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GUIDELINES FOR CONSULTING PROJECT COURSE

(for students) 1. CONSULTING PROJECT: GENERAL INFORMATION
Consulting Project (CP) is a core course in the Master in International Business Program (MIB), Master in International Technology & Innovations Management (MITIM), and Master in Corporate Finance (MCF) programs, and an elective course for International Exchange Master-level and Bachelor-level students. In case of studying at CEMS MIM the Consulting Project course can be replaced with CEMS MIM Business Project. The academic and workload value of CP is 6 ECTS. The course was launched in 2006 and has been one of the most popular courses in the program. The course was based on the best practice of similar format courses in the leading international business schools (MBA programs and M.Sc. programs). Since then, the course has been developed further to bring a maximum level professional value both to the students and the companies involved in the projects as Client Companies (CC). The Consulting Project can be taken either during the Spring Semester of the1st year, or during the Fall or Spring semesters of the 2nd year. The major academic purpose of the Consulting Project is to challenge students to apply theories, concepts, models and tools from the Master program classes and from their previous academic background and to learn additionally. The Consulting Project (CP) is a research & business practice project where students act as a consulting team to analyze corporate issue(s) stated by the Client Company (CC). In the process of detailed work during 8-10+ weeks, the team sets the project goals and research areas, develops a strategy to reach the goal, and then implements it to achieve results and to produce sound recommendations for the company. Consulting Project is arranged usually at St. Petersburg international companies as a response to their requests through the Career Development Center of GSOM. In the Consulting Project students work in teams of 4-6 persons. The CP teams are built to balance international and local input in the CP work and to support students’ opportunity to link the Consulting Project assignment, their professional interests and their future career building networking needs. The CP teams are approved by the Master Programs CP Course Director. Each team elects a CP Team Coordinator who is the main contact person for communication with the team for the Consulting Project Academic Advisor (AA), a Client Company Representative, and CP Director when they need to contact the CP team.

2. CONSULTING PROJECT: SEQUENCE OF STEPS
1. At the request by the CP Course Manager, GSOM CAREER CENTER contacts international companies in St. Petersburg to get them interested in becoming a Client Company for the Consulting Project for master-level full-time and international exchange students. The companies and the Career Center discuss in general the areas of corporate interest to determine a CP topic. The Career Center explains to the company about the course that students sign up for the topics by themselves basing on their research interests, and that each team must have an Academic Advisor capable to navigate and supervise the students to find a sound solution to the problem set by the Client Company. The Career Center maintains contact with the Master Programs CP Course Director about the depth and scope of the possible topics. CP Course Director determines availability of a qualified GSOM faculty-member to act as an Academic Advisor in this area. Meanwhile the Career Center revises if all business communication at the Client Companies will be done in English, and if the motivation of the CC is enough to open access to the information and CC specialists to provide all necessary conditions for the CP assignment to be successfully completed by the students. 2. The GSOM Career Center at the request of Master Programs Office and CP Course Director arranges 1-2 guest lectures by a leading consulting company or independent experienced consulting professionals preferably during the first 2-3 weeks of the semester to provide a glimpse by a consulting insider of the secrets of successful consulting and its challenges as well. There can be other events/seminars/discussions valuable for CP students and given the status of compulsory ingredients of the CP Course. The final grade structure will reflect these compulsory elements of the CP Course: if each team’s attendance is under 75%, then there can be penalty points towards lower final grade for CP. 3. The Master Programs Department may arrange a Business Communication seminar (which can be added to the CP organizational meeting). Both the Guest lectures, seminars and Business Communication seminars are mandatory to be attended by CP students. 4. The Career Center together with the CP Course Director summarizes and analyzes the topics proposed by the companies and finalizes the list. 5. The drafted topics are discussed with Heads of departments at GSOM and individual faculty members to determine availability and interest from qualified Academic Advisors for the CP teams. 6. On-line registration shows the number of the students who signed up for the CP in the semester, and the number of available topics and companies is adjusted by the Career Center together with the CP Course Director. 7. The topics are sent to CP students and then sign up sheets are posted on the Master Programs Board. First-come basis for signing up is applied only. Each team must have at least 2 Russian language native speakers. 8. As soon as the topics are finalized, the list of the Academic Advisors gets finalized and appointed as well. The CP process detailed information, the role, functions and responsibilities of AA, compensation info and other CP course information are provided to them in electronic format. The role of AA is to advise, guide, suggest, and then to assess the team’s performance on the basis of “what could have been done to deliver the best consulting product to the CC according the pre-set requirements of CC” and “what has been done by the

team in reality”. AA can suggest to CP Director to lower or increase individual grade of a student from the team for specific quality of his/her input in the project. The Career Center provides AA with the contact information of the Client Companies representative(s). The Career Center also is available for any help in making the initial contact with the CC. 9. The Academic Advisors contact the Client Companies within 1-2 days after they are approved to work in the CP and discuss depth and scope of the CP students’ work required to achieve the objectives being set by the CC. 10. CP student teams decide on the major contact person or on other ways for the most efficient communication. 11. The CP Course Director arranges a meeting at GSOM to discuss the CP process, criteria and goals. At the meeting the CP teams elect the CP Team Coordinator and decide about the best time for the Initial Meeting at the CC premises. The CP team members also give to AA their short CVs with a focus on the academic and personal background to be forwarded to the CC with the purpose of pre-introduction of the CP Team and fitting of the topic, objectives, the depth and scope of the projected CP to the abilities of the students in the CP Team. 12. AA contacts the CC and arranges the Initial Meeting in such way that it balances the time availability situation of the CP students, so they do not have to miss other GSOM classes. Also, the AA discusses with the CC the details of the process, requirements to the CC by GSOM, the grading policy, grading components and criteria. AA also finds out from CC which criteria the CC will apply in assessing the quality of the CP work by the CP Team. AA asks the CC to prepare full information about the criteria to be given to the CP Team at the Initial Meeting. AA also collects Executive Summaries of each team-member’s professional profile to share it to CC as a supporting info for making the topic’s depth and scope ideal for this group. 13. The Initial Meeting happens. The picture of the CP work process, its deadlines and checkpoints are defined. There is some kind of confirmation (e.g. an email message) from the CC of the final version of the topic and requirements for the CP project work results and process. 14. After the Initial Meeting at the premises of the CC, and after an optional meeting with AA as a follow-up, the CP team submits to the CP Course Director the finalized topic of the CP with a signature (or electronic confirmation by AA), and a schedule of the planned work. 15. During Midterm the CP Team provides the CP Course Director with an Interim Report on the CP progress, accomplished work and challenges. 16. A special CP Course Commission is formed by the CP Course Director. 17. In about 8-9 weeks after start of CP, the CP Team develops a Final Report, and a special presentation of the accomplished work and results is held at the CC premises. The CP Team gets a grade 1-10 from the CC stated in the Assessment letter by the CC. CC gives a feedback after the Presentation. 18. AA and, if requested, CP Course Director provide a consultation regarding the Final Report writing and the Client Company & GSOM Presentation.

