Running Head; ORGANIZATIONAL CHANGE CONSULTANCY AND MANAGEMENT1.docx

Running Head; ORGANIZATIONAL CHANGE
CONSULTANCY AND MANAGEMENT1
ORGANIZATIONAL CHANGE CONSULTANCY AND
MANAGEMENT 4
Organizational Change Consultancy and Management
Name
Institutions
Organizational Change Consultancy and Management
Constructive Processes in Achieving Value for Knowledge
Intensive Business Services Consultancy.
External consultancy to an organization is often prone to poor
connection with the specific organizational issues associated
with institutional change and the process to follow to achieve
the change (Visscher et al., 2010). usually, companies or
institutions have unique organizational cultures which demand
that consultants on corporate changes be aware of. cognizance
of these unique considerations provide institutions with the
possibility of effective transitions into effective and sought for
designs. knowledge-intensive business services offering
consultancy services ought to undertake the following measures
to create value for their organizational change consultancy;

first, organizations have unique cultures that are pervasive
enough to affect the operationalization of the designs
organizations seek to adopt (Visscher et al., 2010). consultancy
firms should do thorough studies of their client companies to
offer the most specifically relevant customized solutions
(Visscher et al., 2010). this should be done objectively through
experts in organizational management and thorough analysis of
accurate documents or the client organizational progress.
The Role of Engagement in Managing Organizational Change
Organizational structures and corporate management systems
and designs are only empty instructions until they are given life
by those who use them in their daily tasks (Anderson, 2013). the
input of an organization's staff is therefore important in making
it successful in its practical application. unfortunately, the
majority of modern companies disregard the contributions of
each employee and therefore ends up imposing new operational
strategies on workers who do not believe in them. the result of
such approaches to organizational change is often failed
systems despite the heavy budgetary investments these
companies put on them. employee goodwill on new operational
strategies is a determinant of the strategy's operations as they
work to positively improve it daily rather than make it the
excuse of non-performance (Anderson, 2013). managers and
departmental heads should, therefore, purpose to take the
contributions of employees who will use or be affected by a
change in the way they work (Anderson, 2013). this way, the
workers own the changes and consequently make them effective.
The Role of Horizontal Organizational Communication in
Effective Change Management.
Recent studies have attributed failed organization changes to
factors, among them poor organizational communication
(Anderson, 2013). the researchers state that decision makers fail
to communicate effectively on the role of the newly adopted
changes, their intentions and the role of each party in
operationalizing the new strategies. further, vertical
communication does not provide for an open discussion on areas

new changes would require improvements. horizontal
organizational communication provides free performance-
related discussions that help employees raise their concerns
over the systems consequently improving it to best fit the
subject firm (Anderson, 2016). to achieve this, organizations
should enrich their internal organizational communication with
an emphasis on horizontal communication to facilitate a
system's performance based discussion and improve it to
perfection.
References
Visscher, k., Irene, j., & visscher-voerman, a. (2010).
organizational design approaches in management consulting.
management decision, 48(5), 713-731.
Anderson, d. (2013). an integrated system for organizational
transformation. journal of integral theory and practice, 8(1), 1-
18.
Anderson, d. l. (2016). organization development: the process
of leading organizational change. sage publications.
Running Head:DISCUSSION 5 1&2
1
DISCUSSION 5 1 & 2
5
Discussion 5 1&2
Student’s Name
University Affiliation

Professor’s Name
Date
ASSIGNMENT ONE
QUALITIES, VALUE, AND DELIVERY OF FEEDBACK FOR
THE CLIENT
Describe the steps of a generic feedback cycle
The generic feedback cycle involves several steps that
encompasses design, collect, analyze, dialogues and course
correct. The design steps involve giving the particular
organization a clear picture and values to put such a feedback
into practice. Collect cycle involves getting information with
the main aim of hearing answers from target population.in order
to understand given feedback, it’s always critical to analyze
such information to understand them better. Dialogue step
involves having conversation with the constituents. Finally,
course correct involves being involved in actions to enforce
feedback.
Make the feedback steps specific to consulting and explain your
revisions.
The feedback steps articulated above are always critical in in
consultation in various ways.Consultation involves getting the
views of other parties to get concise information about
particular information. In consultation feedback I would first
get a concise picture of what is to be consulted. I would collect
and analyze such information before meeting the concerned
constituent. Finally, I would dialogue with the constituent and
take the necessary action. (Argosy University, 2018)
List and describe at least three measures of quality feedback.
Provide your rationale for selecting these measures

