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Cañas, Arbiegail D. Naranjo, Pauline Mae L.
TYPES OF MAS ENGAGEMENTS
Dimensions of MAS a. Nature of the problem b. Service delivery area c. Phase(s) of the analytic process d. Techniques and methodologies applied e. Industry (or nature of the organization) to
which the client belongs f. Geographical area(s) where the engagement take place
Nature of the Problem
a. Corrective Problem - involves a situation in which conditions have worsened - usually arises suddenly and demands urgent action b. Progressive Problem -involves an existing situation that can be improved c. Opportunistic Problem - involves a situation in which a future opportunity exists - may lead to more risky and more potentially rewarding courses of action than corrective and progressive problems
Service Delivery Area Units. portions or different functions and activities of the client company to which the problem situations may exist and that the consultant has the responsibility and accountability to deliver services .
0 Administration International operations .Example: 1.0 7.0 Marketing Procurement Research and development Packaging 9.0 2.0 8.0 6.0 General Management Manufacturing Personnel Finance and accounting 5.0 10.0 3.0 4.
11 Financial information and planning .4.8 Financial planning 4.3 Short-term planning.9 Valuation and appraisal 4.4 Credit and collections 4.2 Cost Accounting 4.0 Finance and accounting 4.1 General Accounting 4.5 Long-range financial planning 4. budgeting and control 4.6 Capital investment 4.7 Marginal income analysis 4.10 Taxes 4.
whether it be a routine evaluation of operations or a special research study of customer attitude. e. c. b.Application of the Analytic Process a. . Identifying the objectives Defining the problem Finding out the facts Developing the solution Implementing the solution These phases represent the dynamic aspects of an engagement and are employed in every engagement. d.
Techniques and Methodologies Applied . example: problem – capital investment evaluation techniques and methodologies – whether to apply NPV. IRR or payback method .Different techniques and methodologies are applied depending on the problem identified and/or the needs of the company.
Industry Or Nature of Organization A client who is the subject of an organization may be a privately owned business firm. a government agency. . a professional association or some other type of organization. or not-for-profit nongovernmental organization.
Geographical Areas A consulting engagement may be restricted to a single location. It may event involve locations in foreign countries. It may also involve multiple locations such as the several production plants and warehouses of a large manufacturing firm. such as the home office of the client. .
and 5. organizing and controlling 2. The conduct of special studies. planning. preparation of recommendation. The improvement of policies. and mathematical techniques and methods. methods and organizational relationships 4. concepts. data processing. The application and use of managerial accounting and control systems. systems.AREAS OF MS PRACTICE Management consulting can relate to areas such as: The management functions of analysis. 1. The introduction of new ideas. procedures. . and methods to management 3.
Staff recruitment 8. Developing proposal for financial support 7. c. Marketing strategy development 3. b. Marketing research 2. New product development 6. d. Business planning and development (PFS) Information systems consulting Management/operations audit Business process improvement/reengineering Others such as 1. Planning sales force activity 5. Developing promotional campaign 4. Exporting and international market . e.Common Types of Consultancy Work a.
and find out if the investment of time and other resources will yield an attractive outcome.Business Planning & Development (PFS) What is a project feasibility study? A feasibility study is a preliminary examination into the possible benefits associated with undertaking a particular activity or venture. The key reason of the feasibility study is to consider all aspects associated with the project. .The first task the consultant faces is to establish exactly what the client wants from a business development project. .
Common outcomes desired from business development: a. Development of new products d. Expansion of the business into new market sectors c. Internal structural reorganizations . Growth of the business within its core markets by capitalizing on market growth or markets share increase b. Increasing profits through cost-reduction programs e.
adds value. particularly in developing and understanding the information needs of the business. the way in which information flows around the organization and the competitive advantage that might be gained through investment in information technology. . information systems are usually based on computer technology which require a good deal of technical expertise to implement. however.Information System Consulting Management information systems aim to collect and organize information and present it to managers in a usable form. Nowadays. The non-technical consultant.
identify areas for improvements and make recommendations to improve performance . .Management/Operations Audit Operational audit .the main objective is to assess entity’s performance.also known as “performance audit” or “management audit” .a study of a specific unit of an organization for the purpose of measuring its performance. particularly the effectiveness and efficiency of operations.
and the implementation of the change in all its complex technological. the actual process design activity. quality. and speed... service." .Business Process Improvement/ Reengineering ". human.” "encompasses the envisioning of new work strategies. and organizational dimensions. such as cost. the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical contemporary modern measures of performance.