CP Director and representatives of the business community. CP teams are informed of the time limits of their presentations.to be shared with the CP Commission members. Presentations by all CP teams are held at GSOM to provide the Commission members with the opportunity to hear all presentations it evaluates. Academic Advisor submits his/her Assessment Letter in English after the GSOM Presentation. It is absolutely important to consider the Consulting Project work and contacts as a great networking and career-building opportunity. CP Course Questionnaires). the CP team-members fill in the CP Course Questionnaires. All other teams are required to learn from the other teams’ presentations and participate in the discussion of the projects. CP Academic Advisors or CP teams provide Client Company Assessment Letters in English after the CP Presentation. 22. the date and the Rm number are confirmed for the Presentation. CP team submits the Final Report to the CP Course Director 2 days before the GSOM Presentation .19. After the presentations. It is also advised to e-mail a “Thank You” note to the CC to support a good business contact for a further career development in Russia or internationally. 20. If requested. Failing to submit the Report on time results in failing the course or drastically lower grade for the course. . 29. 24. 26. 21. A feedback regarding the CP team’s performance is available from the CP Commission after the presentations of all teams are finished. 23. CP Teams get a copy of CC Assessment Letter for their files/portfolio for career-building and networking purposes. The Commission may consist of both GSOM faculty members. 25. Grades (are announced within 2-3 days after all necessary documents are submitted (Company Assessment Letter. to ask questions and to grade the teams. AA Assessment Letter.

and the scope of the project has to fit this timeframe. 1. Then AA discusses the initial information with the students. the students’ CVs with a focus on the academic background and achievements will be offered to the CC at the very early stage of the CP. If the scope of the work with the real-life business issue tends to extend beyond this time limit. In rare cases of no English language info/communication available at some stage of the CP process at the company. another Master students’ team next semester can continue to work on the issue at the next level. analytical skills. the CP work process specifics. work habits and motivation of the majority master students at GSOM are very high. among others. and at the very first meeting with the CP Team at the CC premises (CP Initial Meeting) the Client Company finalizes the CP topic. and the CP is viewed as a 2-way highway – the process which is beneficial both for the company and the school. 3.3. The academic background. 2. The students have the opportunity to integrate their previous academic experience and personal background with the new skills and ideas developed during the CP process. and analytical approaches. The CP is designed to be a challenge for the students to provide the best possible consulting service to the Client Company. it is very important that all business communication between the CC and the CP Team is in English. information sources. and GSOM doesn’t charge anything from the CP students either. challenging topics and issues are exceptionally welcome. . The Consulting Project students do not receive compensation. The Academic Advisor is also the first contact person of the CC to discuss the topic in detail. It is important that the initial contact of AA and CC includes participation of the CC experts and staff who are necessary for successful implementation of the project. Since at least 50% of the CP Teams are from leading international business schools and the language of learning at GSOM is English. the objectives and assessment criteria as they are viewed by the CC and AA. They get an excellent exposure to a consulting process (learning as a consultant and as an informed client). It is absolutely important that the Client Company acknowledges the seriousness of the students’ input and importance of having the CP process with a high level of efficiency and effectiveness. There is no payment by the Client Company to GSOM. Consulting Project course provides students a consulting opportunity that leads to the next level of their knowledge and management skills level. Therefore. 4. CP lasts about 8-10+ weeks. To help the Client Company realize the level of ability of the master students of the CP. Therefore. GSOM’s goal is long-term cooperation. its depth and scope. CONSULTING PROJECT: CLIENT COMPANY PERSPECTIVE. the Client Company is asked to take necessary steps to reach it. After the Initial Meeting changes in the CP topic are hardly possible. The Academic Advisor of the CP team is the person who guides the students through their decisions about application of the business theory. the Russian speaking students of the CP Team can translate some limited amount of information for the other team-members. They are encouraged to increase their personal professional visibility and contacts as a good step towards their further career. concentration of research.

Another 20% is Academic Advisor’s opinion about the CP team’s work due to their professional ability to see the picture of what should have been done and what is done by the CP Team. and the ways of overcoming any possible barriers to do the best job in the CP project. no sound recommendations can be developed if there is no quality business research and analysis. 5. as well as the quality of their presentation and arguing skills. CLIENT COMPANY EVALUATION OF THE CP TEAM It follows from the idea of the Consulting Project that the Client Company opinion of the quality of work must have a high importance weight in the Final Grade for the CP. the CC evaluates the results of the work by the CP Team using 1-10 scale (10 is the best) and to reflect it in CC Assessment Letter. Some companies require the students to sign a Confidentiality Agreement. The students make a presentation and submit their CP Final reports to GSOM. It is also important to give the CP Team a feedback regarding any important aspects of their work in the end of the CP. mechanism and logistics of business communication with the company. It also benefits the goals. . The company is required to inform the students about the criteria no later than 3 weeks after the CP starting point. It is scheduled to be 30% of the Grade. Obviously. interim checking point in the work.The CP team will be avid to have the objectives of the project and to develop together with the CP and AA the framework and milestones of the further working process. deadlines. The majority of international companies do believe in the Integrity of the GSOM and international students. The issue of access to the information and data sometimes poses a barrier to overcome at the very initial and/further stages of the CP work. Therefore. The CP students are also strictly forbidden to disclose company’s confidential information during and after the CP work process. It is between the company and the students. effectiveness and efficiency of the project if the students have access to the previous research/work on the issue of the CP topic. and the latter are absolutely impossible without sound data and information. So the Commission’s grade makes 50% of the total grade and is based on certain criteria. and a special commission evaluates the depth of their research and analysis.