Some critical measures to quality feedback include connecting
with the correct people at the correct time. This is vital in that
one may not expect quality feedback with the wrong people.
Knowing the audience is also a concise measure quality
audience. Finally using the correct method which would be
determined by where the particular audience is.
Describe a few strategies for dealing with resistance to
feedback.
Some strategies that would best deal with resistant feedback
include coming out with different suggestion on a particular
matter. For instance a leader would get the views of the
employees and adopt a decision that most of the employees are
comfortable with. Another strategy would involve patiently
standing on such decision especially if it’s a decision that
would benefit the organization. (Argosy University, 2018)
ASSIGNMENT TWO
STRATEGIES FOR HELPING A CLIENT OVERCOME
RESISTANCE
On the basis of your readings, explain why leaders are
sometimes resistant to feedback
Feedback has been a norm in several organizations. Leaders on
the other hand have been victims of such feedback. Some
reasons that have made leaders be resistant to feedback include
fear of no role model whereby some feedback come with
changes that makes leaders have nowhere to borrow information
from. Leaders may also lack the competence to change
regarding the feedback they have. Finally another reason that
may compel leaders to be resistant is the fear of risks that may
come with giving in to such feedbacks. (Schuler, 2003)
Discuss ways you can identify resistance. What kinds of
behaviors can a client display that would indicate he or she is

resistant to feedback?
Some of the ways through which resistance can be identified
include people depicting behaviors such as non-cooperation
whereby one just decide not to comment on a particular matter.
Other behaviors may include irrelevant response whereby one
responds to feedback in inappropriate ways that may anger the
person who is responsible for the feedback. Superficial
acceptance, counter attacking and excuses are also some
characteristics of people who are resistant to feedbacks.
(Argosy University, 2018)
On the basis of your readings from the text, articles, and other
research, describe some strategies a consultant can use for
overcoming resistance.
According to Su, et al, (2003) some strategies that consultants
could best borrow to overcome resistance include avoiding
personal confrontation. Feedback resistances are normal
occurrences among employees consultants need to understand
that there exist employees who would continue being resistance.
The other way that could best solve this issue involves mapping
out a different plan that may involve proposing different
suggestion to the feedback
Discuss skills and traits that would be important for a
consultant to use to help a client overcome resistance.
Some skills and traits that a consultant needs to have to
overcome include the ability to control hunger and emotions.
This is critical in that the consultant in major cases would get
reactions that may not be positive hence a consultant should be
someone who can accommodate all such reactions. A consultant
needs to have confidence in dealing with several issues in order
to overcome resistance. Lack of confidence can easily
disorganize a consultant in case of aggressive constituents.

References
Argosy University, (2018) Retrievd from /CHAPTER5.html
Argosy University, (2018); Understanding resistance. Retrieved
from UNDERSTANDING.html
Argosy university,(2018); Retrievd from
/ORGANIZATIONALFEEDBACK.html
Schuler A.J. (2003); Overcoming Resistance to Change, Top
Ten Reasons for Change Resistance
Su, H., Zhang, L., Gray, A. L., Wang, R., Newell, T. C.,
Malloy, K. J., & Lester, L. F. (2003). High external feedback
resistance of laterally loss-coupled distributed feedback
quantum dot semiconductor lasers. IEEE Photonics Technology
Letters, 15(11), 1504-1506.
Running head: SHINGO PRIZE FOR OPERATIONAL
EXCELLENCE
1
SHINGO PRIZE FOR OPERATIONAL EXCELLENCE
9
Shingo Prize For Operational Excellence
Student’s Name
Institutional Affiliation
Shingo Prize For Operational Excellence
How and When Shingo Prize for Operational Excellence was
Developed
Recommendations have been made by NC State Industry
Expansion

Solution
s (IES) that organization towards making improvements in
major business processes and attaining world-class
performance. In order to attain them, organizations should
consider applying and learning the philosophy of Shingo Prize
(Perkins, Nightingale, Valerdi, & Rifkin, 2010). The assessment
tool was named after Shingeo Shingo who was a Japanese
operations leader, is the foremost operational excellence
acknowledgment initiative for North America. The tool aimed at
identifying organizations which performances attained world-
class status and promoting understanding of lean models (Keate,
n.d.).
Organizations are helped by IES to apply the tool that integrates
many practices of Dr. Shingo and commendable practices from
other areas. The Shingo Prize tool covers all features of
business processes and operations by making use of the lean
management approach. Dr. Shingo emphasized, taught and
developed 3 stages of transformation that is, techniques &tools,
systems and principles. Companies can study how to come up
with the culture of excellence based on their uniqueness.

