Outline For The Consultancy Report I. Title Page The title page of a formal report works in collaboration with the cover page to provide a solid introduction to the consulting report. Your team’s report will certainly have a sense of permanence; it will likely be filed and periodically reviewed and consulted. Therefore, the title page should include specific information regarding the report: • Names of the authors or other contributors, including contact information and the name of the organization you’re working within. • A very good and specific title that reflects, as much as possible, the main points of the report • The name of the business or organization that your team is consulting II. Executive Summary An executive summary is designed primarily to serve the person who, at least initially, does not intend to read the entire report. It usually states the main points of each section and emphasizes results, conclusions, and recommendations, usually in around three pages. Executive summaries are ideally suited to the needs of readers who are seeking advice about a decision or a course of action. These summaries are called executive summaries because some decision makers rely wholly upon their advisors to read and evaluate the rest of the report. For the purposes of this project, the executive summary should be three pages, and should concentrate on listing the tasks performed by the team. This would involve summarizing problem/opportunity areas, methodology, conclusions, and recommendations. It’s not a bad idea to develop an executive summary during the early stages of your team’s writing process, as this document can help to provide your team some focus. Keep in mind, however, that this will also be a document that will need to be revised to properly reflect your report. III. Introduction to the Report The introduction allows your readers to preview the nature of the project you have undertaken for your client. Essentially, the introduction forecasts the basic organization of the report. Some writers and readers insist that the following questions should always be addressed and/or considered in the introduction to the report: • What is the problem or the opportunity? Be specific. Whenever you can, quantify. Describe the problem or opportunity in monetary terms, because the proposal itself will include a budget of some sort and you want to convince your readers that spending money on what you propose is smart. Be positive. In other words, don’t say that a problem is slowing down production; say that it is costing $4,500 a day in lost productivity. • What is the purpose of the proposal? Even through it might seem obvious to you, the purpose of the proposal is to describe a problem or opportunity and propose a course of action. Be specific in explaining what you want to do. • What is the background of the problem or the opportunity? In answering this question, you probably will not be telling your readers anything they don’t already know. Y.

1. Outline For The Consultancy Report
I. Title Page
The title page of a formal report works in collaboration with the
cover page to provide a solid
introduction to the consulting report. Your team’s report will
certainly have a sense of
permanence; it will likely be filed and periodically reviewed
and consulted. Therefore, the title
page should include specific information regarding the report:
• Names of the authors or other contributors, including contact
information and the name of
the organization you’re working within.
• A very good and specific title that reflects, as much as
possible, the main points of the
report
• The name of the business or organization that your team is
consulting
II. Executive Summary
An executive summary is designed primarily to serve the person
who, at least initially, does not
intend to read the entire report. It usually states the main points
of each section and emphasizes
results, conclusions, and recommendations, usually in around
three pages. Executive
summaries are ideally suited to the needs of readers who are
seeking advice about a decision or
a course of action. These summaries are called executive
summaries because some decision makers
rely wholly upon their advisors to read and evaluate the rest of
the report.
For the purposes of this project, the executive summary should
be three pages, and should
concentrate on listing the tasks performed by the team. This
would involve summarizing

2. problem/opportunity areas, methodology, conclusions, and
recommendations. It’s not a bad idea
to develop an executive summary during the early stages of your
team’s writing process, as this
document can help to provide your team some focus. Keep in
mind, however, that this will also
be a document that will need to be revised to properly reflect
your report.
III. Introduction to the Report
The introduction allows your readers to preview the nature of
the project you have undertaken for
your client. Essentially, the introduction forecasts the basic
organization of the report. Some
writers and readers insist that the following questions should
always be addressed and/or
considered in the introduction to the report:
• What is the problem or the opportunity? Be specific.
Whenever you can, quantify.
Describe the problem or opportunity in monetary terms, because
the proposal itself will
include a budget of some sort and you want to convince your
readers that spending
money on what you propose is smart. Be positive. In other
words, don’t say that a
problem is slowing down production; say that it is costing
$4,500 a day in lost
productivity.
• What is the purpose of the proposal? Even through it might
seem obvious to you, the
purpose of the proposal is to describe a problem or opportunity
and propose a course of
action. Be specific in explaining what you want to do.
• What is the background of the problem or the opportunity? In
answering this
question, you probably will not be telling your readers anything
they don’t already know.