AA is expected immediately contact the CP Course Director and GSOM Career Center for assistance. and evaluates the level of achievement of the goal and objectives of the CP as they were posed by the CC. Academic Advisor’s grade is based on the principle: What could have been done by the team according to the Client Company’s expectations and criteria and what has actually been done by the Team. or any delays in the work process jeopardizing the success of the project. or of a lack of readiness by the CC to play its role professionally. accomplishments. arranges communication with the CC representative. its scope. The AA makes himself/herself available for communication by the CP students on all aspects referring to the CP process when they need his/her assistance. and adds up any comments about the CP team. discusses the topic with the CC at a preliminary stage.4. and in most cases AA has his/her major professional research interests in the field of the CP topic. it is very important to discuss with the company also the criteria the company will be using in assessment of the results of CP and their presentation. The AA estimates the depth of the topic. advises on the various aspects of the CP. supervises the CP students process. scope and CC vision of the CP work. and to inform the CC that the grade by CC is 30% of the Final CP Grade the CP Team will get. their strong and weak points and any other relevant areas. The AA gets the contact information for the key person supervising the CP at the Client Company and within 1-2 days contacts him/her either to appoint a CC visit by the AA or to have a detailed telephone discussion the specific CP topic. The AA also develops a grade to the CP Team using 1-10 scale. This grade’s weight is 20% in the Final CP Course Grade. Also. the complexity and soundness of the solution. including the CP Initial Meeting timeslots convenient for the CC. Besides planning the timeframe and the process of the CP. it is important to discuss the mechanism how the CP students will have access to the data necessary to do the CP on the best possible professional level. In the end of the CP the AA issues a Letter of Assessment about the quality of the CP work. supervises the presentations of the CP at the CC and at GSOM. CONSULTING PROJECT: ACADEMIC ADVISORS Each team has one Academic Advisor (AA) who is a GSOM faculty-member or a post-graduate student recommended by the Head of the department. structures the research process. In case of seeing any issues of accessibility of the CC experts (staff) necessary for successful implementation of the project. AA must have a working level of Englishlanguage proficiency. The initial stages of the CP are very important. . highlights the challenges. In case of a lack of understanding by CC of its role. goals and process. the AA has to immediately contact the CP Course Director and the GSOM Career Center for urgent assistance to solve the issues or just to provide the lacking information to the CC when it is available. assesses the work of the CP team. AA gives his/her grade basing on the semester work and final report and states this grade in his/her Letter of Assessment before the Final Presentation of the CP at GSOM. criteria in the future evaluation of the CP work. and acts as an academic link between the CC and the students. expectations.

but this choice must be approved 1 month before the CP starting date. Also. including the courses already taken by them and any other experience related to the CP and the company business are very important to get attention of the reader from CC. communication skills development are important objectives of the CP work. . and his/her final grade will not be impacted. CP Teams are strongly advised to do independent reading about Consulting as a business. an extensive research shall be started by the CP Team to prepare for the Initial Meeting at the CC premises – immediately after the team members sign up for their topic. The major questions include the market and business environment situation that made the company choose the topic for the CP among others. he/she can get “Fail” for the CP project. Examples of a valid excuse: a documented sickness. its common tools and challenges. time. the Team or an individual member of the Team can get penalty points deduction from the CP grade as a result of the CP Director’s decision. In case of CEMS MIM education. it’s important for students to decide how the CP work will be spread evenly and efficiently. Therefore. CP team members are also requested to pass their current Resume to their AA for effective presentation of the background and expertise of the students. so actions to bridge the gaps towards organizational and other improvements of the CP course can be undertaken in a timely manner. and there should be at least 1 (2) Russian native per group to make the CP–related communication with the CC efficient. Each group can not exceed a pre-determined number based on the ratio of the students in the CP Course and the number of available topics. obstacles etc. Each team elects the team’s Coordinator who is the major contact person for CC. and if the team acknowledges this in writing. The learning background of each student of the team. AA and CP Course Director. the student can be excused. If a student fails to share the CP work as it is required by the team. the Business Project in the program can be considered as a replacement for GSOM Consulting Project.5. a job interview in another city or country. CP Teams start their work from the moment when it is formed as a list of names under the selected topic. Team-work. In case of missed compulsory for the CP Course events (total attendance under 75%). no full-time MIB or MITIM student can graduate until the CP is taken successfully. difficulties. and dedication as everyone else. In case of a situation when a student has devoted the same amount of work as the team but missed a presentation or a meeting and the team recognizes that the reason was absolutely valid. Sometime students choose to sign a “contract” among themselves to specify the roles and efforts of each team-member and to avoid a situation of a “free-rider” in the team. Each student in the team gets the same grade in case if he/she shares the same amount of efforts. It is crucial that the CP team keeps the CP Coordinator and the team’s AA posted about additional challenges. CONSULTING PROJECT: THE TEAM Students sign up their names for each topic after a list of available preliminary topics and companies is posted. Since the CP is a core course in the MIB and MITIM programs. It is possible when a student or a group of students suggests a topic and/or a company for their CP. time & project management. The preparation for the Initial Meeting stage shall be discussed as one of the major issues with the AA of the CP Team at the first meeting.

There are 2 approaches to be considered: (1) development and enrichment of knowledge and expertise in the area of your Master Thesis and your central interest (if applicable). Get on Internet and learn about the company. read about the strengths and weaknesses. 4. They are designed to facilitate the CP work process and to “tune” you to consulting. The CP course requires that you attend and participate in special guest lecture(s) and workshop(s) dedicated to the consulting business and business communication. CONSULTING PROJECT: PLANNING SUGGESTIONS FOR CP STUDENTS 1.g. It’s important for all parties involved in the CP not to underestimate or overestimate the research and analytical abilities. and if a team needs to acquire complex and very new knowledge in a “tough” area of business and research. format and read-proof it elaborately. Your and other students’ input in development of the company profile will be a very important starting point to prepare for the Initial Meeting with the CC and to bring your further CP discussion there at a much higher level. Discuss in detail with the AA and your peers the preliminary topic (to be finalized at the Initial Meeting with the CC). Fill in the spots immediately. Prepare good indepth questions to find out about the “secrets” of successful consulting and related to various aspects. it is your professional “face”. the grading process considers a possibility of additional points to the team for the challenge and efforts. Client Companies are advised to go through the CP team members’ Resumes/CVs focused on their academic background and achievements . then draft the objectives and a list of questions. Read carefully all chapters in the Consulting Project Guidelines. Follow the schedule. Why do you think it wants you to work on this topic? Analyze the situation in the CC’s industry and market. Choose the topic and company from the list posted on the Master Programs Office as soon as it is available. such as effective & efficient work with clients. AA and/or discuss them at the CP Meeting (s). Think of the theoretical business models your team may need to approach the major issue of the topic. Make a list of questions and do not hesitate to address them to the Master Programs CP Course Manager. as well as CP work time availability of the CP team-members in the process.6. and suggestions for the CC. . 7. opening data and information for your research on the CP issue. and GSOM Career Center Director will be present. 2. When adjusting your CV. This special CV needs to be finished and sent to your AA in electronic form by the CP Meeting at GSOM. Please. CP Course Director. remember that your CV and a further Initial Meeting at the CC are good indicators of how good you will be as consultants and if the CC will feel comfortable working with you. Review your current CV (Resume). 5. convincing /negotiating with clients. when all teams. AAs.to see how complex and professional the objectives and CP requirements should be developed by CC. be business-smart – inform and apologize about the delay in advance and ask a permission to extend the deadline and then meet it. Some areas are very challenging. (2) broadening of your professional flexibility by adding new knowledge in a new area which is in a high demand in the current/future business environment (e. innovation management etc). opportunities and threats of the company. Think of every word of the topic and list all the questions you may have at this point. Develop the important checkpoints of the CP process for the Semester. supply chain management. 6. Your next step is CP Meeting at GSOM. 3. spell-check. reporting and presentation standards etc. comments. If your team is falling slightly past the deadline.