To eliminate unnecess ary steps 2. To reduce costs .BUSINESS PROCESS 1. To reduce opportuni ties for errors 3.
refers to the MINDSET of employees.KEY FACTOR Successful Implementation of business process improvement or reengineering high employee involvement and participation Long term employment Sense of teamwork . values and goals. Strong Functional Culture . including their shared beliefs.CULTURAL FACTORS ORGANIZATIONAL CULTURE .
.MANAGING ORGANIZATIONAL CHANGE Employee Assistance (recurrent problem) Real improvement can be successful if management uses the improvement to generate more business rather than to cut the workforce.
CHANGE CHAMPION – an individual who recognizes the need for change and seeks to bring it about through his or her own efforts. SUCCESFUL CHANGE OF CHAMPION at a high level in the organizational hierarchy Has strong entrepreneurial skills demonstrates political influence within the organization has the ability to persuade and motivate others .
WELL-DEFINED PROCESS ESTABLISHED FOR CHANGE Timetable for certain activities A set of well-articulated goals Follow-up Employee should be aware of: The goals of the program The process by which the program will be implemented and evaluated The employee’s role in making the program a success .
OTHER TYPES OF CONSULTANCY WORK .
To enable managers to dedicate valuable resources in a more reliable way . To obtain information which managers can use to support their decision-making b. OBJECTIVE: a. To reduce risk c.Marketing Research It is the process through which managers discover the nature of the competitive environment in which they are operating.
quantitative research b. SUBDIVISION: a. . qualitative research Secondary Research – based on information that has been collated earlier for reasons other than the project at hand.TWO TYPES: Primary Research – is information collected for the specific project.
In global marketing. joint ventures or direct investment. maximizing the business return from your marketing efforts. this strategy can be implemented through exportation licensing. The Marketing Strategy Process Having a strong marketing strategy process in place helps to ensure that your marketing activities remain aligned with your business goals. .Marketing Strategy Development DEFINITION: A product-market strategy whereby an organization introduces its offerings to markets other than those it is currently serving.
The typical campaign uses different media resources including internet. television. . and print advertising.A series of advertisements using various marketing tools that share the same message and ideas to promote a business or event to a target audience. radio.Developing Promotional Campaigns Promotional Campaign . newspapers.
Planning Sales Force Activity KEY ISSUES: Overall organization of the team 2. . Sales team motivation 4. Planning Sales campaigns 1. Sales team training 3.
. This type of development is considered the preliminary step in product or service development and involves a number of steps that must be completed before the product can be introduced to the market. New product development may be done to develop an item to compete with a particular product/service or may be done to improve an already established product. New product development is essential to any business that must keep up with market trends and changes.New Product Development Process of developing a new product or service for the market.
Developing Proposals for Financial Support Four Critical Areas: 1. Developing communications with funding providers. Evaluation of the business’s investment needs 2. particularly in relation to proposals and business plans . Identification of funding providers and how they might be contacted 3. Developing an understanding of the criteria employed by funding providers and how these might be addressed 4.
developing assessment criteria. assessing the firm’s human resource requirement 2. advice on the reimbursement packages new recruits will expect . interview procedures and possibly psychometric testing of candidates 4. creating advertisements (with insights into both message and medium) to attract the right people 3.Staff Recruitment Important Contributions: 1.
.Exporting and International Marketing The most successful moves into international operations are those which are based on sound preliminary research and a thorough understanding of what to expect. The consultant can assist this process of discovery.
edu/tcsgpolicy/docs/05-0102.htm https://tcsg. GIC Enterprises & Co.. Elenita B.com/what-is-afeasibility-study.html\ . GIC Enterprises & Co. Jekkel. Manila. Recto. Inc.wisegeek.References: Cabrera. Auditing Theory. Ma. et al. Management Consultancy.. 2010 Salosagcol. 2011 http://www. Recto. Inc. Manila.
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