3. Your goal here is to show them that you understand the problem
or opportunity, as well
as the relationships or events that will affect the problem and its
solution.
• What are your sources of information? Review the relevant
literature, including
internal reports, memos, external public articles, or even books,
so that your readers will
understand the context of your work. Clients are looking to you
for sound advice. If your
research is sloppy, incomplete, and rather nominal (for example,
you checked out a few
websites that the client could do on his or her own free time),
your report will be less
3
convincing, and your ethos as a provider of sound advice will
be suspect. The best
reports always contain complete and thorough research--and
complete and thorough
research cannot be completed in the waning moments of the
semester.
• What is the scope of your proposal? If appropriate, indicate
what you are proposing to
do as well as what you are not proposing to do.
• What is the organization of the proposal? Indicate the
organizational pattern you will
use in the proposal.
• What are the key terms that will be used in the proposal? If
you will use any new,
specialized, or unusual terms, the introduction is an appropriate
place to define them.
In addition, you will want to include the following information
in your introduction:
• The report is written both to provide the client with a record
of the project and to fulfill one of
the requirements for Management 451.

4. • List the members of the consulting team, and acknowledge
anyone who has provided the
team with assistance, including your project advisor and the
faculty who have taught
Management 451.
IV. Background
Because not all clients will necessarily be competent in your
field, the background section needs
to clearly articulate the context behind your research.
The Background Sections require you to conduct comprehensive
research. Your suggestions
need to be based on the research that your team has conducted,
and this research needs to be
demonstrated to your client.
Again, your ethos as a sound provider of business advice is
largely based on the research that
supports your findings and ideas.
Background Sections
Normally all of the categories of background information listed
in the report outline can be fully
developed. The order of these sections can be varied if such an
alteration makes sense.
Open the “background” sequence with a major heading,
BACKGROUND, followed by a brief
introduction that explains how the background sections help to
key frames of reference for your
analysis. Open each section with an appropriate heading. The
generic headings can be revised
so that they are more specific. For example, Client Profile can
be revised to read A Look at Our
Client: Historic Harmar Merchants.
Clearly organize each of the sections. Open each section with an
introductory preview of the
material. Even more importantly, end each section with a
conclusion that summarizes and
explains to the client what the information is designed to

5. demonstrate.
Relate and unify all of the sections so that it reads as a coherent
whole. Use good transitions
between sections, and conclude with a section in which you pull
together and evaluate the
background.
The Background section is an important phase in researching
and coming to understand your
client, the firm, and the situation and environment in which they
operate. It is an important part in
the structure of your final paper, and should be between 8 and
10 pages.
Please remember that the Background section is not the place to
analyze problems and
opportunities. These sections provide the background and frame
of reference for the analysis of
the problems.
V. a Client Profile
The purpose of the Client Profile is to both “bring the client to
life” and to tie the information
together by explaining how it helps portray your client as a
member of the business community.
Do not hesitate to interpret information and to draw
conclusions. If your client is a group of
people of whom your contact person is a member, you may want
to treat the group as a
“collective client.” Do a profile of the group as a whole (for
example, the history and makeup of a
governing board.)
Some things that you will want to include in the Client Profile:
• Places of residence
• Educational and training background
• Career experience
• Civic interests and activities
• How and why your client became interested in this business
• Your client’s business philosophy and/or attitude towards

6. business
• Any other information that contributes to a portrait of your
client as a person who has
chosen to become the operator of a small business
VI. Defining the Firm’s Objectives
This section should include:
• A description of the firm’s short-term and long-term
objectives
• Prioritization of primary and secondary objectives
Objectives should be stated as specifically as possible (for
example, “…to increase net income by
20% of the end of FY 2005”).
VII. Defining the Team’s Tasks
First, this section should clearly describe the tasks that the
consulting team has agreed to carry
out and explain how the team and client chose those tasks.
Normally, these tasks can be
identified concisely (for example, “Task One: Developing a
Market Plan. Task Two: Selecting a
New Location”). This section should also identify any tasks that
the team originally agreed to
perform but which, for whatever reason, was unable to
complete.
The team must clearly point out how a general task breaks down
into component tasks. For
example, “Developing a Market Plan” will involve several
component tasks. The tasks may
include: “Designing and Administering a Market Survey”;
“Designing an Advertising Strategy”, etc.
By the same token, if a team is presented with only one general
task, such as “Crafting a
Business Plan”, they will need to break that general assignment
into component tasks. The goal
is to break down each task into its smallest components.
6
Secondly, this section is pivotal because it serves as a preview