Be ready that the meeting may be appointed for early morning or early evening not to miss any classes at GSOM. The AA is appointed to guide you in the project and to make sure that everything possible is done to help your CP Team reach the objectives of the CP work. priorities you will see in the CP work on the issue. the confidence based on your background. In the beginning of the CP discuss with your AA his/her schedule and the best time and day of the week when your CP Team can contact him/her for an opinion. Listen attentively. You have a team you are responsible for as well. ask practical questions (about the procedure of your work at the CC. To be able to analyze the information quickly. Clearer the picture of your CC and its vision of the results is. Be on time for the Initial Meeting at the CC premises. the reading you have done about the company and industry both on the Russian and international level will prove to be very useful. . advise. critique etc. 11. so plan accordingly. If necessary. Discuss with your team-members the goal of the meeting. as well as the schedule of the steps in the project by the CP team. 10. As a result of the Meeting you will also need to get the CP topic finalized. your knowledge about the company and its standing on the market.if it is necessary for your CP success. about the access to the info and the people from other departments. etc). be ready with good questions to develop a very clear picture what the client wants and expects from the CP. both Russian and international. Basing on this interim report your team will get “Pass” as a midterm grade in the CP. easier and more enjoyable the CP work will be. In the end of November (Fall Semester) or in the end of March (Spring Semester) your team must send an Interim Report covering the work accomplished by this date with a signature (or an electronic confirmation) by your AA. There can be traffic problems. AA will contact the CC to find a time slot and date convenient for everybody to meet at the CC premises.8. At the Initial Meeting at the company it’s important to introduce yourself. to show your motivation. After the Meeting the CP team must send the finalized CP topic to the CP Course Director. The meeting is important to get answers for the questions you will raise. achievements and potential as aspiring professionals. Ask about the criteria the CC will be using in assessing the quality of your Team’s work. suggestion. help. the issues you may identify. 9. express your concerns.

and introduction of the CC employees from the departments which can/need to be involved in the CP process for the best CP work results. CONSULTING PROJECT: INITIAL MEETING WITH THE CLIENT COMPANY GET READY!! COME PREPARED!!! Goals: A. Meeting the team. election of the Key Coordinator of the CP Team. Discussion and finalizing of the CP topic. B. Development and discussion of the CP objectives and scope of work for 8-9 weeks of the CP. planning of meetings and landmarks for the CP process. E. Any other parts of the agenda developed by the CC and AA to be discussed at the Initial Meeting. as well as CC expectations and criteria. if needed. C. During and after the CP work process CP students are strictly forbidden to disclose any company information which it considers as confidential. Elaboration of further cooperation process. Academic Advisor. G. F. Presentation of the company in relation to the CP topic. Signing of Confidentiality Agreement by the CP students and AA. D.7. Answering to team’s questions. . e.g.

GSOM Commission 50%). concentrate to overcome them. Discuss the final version of your topic as it was stated at the CP Initial Meeting in connection with the professional experience of your AA and his/her approaches to the topic. If you see hurdles (such as a lack of information from the CC or any other issues). Moreover. the CP team is supposed to provide the CP Course Director with a finalized topic of the Consulting Project. Discuss selection of the previous research. or it can be a printed version with AA’s signature. think both “in-box” and “out-of-box” to accomplish the best. GSOM has an outstanding business library. . with an emailed confirmation by the AA. and stick to the plan. corporate annual reports.first discussing the issues with your AA. Therefore. literature and other publications.8. the AA will assess your work basing on his/her vision of what should have been done to solve the issue of the CP. They are all to help you and to achieve the best CP learning experience. Discuss and select the aspects of the CP issue which require the priority attention in the research and analysis and the central position in your CP work. Plan the schedule of the further work with your team members and with your AA. etc to acquire a thorough knowledge of the area of your CP topic and to achieve the quality as expected by the CC and GSOM in this course. The Bibliography is an important part of your CP Final Report and shall be presented in the format required by GSOM (See Appendix). CONSULTING PROJECT TEAM’S FOLLOW-UP MEETING WITH AA Academic Advisor has a double role of being an expert in the research and analysis and of being a supervisor to help the students find and keep the right track in their thinking and work process related to the CP. and what was actually done by the CP Team. and its staff can give you an excellent advice about location of the best Russian and international information sources. The weight of the AA grade in the Final CP Course Grade is 20% (CC 30%. web sources. consult with your AA and be open about any problems with the Master Programs Office CP Course Manager. As one of the major results of the Initial Meeting with CC and a Follow-up meeting with AA. look for the expertise for your project . To develop a high-quality analysis and to achieve a proper-level consulting process.

public speaking and presentation standards and other very important points to make your final stage and presentation of the results be highly assessed. as well as an overview of the next steps. If the CP team works according to the schedule and deadlines developed together with the CC. rules of business writing. Midterm period is the time when you need to have a clear picture of the expectations. the CP team will get a Pass grade for the midterm evaluation of the CP work. but to locate any issues which have turned into obstacles to achieve the best quality of the CP project results.9. AA and yourself. the core sections of the Final Report. an Interim Report is required (can be in electronic format). . the CP team is expected to file electronically a midterm report reflecting the stages of the CP work already done by the CP team. It can include a discussion of the challenges the group faced or faces and any other comments. and the Interim Report is submitted on time. CONSULTING PROJECT: INTERIM PROGRESS REPORTING & EVALUATION Besides emailing the final version of the CP topic after the Initial Meeting with CC and a list (description) of the steps your team need to take to complete the project as viewed by CC. The purpose of the Report is not only interim controlling of the CP process and quality of learning by the students. The Interim Progress Report must be confirmed electronically by the AA of the CP. criteria of evaluation. During the midterm period of the Semester (end of November and end of March).

