Management consulting is the generation of value for institutions or companies, through the use of various techniques, knowledge, and assets to enhance productive operations and the performance of a business. This is accomplished by providing clients with objective advice and the implementation of organization solutions.
The consultancy profession is worth a while whereas, on the flip side, it can be indeed frustrating. Clients mostly hire consultants especially when they have no expertise to carry out certain duties. Many projects use consulting process whereby clients and consultants work together to reach an amicable solution.
In this paper, I will discuss three major things I have learned in this course and how I can apply them in future.
Firstly I will discuss the task of consultant in facilitating the client’s decision. Decision making is a major process for efficient management of any organization. The consultant agenda in this process is to influence the formulation of the decision in the organization and thus, very crucial for the consultant to be acquainted with how decisions are formulated in organizations (Kipping, 2012). Facilitation is the process of rendering resources, encouragement, opportunities, and support for clients, in helping them to accomplish the organizational goals. In facilitating, the consultant helps the group or clients to take control and be accountable for the way they proceed. The facilitator chiefly helps clients with the right process-type interventions to formulate productive decisions for the improvement of the organization. In this process, the facilitator objective is to improve the client system’s potential for learning to enable them fixes their issues. The facilitator here acts as passive since all actions and decision-making process are client’s responsibility. Therefore, it is easy to assert that consultant facilitators help in empowering the clients to fix their problems and not own them.
The other process is about the expert decision making. The other strategy is to comprehend when the customer places the decision making authority to the consultant. The notion of the consultant having substantial influence in the formulation of decision is credible once the consultant is an active decision maker or once he plays the role of expert. Under this process, the purchase-of-expertise model is discovered and it assigns several responsibilities to the client to identify the problem and though the consultant is the major decision maker in this process, he is not held responsible once the process goes wrong. The other challenge with the expert process is that clients are distanced from the problem solving process as the expert plays the role of politics and power role.
From the ongoing therefore, as a HR Manager I would like to be a consultant in future. My role in consulting for Mr. Leroy H for his Security business which is basically parking security for 3 churches in Cincinnati Ohio would apply the first process of consulting which is client process. In this process, I would let Mr. Leroy be the decision maker in all security business. In this scenario, I would act as a the friendly co-pilot in helping Mr. Leroy and I would only give ideas and advise on matters I find unsuitable for his security business. I would prefer this specific process to expert process because the expert process may raise ethical issues because as a consultant, I maybe in-charge of making Mr. Leroy’s decision but if things go wrong, I may not be accountable. I do not find it right for any client to allow the facilitator to formulate decisions for their business. My role in Leroy’s case would be helping him to formulate accurate decisions in his security business since he is the one who knows what he needs and his client’s interests. this will help Mr. Leroy to be part of the process of formulation solution in case a problem arises. It will also help him to be familiar everything that happens in the process, thus, fixing the problems earlier in advance.
Kipping, M., & Clark, T. (2012). The Oxford handbook of management consulting. Oxford: Oxford University Press.