7. for the following section, in which
you explain how you actually carried out each of the tasks.
Write about your team’s tasks in the past tense, as if the project
and the tasks are already
completed.
VIII. Carrying out the Team’s Tasks: Problem, Methodology,
Conclusions,
and Recommendations
This is a rather lengthy section that is organized around the
team’s basic tasks. A “Table of
Contents” might list as follows:
Task One: Developing a Marketing Plan
Task Two: Selecting a New Location
Task Three: Securing an SBA Loan
Each task section should be organized to:
• Describe the current situation (in effect, the “problem and /or
opportunity”) and the
needs / opportunities it creates
• Narrate and explain the procedure the team followed in
addressing the needs
created by the market situation
• Draw conclusions and make recommendations
The following example illustrates such an organization, using
“Task Two” from the sample above:
Task Two: Selecting a New Location
• Evaluating the Current Location
This is a headed section that describes any advantages but more
significantly the
disadvantages of the current business location. This section
explains the problem
and the needs it creates.
• Identifying and Evaluating Alternative Locations
This is a headed section that describes alternative locations and
compares them to
the current location and to each other. This section narrates and
explains the team’s

8. method of operation that addresses the needs created by the
problem; it shows the
team in action.
• Conclusion and Recommendations
This is a headed section that pulls the evaluations together,
states the solution, and
justifies one or more recommendations.
If a task area involves two or more related tasks, the
organization would reflect how the basic
task breaks down into component tasks.
7
Conclusions and Recommendations
Important Note: The organization of this section should be
marked by clear headings and subheadings.
Also, this is a good time to reflect back on the research that
your team conducted. Your team's
ideas should not appear as if they developed out of "thin air."
Use sentences that point your
reader back to the research that your team conducted.
IX. Summary Conclusion
This final section pulls the report together, offers some words
of assurance to the client, and
states the team’s (we hope) pleasure in having undertaken this
consulting project. In pulling the
report together, carefully summarize your findings and what you
see as the prospects for your
client’s business.
X. Bibliography
“Bibliography” or “Works Cited” – call this section what you
want. Whatever the case, you must
list all resources that you used for this report. Therefore, it is
imperative that you keep track of all
the sources that your team used in the report.
Furthermore, in the text of the report you must cite your sources
whenever you use ideas or data
generated by someone else. You must cite these sources, even if

9. you do not quote from them
directly. When you do borrow exact wording, including key
phrases, you must use quotation
marks.
For examples of proper documentation and bibliographic form,
see the handout from Aldred,
Brusaw, and Oliu The Business Writer’s Handbook, 6th edition.
You can also access MLA and
APA citation style guides from the Campus Writing Center's
webpage
(http://mcnet.marietta.edu/~mcwrite).
XI. Appendices
As Brusaw’s Handbook states: “An appendix contains material
at the end of a formal report…
that supplements or clarifies” (54). Depending on the nature of
a consulting team’s tasks,
appendices will be more or less useful to the client. Among the
kinds of material which might be
included in appendices would be complete statistical readouts,
copies of surveys and
questionnaires, reprints of helpful articles, or excerpts from
book length resources, brochures,
copies of letters, etc.
The appendix should reflect the amount of research that the
team put into the project. Be careful
that you don't overdo it, though. If your appendix is too
voluminous, you risk the chance that your
client will simply refuse to wade through it to seek out
important information.
Make sure that Appendix Materials are also referenced in the
text of the report.
Types of Critical Incidents
Violence in Schools:
Sandy Hook Elementary School