Additional points are possible for a very high level of sophistication and novelty of the theoretical material or for an effective out-of-box approach. seminars of the CP Course. 4.10. Client Company Assessment letter with a grade 1-10 2. Conciseness & Quality of the Presentation. The total damage can be up to 30% of the total CP grade by GSOM Commission. the following criteria are used: · Statement and clarity of the objectives and proximity of the recommendations/conclusions of the project’s Final Report to the stated objectives. CONSULTING PROJECT GRADING POLICY & PROCEDURE Consulting Project is a course for which all students get a differentiated grade after the CP Report is filed and both presentations (for the Client Company and for the GSOM Commission) are done. All CP teams are expected to listen to the CP presentations by their peers and to participate in the following discussions. · Depth of theoretical study/research to achieve the objectives. · The quality and depth of the analysis required to achieve the objectives . The Academic Advisors are expected to be present at the CC and GSOM presentations of their groups and are welcome to participate in the discussions after each group’s presentation. Deduction of points is possible for missing any compulsory events. The Final Report is due 3 days before the scheduled CP presentation at GSOM for reviewing by the CP Commission members. Academic Advisor Assessment letter with a grade 1-10 3. GSOM CP Commission grade 1-10 GSOM CP Commission grade consists of the following components 1. For assessment of the CP work content reflected in the Final Report and Presentation. The decision is taken upon a special request by the team’s AA and by decision of the CP Commission. super initiative or innovations towards reaching an effective business solution in the CP. Questions & Answers 60% 3. Maximum is 10% of the total CP grade by GSOM Commission. GSOM CP Commission may include Master Program(s) Director(s) and any other GSOM faculty-members. lectures. The Grading Policy Client Company: 30% GSOM CP Commission: 50% Academic Advisor: 20% Criteria used for evaluation of the Consulting Projects 1. Final Report 40% 2. Also a representative of a consulting company or a representative of other type of business may be included in the GSOM Commission. to ask questions and make comments on the results of the CPs by other students. The GSOM CP Commission consists of 3 persons at least.

Bibliography and Report writing as used at GSOM Effort level to make it reader-friendly. In this case. with absence of spelling & grammar and other mistakes or sloppiness. . recommendations and conclusions as they are stated in the Final Report Clarity in presentation. Quality of the slides. 3. and it means that it is done on a competitive basis among the teams. structuring of the presentation to meet the Audience needs 2. Knowledge of the subject and clarity in the purpose of the presentation. Meeting the time limits. and professionally-looking GSOM Presentation quality criteria: 1. and the results. Dynamic nature of the presentation & enthusiasm of the presenting team 4. text. Highlighting the most important issues. the following criteria are used: · · · · · · · Close correlation between the objectives as they are stated in the Report and by the CC. 5. Team members get the same grade except rare situations when a specific team member happened to ignore the need to add his/her input in the team work as was expected by the team. Availability of all sections of information. there should be a written request from the team to exclude the student from the grading result. results. analysis and discussions to support the objective and achieving of the results. recommendations and conclusions. In this case the student will have to repeat the course. recommendations to achieve the focus of the audience. The CP is graded in ECTS. analysis and all other segments of the Final Report No misspelling or other signs of sloppy report-writing Level of organization of the written presentation of the CP work Following all rules of Reference.For assessment of the Final Report presentation. well-structured.

it’s important to address the requirements and expectations by both parties. The rule is if a message can be expressed in fewer words – do it. charts. depth of the research etc. The students should develop a clear picture of the criteria which will be used at the final point of the CP. The Recommendations shall clearly reflect the purpose why the reader would be interested to read your report . each section is supported by the next section of the report. etc. CC and CP Course Manager are the people to find out all details. DATA APPENDIX can be added for those who want to see the details used for the analysis and conclusions. Also. it is important to keep in mind the time limits at both presentations and that the level of knowledge of the problem roots and the problem itself is different for the CC & the GSOM Commission. regarding the format. content. data analysis methods.not just data. The format of the report is expected to highlight the “bottom line” of the work rather than just data and process. Be very logic in your story. Language requirements: it’s crucial to use quality English. to check the grammar. theory. AA. The Conclusions also may include the prospect of development a further research and analysis for a more complex solution for the the issue of the CP. just be ready to elaborate on these issues. RECOMMENDATIONS (actions by the Client Company based on the Results as the recommended solution of the CP issue) It is the BOTTOM LINE of the Report. tables. FORMAT. RECOMMENDATIONS The Final Report is developed for the CC AND the GSOM Commission as the target audiences. In a correctly written report. Individual recommendations and conclusions should be numbered and placed in separate paragraphs. and then again to proof-read everything. or to take another direction of the research to achieve a larger and deeper scope and to consider other alternatives for dealing with the issue of the CP. СP FINAL REPORT: CRITERIA. Results are a description of the assumptions. depth/scope of the work. e. to do a spell-check. Conclusions are a concise summary of the results. to avoid wordiness. CONCLUSIONS (including the prospects of applicability by the Client Company). the AA shall hold a Consultation before the CP Final Presentation at GSOM.g. . and also the recommendations and the conclusions are easy to find. to proof-read everything written several times. Therefore. and applying structural ways to prove your point help in most cases. If questions about the latter occur.11. Results contain data summaries. At the CP Team’s request.

4 Recommendations 4. 4. Final Project Core Part: 4. Statement of the results. charts. This Part may also include concise and limited comments on the achieved results of the CP. Conclusions CP Final Report conclusions are expected to be worded so that they reflect the goal and objectives of the CP as they were stated in the Introduction. Final Report Appendix It may include the data. 5.3 Description of the research and experimental/practical work done by the CP team to accomplish the objectives. There should be detailed and logically-structured description of the CP Team’s approach in their work on the issue. 6. objectives. theoretical and practical importance. Title page 2. 4. 3. the level of “novelty” of the issue for the current business practice. Relevant illustration of the results implication. . the solution and how they were accomplished. Discussion of a possible follow-up research work to achieve a greater depth/scope of a solution for the CP problem and adjunct problems the company and/or industry face.2 Business Theory applicable to the CP Issue. It should clearly state the CP topic.The Final Report shall have the following core parts: 1. 4. Introduction. BIBLIOGRAPHY (according to the format in Appendix 1) 7. Plan (Content) Samples of a Title Page and a Plan are available in the Appendix 1. exhibits etc to which the CP team refers a reader of the Final Report.1 Company and Industry Profile and Analysis related to the CP topic and objectives. It is important to keep in mind that a reader pays attention not so much on what could have been done and said in the work. 4.5 Prioritizing (if applicable) of the recommendations. but on the objectives of the CP work.

