions to these problems, and help, when requested, in
the implementation of solutions.

Management consultants are those organizations and/or individuals that participate in

the process of management consulting within a framework of appropriate and relevant
professional disciplines and ethics designed for the activity of management consulting.

1.2 10 Marks

b. What do you think are 5 key skills required to be possessed by a successful

management consultant? [10]

The successful management consultant requires a combination of skills to be able to

provide strategic and tactical solutions to a client. These include:

 Change management skills

Change in managing, this transition from the old position to the new. You are unfreezing
the old state and refreezing the new state so that it becomes established. Consultant
Need to know change management skills for information and some practical
suggestions to ensure change will not affect organization or project but will cause new
reputation, new challenges that stimulate and test us or we can face the other way and
resist. The skills need to manage change are in constant demand for organization, in a
focused way with careful preparation and planning, those negatives can be minimized.

 Technical and business knowledge

Technical is commonly perceived to be that of physical tools (‘hardware’) used for

achieving any resource transformation. Very often the related know-how for either
producing or using the physical tools is not realized , assesses the development
organisation’s ability to construct and operate a proposed system. It seeks to determine
whether the prerequisites for successful commissioning of the project are available
technical it involves processes, methods, activities and tools used to operate business
or projectIts , good consultant promoters are fine technicians who are very competent in
providing advice on structures, systems, resource allocations and utilization in areas
such as production, technology, finance and accounting. They view the client’s
problems as mainly technical; the client needs a better cost control system, better
information on customer’s requirements and complaints, a stable network of reliable
sub-contractors etc

 Business understanding

Consultant also should be understood in deep about the operation of any business
concerned with an organization. Basically there are four functional areas in business for
organization there are marketing, production, finance and personnel so as consultant
must have enough skill and knowledge of ………..

 Ownership, management and delivery of solutions to clients

As the consultant you must understand different types for establishing or company or
organization ownership example sole Proprietorship, Partnership and limited company
include the percentage of sharing for the owner principle, requirement and registration
but also consultant should to know that
Clients typically approach hire an external consultant for two reasons first the client
expects the consultant to have more expertise than the organization’s internal resources
second because clients do not have sufficient time to solve their own problems or
implement their own projects. As good consultant you must be the expert in the industry
for which you are consulting. You must know what Customer need and suggest the right
solution approaches preferably, it should be higher or equal to that of your customer’s.

 Project delivery and risk management

Understand the whole process of the project from initiating, appraisal, apply finding to
donor, implementing, closing for finish of the project monitoring and evaluating and
operational skill. Also Risk management for project, risk is Circumstance that may
happen and affect negatively the project, the product, and/or the business. So as the
consultant must acquire enough skill to identify deferent type of risk can occur for
certain project, business product and service. Also how to analyze such risk , to draw
the plain to avoid or minimize it and to monitor and evaluate risk so to understand risk
management skill.

 Interpersonal skills

human side of organizations. Its roots are in behavioral sciences and its doctrine is
that, whatever the client feels and tells the consultant, there is always a human problem
behind any other organizational problem, whether technical or financial. If human
problems can be resolved in ways that can motivate, energise and empower people, all
other problems will be resolved or at lest their solutions will be greatly enhanced.
Organisational development (OD) and Human Resource Development (HRD)
Consultants are the typical representatives of this group.

 Ability to transfer skills to others

The main task of the consultant is to provide help , assist, advice or provide special
tanning to your client , its required that as consultant have enough ability to transfer
your skill to your client .You might be surprised at how often clients don’t really
understand the skill or services or deliverables you offer. When possible, avoid
misconceptions by explaining what you’ll provide through examples, prototypes, or
whatever will work to clarify communication fluently whether you talk to your customer,
In written form, or verbally, write e-mails, or requirements or specifications, you
communicate. Be sure that your potential clients understand what you offer. Don’t dilute
your value by performing tasks. You must be able to get what they mean even when it is
difficult for them to express themselves.