10. Virginia Tech University
Terrorist Attacks
9/11
Recently, there have been many school shootings happening all
over the nation. On December 14, 2012, Adam Lanza walked
into an elementary school (Sandy Hook) and fatally shot 20
children and 6 adults. This event was catastrophic because the
crime was committed against small, helpless children. Before
this, a similar event had taken place at a University in Virginia.
In this event, Seung-Hi Cho walked into the university and
killed 32 people and injured 17 others. Both Adam and Seung-
Hi committed suicide.
Terrorist attacks are a huge threat to Americans. The 9/11
attacks will always be remembered by many Americans as a sad
event because many innocent lives were taken and left many
other people feeling confused. This event took the lives of
2,753 people including 343 firefighters and paramedics, and 60
police officers ("9/11 By The Numbers", 2015). This has been
one of the largest attacks on American soil in the 20th century.
9/11 By the Numbers. (2015). Retrieved from
http://nymag.com/news/articles/wtc/1year/numbers.htm
1
Types of Critical Incidents (Cont.)
Community Violence Against Law Enforcement

11. Rodney King
Ferguson
Natural Disasters
Katrina
Other events such as communities committing violent acts
against each other are also happening around the world. One of
the events that started the violence against the community was
the Rodney King violence. Mr. King was videotaped being
severely beaten by LADP. This event caused many African
Americans to distrust law enforcement and feel that they were
being mistreated because of the color of their skin. This attack
on Rodney King started a lot of racial tension. Another more
recent event was the violent and unpleasant protests in
Ferguson, Missouri. Reporters from all over the nation caught
the looting and violence that the community committed against
one another. Many homes, businesses, and vehicles were
destroyed.
Hurricane Katrina was the deadliest and most destructive
cyclone of the 2005 Atlantic hurricane season. It was the most
expensive natural disaster, as well as one of the five deadliest
hurricanes, in the history of the United States. Over 1,800
people died in the hurricane and subsequent floods, making it
the deadliest U.S. hurricane since the 1928 Okeechobee
hurricane, and the total property damage was estimated at $108
billion (Zimmermann, 2015).
Zimmermann, K. A. (2015). Hurricane Katrina: Facts, Damage

12. & Aftermath. Retrieved from
http://www.livescience.com/22522-hurricane-katrina-facts.html
2
Assignment #2: Dunn’s Emporium Experiences Growth
Dunn’s Emporium is going gangbusters and George who owns
the deli next door is getting ready to retire. Dunn is in the
process of acquiring The Deli. Although most of the local long-
time employees at Dunn’s and The Deli have been on board
with the merger some employees have never been happy.
The Deli people did not trust the new ice cream manager
because of his age. Fresh out of culinary school, John Levitz, at
age 22 became the ice cream manager. Ice cream was one of The
Deli’s biggest iconic menu offerings. The ice cream is
homemade and The Deli offers a special flavor each week. John
has big ideas in expanding the ice cream business by having
classes and opportunities for customers to make their own
flavors. He is passionate about his job but sometimes rubs the
older employees the wrong way. He can be arrogant about his
skill. He thinks he is being confident. he chef at The Deli is
jealous of the newcomer because he has wanted to change the
menu for some time. He thinks that George’s retirement will be
the demise of his dreams because the new General Manager that
is working with George is not on board with innovation. His
attitude is “if isn’t broken don’t fix it.” However, the new
General Manager tells Dunn and George that he is happy with
making changes.
Dunn’s sporting goods has had a change of employment as well
and a new group of South American immigrants has come to
work at the Emporium. Dunn is impressed with the wonderful
skills of the workers as they display outstanding repair work
and the group’s work ethic as seen by their willingness to work
long hours during the ski season is impressive. Dunn’s long

13. term employees agree that the new employees are a good
addition to the staff but find working with the group hard
because they are not able to understand Spanish and sometimes
it creates problems in communicating order information. Also,
the group tends to stick together. They even eat lunch together
despite attempts by the other employees to get them to join in
with the rest of the group. There seems to be a growing
frustration on the part of the original group. What neither the
original employees nor Dunn know is that because of the
language barrier the new South American employees are
apprehensive about being included in the group because they
cannot speak English well and do not know how to break the
language barrier. What the original employees do not know as
well is that Esteban Enrique has asked to be promoted to the
vacancy as head of the second shift in the repair shop. Dunn has
concerns that if Estaban is promoted that it might be hard to
keep the cohesiveness of the group. He is especially concerned
because his nephew who works the evening shift during the off
season would like the job. In short, Dunn has to revisit his
organizational structure, culture and vision to make the changes
necessary to prevent future problems with the business. Further,
he hasn’t told anyone but he wants to put in new software to
monitor the staff hours, payroll, and business sales. It will make
information gathering much easier but will require some staff
scheduling changes and authority delegation.
Dunn’s Leadership Plan
for the Merger of Ski Emporium
And
George’s Deli