just feel strong. Possibly. Write a plan of your presentation and list the most important and winning points of your presentation. link your argument closely to what you want to achieve by this illustration. if you believe it is worth discussion. ignore it. Under-explanation is a way to create obstacles in the communication process and to lose control of its outcomes. . You don’t want this attitude from the people who are supposed to grade the quality of your work. Rehearse. establish an eye contact with several people in different parts of the room. calm. But doing it. If you have to illustrate your position or a statement. but foresee the questions. Smile. think of it as a misunderstanding. and if at any moment they have a difficult time to understand what you are saying. Do not be afraid to say the same thing that you have already said before. Listen carefully to every word of a question you may be asked. even if you will have to repeat yourself or overexplain. and this counts a lot. Any doubts you have about your presentation material. build “Question traps” when you will expect a question which you will be happy to answer Be calm. or they can’t find a reason to spend more time to listen to you. It is really sad when misspelled words or badly formatted images kill all your work with feeling of sloppiness of the presenter’s work. This would mean that the risk of interruption or pushing you towards the end of the presentation is very high. they want to get out. you will need to word it differently. and explain patiently your arguments/opinion/findings. more at ease everyone in the room is. your hard work will not be appreciated and your resultsrecommendations-conclusions are under risk to be ignored or neglected. Over-explanation achieves the goal of making the most confusing points clear. They ask themselves the same question. less confidence about your credibility will be in the room. so everyone will understand your position. as something that you cannot control. rehearse. Have a smile inside you. a body language message which may seem to you as lacking respect to your work as you deserve. Be dynamic. watch the body language and face epxressions of the listeners and stop yourself if you are sure that what you are saying is very clear. Answer to the question. positive. Proof-read your slides many times. time is precious. Therefore. a remark. Do not read the slides during the presentation. Possibly. and therefore. Happier you feel about the audience and your work. Just discuss the main point. beyond just keeping the listeners on track of your CP work process – if it is important to evaluate your final results and recommendations. and rehearse. everyone has this ability. If you come across with a question. no one wants to waste any time. Breath deeply. HOW TO PRESENT PROFESSIONALLY: Purpose-AudienceInformation-Organization –Style: Be Professional! Always keep in mind why the people sitting in front of you are listening to what you are saying.12. Invite for discussion. or if it doesn’t work. confident.

REFERENCES (AS REQUIRED FOR GSOM MASTER THESIS & OTHER WORKS). LITERATURE REVIEW. St. academic title) St. Petersburg State University Graduate School of Management Program _______ CONSULTING PROJECT TOPIC (CENTERED. NO QUOTATION MARKS) (NAME OF THE CLIENT COMPANY) Consulting Project Final Report by ____________ (name) (name) ______ ______________________ Academic Advisor: (name. TITLE LIST FORMAT.APPENDIX 1. TABLE OF CONTENT. Petersburg Year .

Chapter title………………………………………………………………………. 1. … Conclusions…………………………………………………………………………… Recommendations List of References…………………………………………………………………….SAMPLE Table of Content Introduction…………………………………………………………………………… 1.1 Paragraph title … 2. Appendix 1. Chapter title………………………………………………………………………. Appendix title…………………………………………………………… … page numbers . Appendix title………………………………………………………… Appendix2..

not just listed. comprehensive reference list at the end of the thesis. discussed. you will need to identify the key issues or questions that will be part of your thesis and then structure your literature review around those issues or questions. Sources are cited in the text of the thesis. The School of Management of the SPb State University uses the author-date system of source citation. that is. These can be invaluable sources of other relevant materials. has not already been done. that is. This would lead you into another point of view. The literature you identify must be read. The general rules for the author-date system are set forth in The Chicago Manual of Style. Do not rely on only one method for identifying relevant literature. has argued that that fierce competition has the Internet on the edge of a new wave of cost reductions. Full details appear in a single. In other words. each summarizing a different article or book. Science Direct. and state briefly how your study will help fill that gap in the literature. nor should it be just a series of disjointed paragraphs. (2) familiarize the reader of your CP work with what has already been written on the topic.The literature review portion of the CP Final Report is designed to (1) familiarize you with essential background on your topic. Maloff (2006). Sedov 2006). such as EBSCO. in parentheses.. what hasn't been written yet. It will probably be necessary for you to categorize the literature you survey to make sense of it for yourself and your readers. Segments of the literature review often are introduced by statements such as: Several authors have contended that privatization will mean higher costs and less access on the Internet (Brown 2005. what gap it will fill in the relevant body of knowledge. etc. (Please see Attachment 1 for more tips). the publication date of the work cited. and a page number if needed. The SOM version of the author-date system is based on the 15th edition of The Chicago Manual of Style (Attachments 2. summarized. A literature review is not an annotated bibliography. Then you would move on to the next issue. Certainly you will want to use computerized databases. but do not forget to read the references in items you find and to check bibliographies in books. All literature reviews must be carefully referenced. the standard manual for academic editors. to help you identify appropriate literature. also known as Chicago. and (4) show where the study you will perform fits into the general literature in the field. that is. by the author’s last (family) name. At the end of the literature review you should identify what remains to be done in this area. 3). Then within that paragraph you would pull out what other authors have said on that particular issue: Taking the contrary view. . synthesized and analyzed. (3) demonstrate that the study you intend to undertake is original.

2002. 2000. Flood and Taylor (1996) show that long-run data support …. Lafrance. . Teece and Pisano 2004).Attachment 1 In-Text Author-Date Citations Traditionally. 122).] Liquidity crisis represents a real hazard that such insurance can help mitigate (p. as denoted in Box (2) in Figure 1. Berg and others (2000) As Haldane and Taylor (2003) clearly point out: IMF facilities can usefully be used as a kind of insurance policy. and Goldberg 2002). Peek and Rosengren 2000. In particular. Goldberg (2002) examines a panel of BIS data on … investigates the role of … argues that … claims that … comments that … has noted that … mentions … focuses his attention on … looked at … report similar results and suggest that … challenge … analyze … propose … estimate the 2006 cost to consumers at $24 billion. or around $1 million per “job saved” in the industries. Recent management research has began to explore dynamic capability … (Teece et al. For example. . [. Lane and Milesi-Ferretti (2004) explore the theoretical link between … provide evidence that … discuss … survey the literature on … use a consensus classification to check … The study by Bailliu. and Perraut (2002) is noteworthy in that it combines … . the presence of incomplete contracts is seen as posing incentive problems (Hart 1995). According to Kletzer (2001). two-thirds of workers displaced from import-competing industries who found new employment earned less on the new job. we find that … or/ We find that … (as found by Dages et al. like Goldberg (2002).