 Creative and analytical thinking

You need to be creativity to combine several seemingly unrelated features to achieve a

goal, which seemed unattainable, think outside the box, and find solutions outside the
boundaries of the application. At the same time keep your eyes and ears open for other
opportunities within the same client. Notice what systems are failing. Your skills and
talents might be needed.
  Adherence to a code of conduct and ethical guidelines

Consultant’s ethics contribute much in doing any business with high level of trust
between a client and a consultant. The problem with ethics lies in the fact that different
consultant’s areas specialization formulates their own code of ethics that may be
useless have little sharing of common attributes to form the basis for personal code of
ethics for most consultants regardless of area of specialization as listed below:

 Account for your time accurately and honestly

 Don’t make promises you can’t keep
 Follow through on your promises and don’t use inside information to your advantage
 Don’t recommend products or services that your clients don’t need
 Be openly, straightforward and direct without reserve or secretiveness and give your
honest opinion
 Protect your client confidentiality
Don’t break the law by doing anything that is against personal sense of ethics

1.3 10 Marks

a) Why is change management crucial for clients and how should one generally
approach it? [10]

A fairly common case is that of client who possesses (evil) the technical and managerial
expertise to run the organization, but has difficulties and feels insecure ( danger) when
organizational changes are anticipated and cannot be avoided.

Often these changes will put a lot of strain on people, since deeply rooted relationships,
work habits and individual or group interests will be affected. In such situations special
expertise sought from a consultant would be in change management for identifying the
need for change, developing a change strategy and plan, choosing and applying the
right approaches to encourage change and overcome barriers to change, monitoring the
change process, evaluating the progress made and results obtained, and adjusting the
approach taken by management at all stages of the change cycle

1.2 Mention five generic (Kwa jumla) purposes of management consulting

Achieving organizational purposes and objectives

 - Solving management and business problems
- Identifying and sizing new opportunities
- Enhancing Learning
- Implementing Change

Question 2 Range and scope of consulting services

2.1 Can you describe briefly the historical perspective of

consulting services?

2.2 What do you think will be the range of service provided?

2.3 Contrast between generalist and specialist consultants.

2.4 What are the main types of consulting organizations?

2.5 Briefly describe the term internal consultants?

2.6 Distinguish between management consulting and other

professions

2.7 Distinguish between management consulting training and

research

Question 3 The consultant –client relationship

3.1 Briefly describe the term expectative relationship?

3.2 What is collaborative relationship?

3.3 Briefly explain what is a client system

 3.4 Mention behavioural roles of the consultants

3.5 Discuss methods which can influence the client system

3.6 Describe counselling as tool of consulting

Question 4 Consulting and change

4.1 Discuss the nature of change in consulting

4.2 Explain how organizations approach change

4.3 How to gain support for change in consulting services

4.4 Explain how to managing conflict in consulting services

Question 5 Consulting and culture

5.1 Understanding and respecting culture: What does it mean and

why is it important

5.2 Discuss levels of culture

5.3 State ways of confronting culture in consulting assignment

Question 6 professionalism and ethics in consulting

6.1 Define a profession

6.2 Describe briefly the professional approach in consulting

6.3 Explain professional associations and codes of conduct

6.4 Compare and contrast certification and licensing

 6.5 What is legal liability and professional responsibility of
management consultants

Question 7 Entry – Explain the following steps of the entry process

7.1 Initial contacts

7.2 Preliminary problem diagnosis

7.3 What are Terms of reference

7.4 Assignment strategy and plan

7.5 Proposal to the client

7.6 The consultants contract

Question 8 Diagnosis

8.1 Discuss a suitable conceptual framework of diagnosis

8.2 What are the purposes and problem of diagnosis

8.3 Define “necessary facts”

8.4 Describe sources and ways of obtaining facts

8.5 How to do Facts analysis?

8.6 Feedback to the client – How to do it properly?

Question 9 Explain Action planning & the answer the following

9.1 How to search for ideas and possible solution in the action
planning
 9.2 How to develop and evaluate alternative for the action
planning

9.2 How to Present action proposals to the client

Question 10 Implementation of Consultant’s recommendations

10.1 What is the role of consultants in implementation

10.2 When should planning and monitoring implementation take

place

10.3 How to train and develop client staff??

10.4 Explain tactical guidelines for introducing changes in work

methods??

10.5 How to maintain and control the new practice ??

Question 11 Termination

11.1 What do you think will be the time for withdrawal of

consulting process?

11.2 Explain the term evaluation when terminating the consulting

process

11.3 Following – How to do it best?

11.4 Final reporting in termination of consulting process: issues

to focuss on??

Question 12 consulting in general and strategic management

 12.1 Explain the nature and scope of consulting in corporate
strategy and general management

12.2 What is corporate strategy

12.3 Discuss processes, systems and structure of consulting in

general and strategic management

12.4 Contrast corporate culture and management style of

consulting in various area of management.