14. 1. Introduction
Joseph Dunn owns Dunn’s Ski Emporium, known for its state-
of-the-art ski equipment and repairs offered underneath one roof
with moderate prices to skiers, for twenty-five years. He has
decided to expand his business by acquiring the deli next door.
While his customers wait for repairs to their ski equipment to be
completed, they would go to George’s Deli next door, owned by
George, to eat and drink. In a similar manner, customers who
have just finished eating and drinking at the deli would proceed
to the Ski Emporium to purchase gloves, ski equipment and
other products.
Both the deli and the Ski Emporium have separately done well
and have been great businesses, both offering fast and high
quality services in Vail, Colorado. Dunn’s fast turn-around
service has set the store apart, giving it a high reputation in the
area for return business from locals and visitors, a level that is
way above those of their competitors. Joseph wants to do even
better still, as he concentrates on keeping and gaining additional

15. customers.
Knowing that George will be retiring soon, Joseph started to
think about buying the deli, and if that possibility becomes
reality, he wants to keep George in the fold of the new entity,
so George can be inclusive in running the business, helping with
training, mentoring and organizational development and
management of the new combined business. Joseph hopes to
become the leader who is able to transfer what is valued in the
past and apply this value to the current situation. He wants to be
associated with successful change as far as this possible merger
is concerned.
Dunn now needs to develop a leadership plan. The design of the
leadership plan is central to Dunn’s design of the merger. The
design of the merger plan is appropriate to his role as a social
architect who is focused on satisfying customers’ needs and
providing great service. The following sections address the
issues that are important to Dunn’s successful development of a
leadership plan and subsequent design of an enduring merger
with George’s deli.
2. Purpose/Goal
The purpose of the leadership plan is evolve a successful
merger between George’s Deli and Joseph’s Ski Emporium
where the two integrated businesses will be more valuable and
profitable than the sum of the values and profitability of each of
the separate businesses. This way, the two businesses will be
leveraged on each other to maximize profits and return on
investment for the owners and the employees.
Thus, Joseph will achieve this purpose and goal by proposing a
merger with George’s Deli that will create two business
divisions within the eventual single company: the first division
will be a Ski Division and the second a Café Division, resulting
in two divisions that are completely synergetic. As a leader,
Joseph will mutually leverage the two new divisions in order to
maximize profit; he must assign the right managers and give
them the autonomy to lead the revenue generation function for
Ski Emporium and assign another right set of managers to lead

16. the revenue generation function for George’s Deli as well.
3. Vision Statement
To operate a business where all the needs of skiers and diners
are not only met but always exceeded
· Mission Statement
To continue to provide an enjoyable and relaxing environment
for new and repeat customers, providing moderate prices and
prompt service while maintaining high quality and highly
positive reputation in a customer friendly environment
4. Organizational Structure
Joseph Dunn plans to change his organizational structure
dramatically. To start with, Joseph’s plan entails that George
not lead the Deli directly. Joseph will put George in a bigger
role of operationally overseeing the business, meaning direct
operations oversight over both the Ski Emporium and the Deli.
This way, George feels invested in the overall business and is
put in a position where he will pick up new knowledge about the
ski business while also contributing to its operations oversight
making him a full stakeholder in the merger’s operations.
Joseph will create a department focused on revenue generation,
like for example, sales and business development, and assign
managers to a department who are producers and innovators by
nature and experience. Next, Joseph will create other
departments focused on the management of shared services.
These shared services represent those services being consumed
by everyone across the company - for example, administration,
finance, human resources and marketing. These roles and
functions serve everyone. The types of managers that Joseph
will assign to these shared service roles will be stabilizer types
whose functions are more predictable and precise.
While the merger on paper and the organizational chart might
look great, Joseph Dunn realizes that some critical elements
must be put in place for this combined venture to be successful.
These elements include:
i. Making sure the new structure ensures that George will buy
into the plan, ”by merging systems, policies and responsibilities