Mendoza 1997. In addition.“ As described in Andrew C. and others thought that … (Kuznets 1961.” For industrial countries. Modern Economic Growth (Kuznets 1966). and Turnovsky and Fatas 2000). we use restrictions on … to derive a simple form of the relation… The argument that … is made in Palmer (2000) and Peek and Rosengren (2000). Analysts. There is a large empirical literature studying the role of … .In a recent paper. Frankel (1999) and Dollar and Kraay (2002). Rose. Lane and Milesi-Ferretti 2004) has not found a systematic effect of … The well-known analyses of Balassa (1964) and Samuelson (1964) provide an appealing explanation of … Following Canzoneri. 142). For example. show that … Berg and Kruger (2003). Mishkin (2000) enumerates … Studies such as Van Rijckeghem and Weder (2003) have shown that … Research in the 1990s (for example. and Samuelson 1992). . His 1982 book The Slave Power is still … He quoted the North British Review (February 1992. and Wyplosz (1996) use an alternative measure … Previous work (for example. and Diba (1999). Eichengreen. That was one of his central tenets in his 1966 book. Cumby. Colm 1962. Ghosh and others (1997) is an early example where this distinction is made. saying “… . several researches. such as Kuznets. including Sachs and Warner (1995). Burns. using a variety of methods. This argument is made by Porter (2004). and Winters (2004) provide extensive surveys of the literature on trade and growth. “… . Revkin’s “NASA Curbs Comments on Ice Disaster Movie” (New York Times 2004). The Ramey and Ramey (1995) results are based on a data set that … Evidence suggested that … … (Berg and Pattillo 1999a). Lucas’s (1987) work suggested that … The concept has been recently developed by Calvo and Talvi (2003). Ramey and Ramey 1995) reached a conclusion that … Recent research also considers various channels … (for example. Baldwin (2003).

published by the International Monetary Fund. and Shin (2003). and Reinhart (1998). There were about 21 million people thrown on a job market of about 60 million including the armed forces and the defense establishment (U. as described in Berg and others (2000). see Abiad (2003). Lizondo. which include ….In light of this research. For a review of recent developments in this literature. we supplement that with data from various other sources. Table 220). Harvey. based on Im. Persan. This ratio is calculated from the BIS’s Consolidated Banking Statistics. The first test (IPS). The second model assumes that …. as in Armington’s (1969) model. Bureau of the Census 2003. The credit ratings used are those reported by Institutional Investor magazine. These figures. and Aten 2002). indicate that … A chronology of crises in the region was obtained from Caprio and Klingebiel (1999) and Bordo and others (2001). IMF staff has implemented various models to predict …. … was the model of Kaminsky. Summers. including … . come from Salomon Smith Barney (2000). Some discussion of the role of … can be found in IMF (2002) and in Berg and others (2000). . While the basic data set we use is the latest version of the Penn World Tables (Heston. Growth and interest rate figures come from the International Financial Statistics (IFS). Most of the dates of … are taken from Bekaert. and Lundblat (2002).S.

Robert M. Mason. Volkov. E. NJ: Prentice Hall. Organization as author: (ISO 2001) . Upper Saddle River. 2004. Claw. Ottawa: National Library of Canada.. 2005. Petersburg State Univ. Mark E. Ohio: Thomson/South-Western. Haskins. Franchising and licensing: Two powerful ways to grow your business in any economy. 2006.. methods. Contemporary strategy analysis. 1991. Lynch. and Luann J. Maher. and uses. 2001. application. Stickney. [In Russian. and Donald Baack. Andrew J. [In Russian. and reporting. Financial accounting: Theory. Dmitri L. Integrated advertising. Volkov. Richard Brownlee II. Sweden: Social-economic model. International Organization for Standardization. Information and documentation: Bibliographic references. New York: AMACOM. Stickney. 5th ed. Volkov 1991) (D. 23-24) Sherman.] St. 2006. 9th ed. and Roman L. Brandt R. Michael W. 2004. Cases in management accounting and control systems. Clyde P. A. Malden. Managerial accounting: An introduction to concepts. Volkov 2006) Two or three authors: (Claw and Baack 2004) (Maher. 2005. Petersburg: Publishing House of St.Attachment 2 In-Text Parenthetic Reference Corresponding Reference List Entry BOOKS Single author: (Grant 2005) Grant. Kenneth E.. Upper Saddle River. 3d ed. 2005) Allen. promotion. MA: Blackwell. NJ: Prentice Hall. For direct quotations the page number is also included: (Sherman 2004. and Well 2006) More than three authors: (Allen et al.] Moscow: Mysl’. Well. Authors with the same last name: (A. and marketing communications.

. Galina V. then you ever imagined. and P. The life cycle of bureaus. by H. Moscow: Economist. Contribution to a multiauthor book: (Clipson et al. Ake. Russian authors: (Shirokova 2005) Shirokova. Tornquist. Ahjstrand. A.M. In Enriching production: Perspectives on Volvo’s Uddevalla plant as an alternative to lean production. A. Building for new production concepts. Naumov. Modeli zhiznennyh tsiklov organizatsii. (Kushelevich and Philonovich 2004) . J. 16-17) Chapters or introductions by someone other than the author: (Porter 2005) Porter. In Inside bureaucracy. Vikhanskii and A. Ullmark. 1995.http://www. Boston: Little Brown. Organizational change management. Petersburg: Publishing House of St. Petersburg State Univ. ed. In Management: Vek ХХ – vek ХХI. Or several contributions to the same book: (Sandberg 1995) Sandberg. Building for new production concepts. Aldershot: Avebury. In Sandberg 1995. B. Lampel.ca/iso/tc46sc9/standard/6902e. In Strategy bites back: It is far more and less.. Ullmark. Kushelevich E. 2005. England: Prentice Hall FT. Mintzberg. Harlow. Philonovich. J. Steen. ed. 5-23. Steen. 2005. 2004. 137-156.. Chapter in a single-author book: (Downs 1967.htm. (Clipson et al. [In Russian] St. Downs. 1967. The CEO as strategist. Tornquist. Oleg S. eds. Anthony. Michael.nlc-bnc. 1995. and J. C. 1995) Clipson. Enriching production: Perspectives on Volvo’s Uddevalla plant as an alternative to lean production. and G. 137-156. 1995. Sandberg. 1995) Clipson. Aldershot: Avebury. C. and P. A.

5 April 2006. Galina V. Unsigned articles: (New York Times 2002) New York Times. In Texas. Management Science 30 (10):1161-83. 1998. Academy of Management Journal. Theory O and theory E as organizational change strategies. Article from a full-text database: (Kazanjian 1988) Kazanjian R. 91-96. If the newspaper citation needs to be included in the reference list. 31 (2): 257-279. Fortune. 2006. Harvard Business Review 76 (3):55-68.ARTILES IN PERIODICALS (JOURNALS. follow this model: Lashinsky. same year: (Shirokova 2005a) Shirokova. Retrieved from EBSCO. [In Russian. Adam. A longitudinal study of the corporate life cycle. and P.] Vestnik of St Petersburg State University: Management Series 8 (2):76-95. The Hurd way: How a salesobsessed CEO rebooted HP. Larry E. . Relation of dominant problems to stages of growth in technology-based new ventures. Evolution and revolution as organizations grow. ad heats up race governor. 2002. NEWSPAPERS) Article in a journal: (Greiner 1998) Greiner. (Miller and Friesen 1984) Miller D. Managing stereotypes and organizational life-cycle. April 17. unless the newspaper is referred to several times and constitutes a substantial part of the documentation. Same author. ________. Friesen. MAGAZINES. 2005a.] Management in Russia and Abroad 1:61-68. 1988. 1984. July 30. 2005b. [In Russian. (Shirokova 2005b) Article in a popular magazine: (Lashinsky 2006) Newspaper article: Your text giving the “Title of the Article” here (SanktPeterburgskiye Vedomosti.. A7) News items from daily newspapers are rarely listed in a reference list.K.