The model was first developed in the year 1988 in Utah state
university whereby Shingeo Shingo has conferred an honorary
doctorate, he was a Japanese author and engineer who was
credited the award because of his contributions to many of the
tools, theories, and elements with the Toyota Production
System. In his honor, the same year the university recognized
North America Shingo Prize for Excellence in Manufacturing
(Edgeman, 2018). So as to be selected to receive the prize,
applications should be done by organizations submitting their
accomplishment report that offers data about recent
improvements in business or organization challenges, Shingo
institute examiners will then perform an audit. The
organizations that will meet the criteria will be given the award.
How the Model Follow Trends in the Assessment of
Organization
Organizational assessment is aimed at understanding better what
they should or can change to improve their performance.
Assessment is done in order to get useful data on organization
performance, recognize significant factors that impede or aid
their achievement of outcomes and position their organizations
as per their competitors. According to general organization
assessment it does address a range of dimensions that are in the
Shingo Prize which include business outcome, continuous

process improvement, and organization culture. To rate the
performance of an organization's scores are assigned depending
on those dimensions (Edgeman, 2018). The model has been
updated to provide a holistic assessment using a variety of
indicators. As compared to other models such as Baldrige, the
model finds a way to ensure that there is a balance between
developments of personnel to financial success.
General organizational assessment is based on demonstrating
organizational model or correlative data but Shingo Prize model
is based on looking at the strategies and principles that have a
powerful association with the organization success. By looking
at the strategies and principles of organization, Shingo Prize
model follow the trends that are there in the field of
organizational consulting.
Foundation and how the Model is Best Used
The Shingo prize model lays its foundation at comprehending
how to develop a culture in the direction of excellence. The
model uses three insights that include; best results need ideal
behaviors, systems, and purpose drive behavior and principles
tell ideal behaviors.
Best results need ideal behaviors

The main aim of every organization results, attaining those
results differ. Best results are those that can be sustained over a
long period of time. Leaders who are great know the cause-and-
effect relationship between behavior and result (Keate, n.d.).
To get best results, leaders must do their best in creating an
environment where ideal behaviors are nurtured.
Systems and Purpose Drive Behavior
For a very long time, it has been understood that a person's
belief has a reflective impact on his or her behavior. In many
companies, most systems that were made to direct how people
work to achieve the results of the business without considering
the behavior that the system automatically drives. Many systems
are effective systems that have developed in response to an
explicit need for a certain result. Directors have a hard job to
realign both work systems and management to drive the ideal
behavior to attain the best results.
Principles tell ideal Behaviors
Principles are rules that assist to know the negative and positive
outcome of a persons’ behavior. These principles enable a
person to make decisions, particularly, on how people decide to

behave. Associates, managers, and leaders comprehend the
principles of operational excellence which have been reinforced
to align good behavior. Creating a culture that is sustainable in
order to attain ideal results should be made a norm in
organizations as illustrated in the model.
The model is best used by organizations to achieve world-class
practices. The model puts more emphasis on the improvement of
processes and practices by using certain measurements linked to
process and quality improvement, incorporation of other
business functions and employee empowerment. Many
companies who have received the Shingo Award have confirmed
that the application of world-class practices successfully results
in enhanced bottom line business outcome, improved customer
service, enhanced quality and increased production (Edgeman,
2018).
Organizational Issues this Model would be most effective in
uncovering
There are a number of issues the Shingo Prize For Operational
Excellence model can easily uncover. The first one is the
cultural issues in an organization. Cultural issues will hinder
organizations from starting the lean transformational journey.
This means that progress in the understanding of the of the
entire concept of lean will be negatively affected and attainment

of the lean culture will not be attained by an organization.
Inappropriate culture will eventually interfere with the
performance of workers as well as that of the entire
organization.
The second one is the leadership problems. Organizational
leaders play a significant role. Especially in taking part in
relentless pursuit meant to make things in an organization
better. Basically, the quest of all great leaders is excellence.
Ineffective leaders fail to make this the priority for their
organizations, thereby resulting in organizational decline.
Another issue that the Shingo Prize For Operational Excellence
model uncovers is the lack of continuous improvement in an
organization. Organizations have to support the concept of
continuous improvement. The concept of continuous
improvement is what is mostly termed as lean management
(Perkins et al., 2010). Therefore, organizations should work to
attain small and incremental changes in the process so as to
improve quality and efficiency. Having a good process in an
organization will do away with the waste of money, effort, and
time. This is possible by determining critical steps in the
business process and then cutting out or revising those steps
that do not bring value to an organization.