17. that demonstrate to George that this is truly a merger and not a
hostile takeover”;
ii. Making sure to implement ongoing training of all employees,
engaging employees from both the Ski Emporium and George’s
Deli in the discussions as Joseph decides what to keep and what
to eliminate.
iii. Smoothly transition of the management process,
organizational structure and leadership style should all support
an enhanced combined profitability.
iv. Creating teams that consist of employees from both
companies to work on the merger details prior and post
integration. This strategy will help the two cultures to begin to
figure out how to work with each other.
The organizational structure that aligns best with the vision of
Joseph Dunn’s new “Ski Emporium & Café” would be a
functional structure. Currently, Joseph’s organizational
structure is a simple flat structure that does not leverage
divisions of labor, since he performs all the tasks across all the
functions himself. However, as Joseph now embarks on growing
his business by leveraging a merger with George’s Deli,
divisions of labor leading to improved productivity to maintain
the quality and reputation of both former businesses will be
necessary. The functional structure thus remains the most
appropriate structure for the merger.
In addition, Joseph Dunn plans to improve the overall
productivity of the new business by installing and using proven
business tools and utilities to support key departmental
operations. Examples include an ERP solution (Enterprise
Resource Planning) to help with employee scheduling ; a SCM
solution (Supply Chain Management) to help with inventory,
and a CRM solution (Customer Relationship Management) to
help with the interaction with current and future customers,
marketing and sales, and also the management of customer
feedback.
5. Organizational Culture

18. The best Organizational Culture that will enhance Dunn’s vision
(“To operate a business where all the needs of skiers and diners
are not only met but always exceeded.”) and the structure
(Functional) of Dunn’s Ski Emporium/Cafe is the Clan
(Collaborative) Culture. The Clan culture includes teamwork,
great customer service, high quality service, and efficiency. The
teamwork, where Joseph Dunn and George Atkins and other
team members work collaboratively together since they want to
continue to provide quality food that people like. Coupled with
the teamwork, is great customer service, which leads to more
demand for the food and service, thereby the opening of more
Dunn’s Ski Emporium/Café in Vail, Colorado and beyond. The
Clan culture will enhance the functional structure for Joseph
Dunn by allowing for other business interests he wants to
explore especially by acquiring the deli. The quest to make a
sustainable organization culture requires characters which
“includes discipline, ambition, precision, dedication and
perseverance”, teamwork, and a pleasant place to work.
6. Assessment of the environment for change:
In order for employees to buy in to the new organization, there
must be transparency, frequent company meetings, and
suggestion box. All employees participate in all meeting, need
to set up key performance indicators, and change to seasonal
menus. With the goal for example, next quarter goal is to make
20% more as a Key Performance Indicator (KPI), this will make
people work hard to meet the goal and you compensate those
who meet the goal. If they do not meet the KPI, they may be let
go or moved to another division. He can also set up reward
system for his managers. “Retain the best practices, policies and
systems of the two cultures, rather than keeping one company's
policies and abolishing the others”. It is important to continue
to nurture the new organization and continue to communicate
and monitor progress.
In the summary, Joseph will meet with George to discuss
acquiring the Deli. Dunn is sensitive in this plan and he wants
George to buy in, and for George to be an integral part of the

19. new business. Joseph’s vision is that of operating a business
where all the needs of skiers and diners are not only met but
always exceeded.
References
http://smallbusiness.chron.com/merge-two-different-cultures-
workplace-13705.html
http://smallbusiness.chron.com/differences-organizational-
structures-983.html
https://learn.umuc.edu/content/enforced/106536-001034-01-
2158-OL1-
6387/Organizational%20Culture%20Assessment%20Instrument.
pdf?_&d2lSessionVal=L0jQppHDY5SMYLBB7LEMqabU8
http://practical-management.com/Organization-
Development/Functional-Vs-Divisional-Structure.html
http://www.xonitek.com/press-room/industry-news/21st-
century-change-agent-the-ceo-as-a-social-architect/
5