petetownshend. G. R. 1987. Bush clashes with McCain. December 20. March 25. USA Today. 2001. news services: (Mitchell and Bruni 2001) U. Richard. Working papers and other unpublished works: (Ferber 1971) Ferber.nytimes. T.. Committee on Foreign Relations. http://www.html Schwartz.com/2001/03/25/politics/25VCCA. Multiwavelength analyses of classical carbon-oxygen. Retrieved from EBSCO. of Illinois at Urbana-Champaign.S. New York Times.J.com. New York. Faculty Working Paper 35. College of Commerce and Business Administration. 1999.uk/petet_bio. Senate Committee 1956. html (accessed January 2. 910) Online newspapers. Family decision-making and economic behavior.. 2000. 2273. Satel. 84th Cong. . Tiny human … CNN. Univ.cnn. and Frank Bruni.S.C. OxyContin half-truths can cause suffering.. Alison. Site content: (Federation of American Scientists) Federation of American Scientists. (Satel 2003) (Reuters 2001) (Stenger 1999) Stenger. S. The Mutual Security Act of 1956.yahoo. Yahoo! News. PhD diss. injure more than 140..Rep. Resolution comparison: Reading license plates and headlines. March 24. Russian blasts kill 21. http://dailynews. Touching greatness: Some aspects of … . Senate.com/1999/TECH. 2002). 1956.com. http://www. Theses and dissertations: (Schwarz 2000) Papers presented at meetings: (O’Brien 1987) O’Brien. Mitchell. Reuters. Paper presented at the annual meeting of the American Psychological Association. 2003. 2d sess. http://www. . Arizona State Univ. Scars still raw. 1971. Congress.co. October 27. Sally.Public documents: (U.

com/2001/03/25/politics/25VCCA. Univ. http://www. A. of Illinois at Urbana-Champaign. 2004. In Enriching production: Perspectives on Volvo’s Uddevalla plant as an alternative to lean production. methods. 1988. 2004. Robert M. J. Cases in management accounting and control systems. Naumov. Integrated advertising. . and Frank Bruni. 2001. 1967.nytimes. Relation of dominant problems to stages of growth in technology-based new ventures. 2002). In Management: Vek ХХ – vek ХХI. Brandt R. Information and documentation: Bibliographic references. April 17.M.. Malden. and Roman L.. and uses. Oleg S. E. Haskins. Faculty Working Paper 35. Ohio: Thomson/South-Western. 5-23. Upper Saddle River. The life cycle of bureaus. Tornquist. Fortune. Ferber. Academy of Management Journal. Claw. A longitudinal study of the corporate life cycle. Scars still raw. 2006.petetownshend.. Lashinsky..uk/petet_bio. ed. Well. Downs. 2005. R. Boston: Little Brown. http://www. and P. The Hurd way: How a sales-obsessed CEO rebooted HP.Mason. and P.ca/iso/tc46sc9/standard/690-2e. New York Times. Grant. Stickney. http://www.html (accessed January 2. Harvard Business Review 76 (3):55-68. promotion. Mitchell. Alison. Management Science 30 (10):1161-83. Larry E. Evolution and revolution as organizations grow. Modeli zhiznennyh tsiklov organizatsii.co. Clyde P. Adam. Bush clashes with McCain. 1995.html. 1998. Mark E.htm. NJ: Prentice Hall. NJ: Prentice Hall. Resolution comparison: Reading license plates and headlines. Contemporary strategy analysis. Vikhanskii and A. 31 (2): 257-279. eds. 1971. and Donald Baack. 1984. Ottawa: National Library of Canada. Richard Brownlee II. Kenneth E. and Luann J. Greiner. Maher. Building for new production concepts. 137-156. 5th ed. Managerial accounting: An introduction to concepts. Federation of American Scientists. Clipson. International Organization for Standardization. 91-96. In Inside bureaucracy.K. C. College of Commerce and Business Administration.Attachment 3 REFERENCES Allen. Anthony.nlcbnc. 2006. March 25. Upper Saddle River. and G. and marketing communications. Family decision-making and economic behavior. Kazanjian R. Steen. Lynch. Retrieved from EBSCO. Michael W. Moscow: Economist. Kushelevich E. Sandberg. MA: Blackwell. 9th ed. Aldershot: Avebury. 2005. Ullmark. Philonovich. Friesen. Miller D... A.

Multiwavelength analyses of classical carbon-oxygen. Michael. England: Prentice Hall FT. O’Brien. and J. ________. December 20. by H. S. 1987. Committee on Foreign Relations. B. 2d sess. Stenger. Petersburg State Univ. Aldershot: Avebury.J. Congress. and reporting. ________.. Russian blasts kill 21. 2273. 1995.cnn. .. 2004. 2006. 84th Cong. Enriching production: Perspectives on Volvo’s Uddevalla plant as an alternative to lean production. Shirokova. Franchising and licensing: Two powerful ways to grow your business in any economy.C. Tiny human … CNN. 2000. T.yahoo. 2001. Satel.] Vestnik of St Petersburg State University: Management Series 8 (2):76-95. . 1999. Financial accounting: Theory. [In Russian. 2003. Retrieved from EBSCO. In Strategy bites back: It is far more and less. In Texas. ad heats up race governor. The Mutual Security Act of 1956.] St.] Moscow: Mysl’. Touching greatness: Some aspects of … . 2002. 2005b. Petersburg: Publishing House of St..com.com/1999/TECH. Petersburg State Univ. Harlow. 2005a. [In Russian. New York. Andrew J. Volkov.New York Times. OxyContin half-truths can cause suffering.] Management in Russia and Abroad 1:61-68. July 30. 2005. Reuters.. October 27. [In Russian] St. 1991. Richard. Petersburg: Publishing House of St. ed. Volkov. Sweden: Social-economic model.S. USA Today. Galina V. injure more than 140. 1956. Ahjstrand. http://www. Sandberg.com. Lampel. Schwartz. http://dailynews. Arizona State Univ. New York: AMACOM. then you ever imagined. Yahoo! News. Porter. Sally. Managing stereotypes and organizational life-cycle. [In Russian. Mintzberg. U. A. Sherman. The CEO as strategist. 2005c. Theory O and theory E as organizational change strategies. 3d ed. Paper presented at the annual meeting of the American Psychological Association. G. [In Russian. Senate.Rep. Ake. PhD diss. March 24. application. Dmitri L. Organizational change management.