Why this Model would be most effective in assessing Toyota
The Shingo model for operational excellence would be effective
in assessing Toyota since the company has for a long time been
trying to align its processes to lean management principles.
There are six principles that are practiced by Toyota. The first
one is continuous improvement, which entails forming a long-
term vision, driving for evolution and innovation, attaining
challenges with creativity and courage to realize organizational
dreams, and going to the sources to get the facts that make
correct decisions (Chakravorty, Atwater, & Herbert, 2008). The
other principles are long-term philosophy, the correct process
that will produce the right results, adding value to the company
by developing partners and people, and solving root problems
continuously by driving organizational learning.
All these principles used by the company are focused on lean
transformation, which is similar to achieving world-class
manufacturing. The Shingo model for operational excellence
can easily determine whether the Toyota production system is
working effectively. This is through looking at a number of
factors such as business results, continuous process of
improvement, and organizational culture. Various scores can be

assigned to assessment factors, and the overall performance of
the organization can be weighed by summing up the attained
scores. Examining all these factors is important in measuring
the performance of the organization.
Kind of Data one would want to Collect to assess the
Organization
Generally, the model considers four factors. These factors are
the cultural enabler, the process of continuous improvement,
consistent lean enterprise culture, and business results. When it
comes to cultural enabler, data can be collected on leadership,
work and epitomize respect for the individual, and education
and training in the organization. This data will tell whether
there is a lean culture in the organization.
When it comes to the process of continuous improvement, data
can be collected on business process focus, customer relations,
product and service development, supply, and management.
Data on the decision-making process can be collected in the
consistent lean enterprise culture, while data on value can be
gathered when it comes to business results.
What this Model would uncover about the Organization if

applied effectively
If properly applied, the model would uncover some important
factors. The first factor is a cultural enabler at Toyota. The
model will determine whether the cultural enabler of the
organization is enabling the organization to apply the lean
transformation journey properly, convert the lean culture, and
understanding the entire process of transformation. The model
can uncover four primary cultural enablers in the organization.
These are leadership, people development, empowerment, and
environmental and system safety (Perkins et al., 2010;
(Chakravorty et al., 2008). For all these to be attained, there has
to be the commitment of every person in an organization.
The second factor is the process of continuous improvement at
Toyota. It will be easier to determine whether the organization
properly applies the lean principles. For continuous
improvement to be present, there are to be an easy
understanding and implementation of the lean concept of an
event or activity level within the processes.
The third factor is the consistent lean enterprise culture at
Toyota. This entails Toyota understanding and using the lean
principles in all organizational processes as well as at all levels

of the company. Doing this properly is a sign of consistent lean
enterprise culture. The combination of a profound understanding
and the principles will create systematic thinking.
The final factor is the business results at Toyota. Toyota has to
flow value. Value is what customers of the organization are
willing to pay. All stakeholders should be willing to pay for
value: workers are willing to invest their commitment,
confidence, and trust; communities are willing to support;
investors are willing to invest.
References
Chakravorty, S. S., Atwater, J. B., & Herbert, J. I. (2008). The
Shingo Prize for operational
excellence: rewarding world-class practices. International
Journal of Business Excellence, 1(4), 418-433.
Edgeman, R. (2018). Excellence models as complex
management systems: An examination of
the Shingo operational excellence model. Business Process
Management Journal.

Keate, C. (.n.d.).The Shingo Prize for Operational Excellence
Becomes the Shingo Institute.
Retrieved from https://huntsman.usu.edu/news_archive/The-
Shingo-Prize-for-Operational-Ex-23075
Perkins, L. N., Nightingale, D., Valerdi, R., & Rifkin, S. (2010,
July). 6.3. 2 Organizational
Assessment Models for Enterprise Transformation. In INCOSE
International Symposium (Vol. 20, No. 1, pp. 809-823).
Running head: PRACTICAL USE OF THE DISCOVERY
MODEL 1
PRACTICAL USE OF THE DISCOVERY MODEL
2
Practical Use of the Discovery Model
Author’s Name
Practical Use of the Discovery Model
The problem that I believe to be affecting my client

presently is information overload. This is the difficulty to
understand an issue and make decisions effectively as a result
of availability of too much information concerning that issue.
Therefore, for the business to make good decisions there is need
to use the discovery model so as to help find a solution to this
problem (Hemp, 2009).
My understanding of the problem of information overload
based on my research is that, there is high amount of input to
the system exceeding its processing capacity which as a result
leads to poor quality of decisions. In this scenario, the company
finds it difficult to make marketing decisions concerning brands
and quality of products suitable for different market niches.
From research, although this problem of information overload
has been in existence for a couple of years, recently, the
problem has become widely recognized in many organizations
(Edmunds & Morris, 2000). This has been previously associated
with rapid advances in information and communication
technology. With availability of abundance information, there is
difficulty in obtaining relevant and useful information when
needed.
The following questions will be asked with an aim to
elicit this information from the client and discover the problem;
How long do you take to make strategic marketing decisions?
How many types of information do you access during the
decision making process? Is it very easy to duplicate and