Question 13 Consulting in financial management

13.1 What is financial appraisal?

13.2 Contrast working capital and liquidity management

13.3 Differentiate between capital structure and the financial

markers

13.4 Distinguish mergers and acquisition in financial

management

13.5 Explain finance and operation and state the use of external
financial markets

13.6 Define accounting system and budgetary control

13.7 Briefly explain financial management under inflation

13.8 clarify cross border operation and the use of external

financial markets
Question 14 Consulting in marketing and distribution management

14.1 The marketing strategy level

14.2 What are marketing operations

14.3 Explain consulting in commercial enterprise

14.4 what is international marketing

14.5 How physical distribution of consulting can take place

14.6 Discuss public relation of consulting in marketing and

distribution management

Question 15 Consulting in production management

15.1 Describe the methods and organization of production

15.2 Explain the human aspects of production

15.3 Highlight key consulting opportunities in production

management

Question 16 Consulting in human resources management

16.1 Briefly explain the changing nature of the personnel/HRM

function

16.2 What are policies practices of consulting in human

resources management? How human resources audit can be
conducted

16.3 What is human resources planning consultancy?

 16.4 Contrast between recruitment and selection

16.5 Compare and contrast between motivation and

remuneration

16.6 Briefly discuss labour management relation with respect to

consulting in human resource management.

16.7 Mention new HRM areas and issues that offer consulting
opportotunities

Question 17 Consulting information technology

17.1 What do you think is the role of IT in consulting

17.2 What is the impact of consulting information technology on

management thinking

17.3 What are the requirements for consulting information

17.4 Describe the range of services provided

Question 18 Consulting in small business management

18.1 What is the characteristic of small enterprises

18.2 Discuss briefly areas of special concern while consulting in

small business management

18.3 How is consulting in policy development

Question 19 Consulting for the informal sector

 19.1 What is different about micro –enterprises when it comes to
consulting?

19.2 Explain management problem of informal sector

entrepreneurs

19.3 What are special skills of micro enterprise consultants

Question 20 Consulting for the public sector

20.1 Explain challenges facing current friends in consulting for

the public sector.

20.2 Describe public sector environment

20.3 Describe success factor for consulting to the public sector

20.4 What are special areas of consulting for the public sector

20.5 What are the future perspectives of consulting for the public
sector

Question 21 Consulting in privatization

21.1 Name the principal clients for consulting in privatization

21.2 Describe the profile of privatization advisers

21.3 Discuss tasks of consultants in typical privatization process

21.4 What issues and risks involved in consulting in privatization.

21.5 Define post-privatization consulting

Question 22 Consultancy for productivity and performance
improvement

22.1 Provide a short history of productivity consultancy

22.2 How do we measure and analyze productivity and

performance?

22.3 Explain to design and implement productivity and

performance improvement programmes

Question 23 Fundamentals of consulting firm management

23.1 State the management challenge of the professions

23.2 How do we manage a profession service?

23.3 How do you manage the professional business of a

consulting firm

Question 24 The consultant’s firms strategy

24.1 Explain how you would develop a competitive strategy for a

consulting firm

Question 25 Marketing of consulting services

25.1 Describe the marketing approach of consulting services

25.2 Briefly explain the client perspective for consulting services

25.3 State and explain the techniques of marketing for a

consulting firm
 25.4 Explain briefly how marketing process can be managed for
consulting services.

Question 26 Cost and fees

26.2 What are the principal methods of fee-setting

26.3 Discuss the concept of value billing

26.4 Compare and contrast costing and pricing an assignment

26.5 What is the different between billing client and collecting

fees

Question 27 Assignment management

27.1 Explain structuring and scheduling an assignment

27.2 Explain how to manage an assignment execution

27.3 How can costs and budget be controlled for proper

management of an assignment?

27.4 How to prepare assignment records and reports

27.5 Things to be considered for closing an assignment

Question 28 Quality management and assurance

28.1 What is quality management

28.2 Mention the key elements of a quality assurance programme

for a consultancy firm
 28.3 Define quality certification

28.4 How quality can be sustained

Question 29 Operational and financial control

29.1 Explain: Operating work plan and budget

29.2 Explain: performance monitoring

29.3 Explain: Bookkeeping and accounting

Question 30 Structuring