transmit data across the internet? Do you rely on historical
information in the decision making process? and How many
channels do you use for incoming information?
While asking the client the above questions, I expect a
positive reaction by the client admitting that decisions take
longer than expected with less accuracy, the client rely on many
types of information, the information is easy to duplicate and
transmit through the internet, they rely on historical information
which is ever piling up and available channels for incoming
information is also increasing (Hemp, 2009).
References
Edmunds, A. & Morris, A. (2000). Problem of information
overload in business
organizations: A review of the literature. International
Journal of Information
Management. 20(1): 17-28.
Hemp, P. (2009). Death by information overload. Harvard
Business Review. 87(9): 83-89.
Speier, C., Valacich, J.S. & Vessey, I. (1999). The influence of
task interruption on
individual decision making: An information overload
perspective. Decision Sciences.
30(2): 337-360.

Running Head: PLAN FOR CONTRACTING
PLAN FOR CONTRACTING
6
Plan for Contracting
Name:
Institutional Affiliation:
Course:
Professor’s Name:
Date:
PLAN FOR CONTRACTING
Contractors in the current market require extensive soft and
hard skills, some of the hard skills comprise of the project
planning and technology while the soft skills are the one which
involves people. For instance, listening and communication
skills. For keeping of the skills current needs constant
education; there are four key skills are for contracting:
(Rendon, and Rendon, 2015).
People skills; the contractors are required to be very interactive

with employees, customers, among other professionals in
contract, the contractor should be able to explain the problem
solving techniques, understanding the directives and
explanation of projects. The contractor requires strong
communication skills, and capable of managing the expectation
of the client (Rendon, and Rendon, 2015). The contractor should
able to interact with persons such as architectures, city
inspectors, and thorough communication plan helps in
diminishing chances of miscommunication concerning the
project finish timeframe and budget cost. The contractor should
have supervisory skills to ensure that employees are completing
their assigned work in time (Pimenova et al. 2017).
Problem solving skills, is vital as there are many problems that
arise during the project contract the contractor should have the
skills for managing the emergency issues that occur during the
contract, which can be effectively executed when the contractor
has some mentor who is responsible for coaching him career
wisely (Rendon, and Rendon, 2015). Next is Technological
skills; the use of computer and contract are going hand in hand,
the contractor can use computer skills in effectively executing
their contraction work. For instance, construction project
planning through the use of building information technology
modeling. Therefore, the computer skills are essential for
contraction work (Pimenova et al. 2017).
The technology currently, is essential in keeping up to date

trends that are emerging ensuring that the crew can finish their
work accurately and timely. Finally, Project management skills,
project planning is a talent requiring effective use of diverse
skills, it entails the capacity of completing the execution of
construction skills, under the project planning skills there are
skills such as budgeting, through ensuring that employees in the
sites are equivalent to the skills available (Rendon, and Rendon,
2015).
A contract has different parts with roles: the first part is
business transformation; which is outlines the steps necessary
for achieving project goals, removing some actions which are,
compliance regulations some of the steps at the business
transformation are member and agreement date, it is crucial
since it has track number for verification. The party’s
identifications give information contracting parties (Pimenova
et al. 2017). The recitals; is the statement concerning the
contraction background of transitioning, giving brief statements
by the parties. Next, is Business Process Management is the end
to end coordinated dynamically setting the transactions
activities which are crucial for customers value. The business
management stage is crucial for enabling the organization to
deliver performance through the management of the system.
Business process management purpose is crucial for the
improvement of the management concerning the business
enterprise for the achievement of the contract which is crucial

for the firm outcomes (Rendon, and Rendon, 2015).
Next stage is Process Capability maturity which provides the
managers with disciplined process approaches like contract
management can be automated for instance writing of the
contract, services selection, and management of awards. The
contract standards are the effective techniques which are
necessary for the realization of the contract goals, the set
standards are the effective techniques, and the standards are the
guiding principles that are necessary for the execution of the
projects (Pimenova et al. 2017).
The contract approaches are the methods that are used for
drawing a contract; the contract entails, contract document title,
which illustrates details of the contract, unique member number,
and date agreement, which are essential for particular. Parties
identification, recitals, the agreement contain some elements.
Like purpose of the document, material description, payment
terms and selling price, delivery and shipping and risk and
losses. Project warranty and the terms of a contract like
compliances to the laws (Demirag, 2017).
The contracting setting is the contract conditions which are
meeting all the details necessary successful completion of
contracts, such as offer, acceptance, and the agreement is
among the factors under consideration for contracting (Rendon,
and Rendon, 2015).
When consulting a contract it is important to consider what

should be done during the contract, which is the work
statements and the methods when to recognize an activity as
done, that is the measurement of the milestones measurement
(Demirag, 2017). The project timelines, for the start date and
the contract finish date and completion of key deliverables and
tasks. The milestones, and due dates, for arrangements. The
payment terms and considerations this is the only proof that the
project is trued and is existing. The accountability and
ownership; these are the status concerning communication and
reporting, the tools required for accessibility. The other factors
are disclaimer and provisions for omissions and provisions, the
contract terms cancellation, and the required notices. The names
of the authority’s parties during the contract and the necessary
information concerning the agreement. Lastly is the contract
date (Pimenova et al. 2017).
References
Demirag, I. (2017). A framework for examining accountability
and value for money in the UK’s private finance initiative.
In Corporate Social Responsibility, Accountability and
Governance (pp. 77-92). Routledge.
Pimenova, A., Kuzmina, S., Morozova, N., & Mottaeva, A.
(2016). The functional model approach to the consulting for
vertically-integrated construction group. In MATEC Web of

Conferences (Vol. 73, p. 07018). EDP Sciences.
Rendon, J. M., & Rendon, R. G. (2015). Contracting Processes,
Internal Controls, and Procurement Fraud: A Knowledge
Assessment (Briefing Charts). NAVAL POSTGRADUATE
SCHOOL MONTEREY CA.
Running head: CONSULTANT’S ROLE AS A CHANGE
AGENT
1
CONSULTANT’S ROLE AS A CHANGE AGENT
4
Consultant’s Role as a Change Agent
Student’s Name
Institution
1. How would you differentiate between the roles of an expert, a
pair-of-hands, and a collaborator?
There are three major consultant roles that show how the
internal consultants perform their duties in the organizations.
They include the roles of an expert, a pair of hands and a

collaborator. The expert role depends upon the expertise of the
consultant. This occurs when the client is not interested in
dealing with an issue and therefore, finds it necessary to
outsource the consulting services from a third service provider
having the expertise in that particular area to solve the problem.
Another consultant role is that of a pair-of-hands consultant
where the client scopes both the issue and the solution and uses
the skills of the consultant to solve the problem. Lastly is the
collaborative role which is also known as the process
consultant. Here, both the client and the consultant work
collaboratively in identifying problems and coming up with
solutions to mitigate them (Jamieson & Armstrong, 2010).
2. What do you perceive to be the accountability issues
associated with each role?
Internal consultants should be accountable for the results their
services provide since they are entrusted by their clients. The
expert role should be held accountable in case the consulting
services provided to the client fails to produce the desired
outcomes and more especially when the client has implemented
everything recommended by the expert role. Under the pair of
hands, the internal consultant should not be held liable since the
client is the one who may wrongly apply the skills of the
consultant in solving the problem. Under the collaborator role,
the consultant is held accountable for failure to clearly come up
with solutions to mitigate the identified problems.

3. Which role would best help you become a successful change
agent? Which role do you think you are best equipped to play?
Give reasons for your choice.
The role of a collaborator will help play a significant role in
preparing me to become a successful change agent in an
organization since it will allow me to work collaboratively with
all the team members in bringing change in the organization.
This is because the role will enable me to identify the problems
with the team and come up with strategies for mitigating those
issues. The problems will easily be diagnosed and this will
strengthen the relationships with all the members of the
organization. The collaborator role will ensure that the
organizational vision is well articulated to bring about
successful organizational change.
4. Assuming a consultant should be prepared to take up all the
roles depending on a client's needs, explain what you can do to
improve your performance in the other roles.
In order to improve the performance of other roles, a consultant
should practice a “Safe pair of hands”. This means that the
consultant should do exactly what he or she already planned.
This will help in making the clients build some trust and
credibility in you as a consultant. A consultant should also have
a natural attention to detail so as to improve on the

performance. The consultant should also be in a position of
knowing how to think before doing anything thus improving its
performance. For improved performance, the consultant should
have adequate resources that will help in solving problems that
may seem new to the consultant and more especially when you
are in a new environment (Lunenburg, 2010).
References
Jamieson, D. W., & Armstrong, T. (2010). Consulting for
change: Creating value through client-consultant
engagement. Consultation for organizational change, 3-13.
Lunenburg, F. C. (2010). Managing change: The role of the
change agent. International Journal of Management, Business
and Administration, 13(1), 1-6.
Running Head; SELF-ASSESSMENT AND PERSONAL
ACTION PLAN
Business Finance- Operations Management
Course:

Tutor:
Institution:
Date
Self-Assessment and personal action plan
The aim of creating a self-assessment action plan is to
document a process of self-analysis, self-reflection and an
honest appraisal of my strengths and weakness. This will enable
to evaluate the value of leadership and management skills as a
consultant and also to consider the future leadership
development.
Personal analysis
This is a description of my strengths, weakness, beliefs, and
attitudes towards the various role of the consults and fields of
performance.
Contracting; having a good personal relationship with clients

guide me in the negotiations of contracts and having the expert
skills of giving advice and concrete opinion on decision
making.
Data utilization; Data is important in developing results and the
basis of decision making. Having learned skills on how to
collect data and analyze them I can make sound decisions and
the ability to interpret the data.
Intervention; The ability to identify gaps. This will help seek
support and be able to resolve the difference and keep the client
on a course so as to avoid losing. Humility is the quality.
Implementation; I have the skill to conform with time under
various time zones thus implementing the objectives effectively
and efficiently.
Interpersonal skills; I have the ability to listen first, knowing
my self-value, being intercultural elastic, and being able to
create meaning in different realities.
Group process management; I can create groups to share ideas
and develop better results and managing groups. Involving them
in the research process, data collection and seeking advice
where appropriate so as to come up with the best alternatives
Maintenance of client relationship. Ability to listen first keep
my good relationship with the clients, intercultural elasticity
also helps understand the client and giving credit where it
deserves. The ability to identify solutions from different
approaches and knowing my value as a consultant gives the

client confidence in me. Also making sure that the clients meet
their needs maintains the good relationship.
Possible challenges and barriers as a consultant.
Finding new customers. Consultants are always problem solvers
and their job ends there. The big challenge is finding a new
client. Once a client has been helped the jobs end and the
consultant starts looking for other customers which are a great
task because customers have various customer needs and
requirements in choosing a consultant.
Retaining old customers. Customers expect a lot from their
consults especially at the executive level without considering
the added value you offer them. According to Neil Patel,
consultants claim that they have never lost a client, but that’s a
bunch of horse crap and the consultant-client relationship is
very personal and requires frequent maintenance.
The hassle of time tracking. The aim iskeeping time and
tracking success. Consultants are paid according to their time.
This may be working inside or outside the office thus a great
task keeping time records before processing invoices.
Plan of action to maximize strengths, create opportunities and
to overcome weaknesses.
· Get to know my department team and build their confidence
and trust in me
· Identify key training opportunities in the business forecast of

events and conflict with work and social life.
· Learn from the more by observing experienced managers. Gain
their friendship and trust
· Gain further experience of business analysis processes. Use
this in a working environment to speed up and improve complex
decision making
· Volunteer to lead ad-hoc cross-functional projects to build
credibility and experience as a leader
This action plan will positively affect my job as a consultant
because I will be able to track and measure my performance.
This is the key merit of developing an action plan. I will also be
able to learn more and develop more expertise and thus be more
competitive in the market. Having more experience to handle
business problems and give solutions will improve customer
relations and trust.
References.
Cleemput, R. V. (2016). Challenges Any Consultant Face.
D. K., Pearce, C. L., Smith, K. G., & Olian, J. D.
(1999). Strategic management: Top management team diversity,

group process, and strategic consensus
M. C. (2014). Behaviors of a Successful and Trustworthy
Consultant.
Research and Markets Offers Report: The Best Time
Management Strategies for Consultants for 2011. (2011, January
25). Entertainment Close-up
SURNAME5
Running head: OPERATIONS MANAGEMENT
1
OPERATIONS MANAGEMENT
3

Operations Management
Student’s Name
Operations Management
Admittedly, in this modern world, the topic of consulting
processes is a topic which has preoccupied both the clients and
the companies. However, there is still a gap between the reality
and the theory which has been brought about by the failure of
companies to adapt and change to the requirement needed in the
market (Jeston, 2014). Consulting steps include contact,
agreement, information and assessment, feedback, alignment,
change target and transition strategies, implementation,
evaluation, and learning.
Initially, I was working on a client project about a dairy
company and I learned that the most difficult phase to
implement in the consulting cycle is the information and

assessment phase. Since it involves a lot of activities like
gathering information about the project (Margerison, 2017).
Additionally, after collecting the data and information about the
project it is later analyzed so as to come up with the suitable
process of handling the project of the client. Apparently, this
stage is very vital since it helps in the evaluation of the data
corrected so as to assess the weakness and strength of the
client’s project.
Undoubtedly, the best method of ensuring the information and
assessment phase is fully implemented is by utilizing the best
methods of collecting data which include surveys, observations,
questionnaires and interviews (Nissen & Seifert, 2015).
Similarly, a best analyzing method which includes quantitative
and qualitative research methods can be utilized in ensuring this
stage is fully implemented
In conclusion, the client must be cooperative in gathering
information about the project so that the information can be
utilized during analysis so as to come up with a solution to
certain problematic issues which can arise in the project.
References
Jeston, J. (2014). Business process management. Routledge.
Margerison, C. J. (2017). Managerial Consulting Skills: A
Practical Guide: A Practical Guide. Routledge.
Nissen, V., & Seifert, H. (2015). Virtualization of Consulting–

Benefits, Risks and a Suggested _x000D_Decision Process.
Running head: DISCUSSION
1
DISCUSSION
2
Discussion
Name
Institution
Date
2.
Discussion
Based on an organization you are familiar with, identify one
project that would be suited for help from an outside consultant.
One of the projects that would be well suited for help from an
outside consultant in the organization is on the international
insights. The consultant would assist the organization in gaining

insight into the international markets by offering market
research resources and tools. The project would aid in offering a
wide range of services to the business at the international level
so that it can adopt better strategies to assist it to flourish in the
market.
Why would your chosen organization benefit from a consultant
on this project?
The organization would benefit from the consultant on this
project in the sense that it would get an opportunity to learn of
the culture among other things of the people in the country
where the business wishes to expand to, and this will aid in
ensuring that the goods offered to meet the needs of the clients
(Travica, 2012). The other benefit is that the organization would
be in a position to benefit from the vast range of a customized
group of services which aids in the uncovering of deeper and
more meaningful customer insights. Consultants will also to a
great extent assist the business to interconnect with a wide
range of customers globally with greater validity,
representation, and reliability due to the use of digital means.
What could a consultant bring that the organization does not
have?
One of the things that the consultant would bring that the
organization does not have is the wide volume of data collection
as well as the analytical capabilities. Consultants research vast

topics, and thus they have a wide range of data collection which
can be used in the decision-making process to ensure all clients
receives personalized services and extensive quality control.
The other thing is that the consultants have a wide team of
experienced researchers who are from diverse backgrounds.
This greatly aids in ensuring that the clients are handled
effectively and treated with care and respect irrespective of
their cultural backgrounds.
References
Travica, B. (2012). The culture of informing: a case of
consulting company. Economic and Business Review, 14(3),
223-249.
Running head: DISCUSSION
1
DISCUSSION
2
Discussion
Name
Institution

Date
1.
Discussion
What skills do you believe an effective consultant should
possess?
One of the skills that I believe that an effective consultant
should possess is good communication skills. An effective
consultant should have excellent written and oral skills so that
they can be in a position to communicate their opinions. The
other skill that the consultant should have is good time
management skills. In this, they should always be aware of how
to adjust their work style to accommodate the budget, schedule
and also the other requirements in a project. Effective
consultants should also have good listening skills. In the
process of consulting, they tend to meet different people who
have unique characteristics and having listening skills
encourages them to talk freely leading to information sharing
and the streamlining of the process.
What is your experience, if any, as a consultant?-
I do not have any experience working as a consultant. However,
I am preparing myself to get into the field once am done with
school.
How prepared are you for consulting opportunities?

One of the ways in which I am prepared for the consulting
opportunities is that I strive to get to interact with the people
who are in the field so that I can learn more about consultancy
issues from them. In this, I have had an opportunity to interact
with a chief executive officer who is a family friend, and this
has helped me learn on the ways of building customer
relationships and also on the planning for the changes in the
market demand. The other way in which I am prepared for the
consulting opportunities is that I research widely on the changes
in economic growth in the country and emerging trends in the
business world so that I can learn more about the field and the
changes taking place to ensure that I gain vast knowledge to
employ when delivering services (First Research, 2013).
What are three things that this course will do for you in your
life, career, and academia? What are your aspirations beyond
your doctoral program?
Three of the things that this course will do in my life, career,
and academia include; I will learn to pay more attention to
details, I will learn to be more resourceful and also become a
good problem solver. Beyond my doctoral program, I aspire to
start my own consulting company majoring in the business and
technology strategies.
Reference

First Research, (2013). Consulting services.
Assignment 1: Reflection Of The Course
ATTACHED ARE PAST ASSIGNMENT ANSWERS
Reflect on the concepts and skills you have learned from this
course and respond in a minimum of 400 words to the following
questions:
1. Of the concepts covered in this course, which concepts do
you feel are the most relevant to your potential career as an
organizational consultant?
2. Of all of the skills required for successful consulting, which
skills would you like to improve upon? What actions can you
take to improve these skills?

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