Business Consultant Professional Organization †Free Samples

Question: Discuss About The Business Consultant Professional Organization? Answer: Introducation Business consultant is a professional or organisation who is contracted by business organisations to advise them on strategies which contribute towards strengthening their core business processes. Business consultancy firms help the organisations to address challenges to their key business imperatives. These firms specialise and provide advices in crucial areas like management, law, marketing, finance and data security (Consultant W. 2017). I as a manager employed at a business consulting firm have the skills which help me to face the challenges my profession throws before me. I update my skills and competencies as a business consultant manager which would me to bring about growth in my career in the future. I have learnt that business organisations use the advisory services of the business consultancy firms to strengthen their core business processes which are imperative to successful business execution. I have realised that a business consultant should have twelve attributes often referred to as 12 As to become a successful business consultant. They are the right professional attitude, the required aptitude, analytical power to analyse the problems facing the clients, the power to align them with the business strategies of the clients, the power to argue using logic and knowledge, access to the crucial data of the client related to the problem, choosing the right approach, creating appropriate, accountability, knowledge about the key management people of the client and the finally advice the client to solve the challenging situation(Abhimanyu, Bottiger and Singh 2016). I have come know that the decision thinking concept have four elements namely, start, scope, spin, specify and solve. As a business consultant manager I would be required to act and deliver high quality strategic advices to clients under various systems like scientific, structured and chaotic. I have further learnt that business organisations produce products to earn supernormal profits whereas non profit organisations work towards achievement of social welfare and sustainability (Lane 2015). Both the types of organisations require the advisory services to deal with their key business imperatives consisting of cash flow, strategies, culture, growth, innovation and so on. Every organisation has to measure their power to mobilise resources, staff efficiencies and business performances in the light of the business objectives set by the apex management (Reimer 2016). The board of directors of both profitable and non profitable organisations have to supervise the organisational performances, employee performances and organisational capacities to ensure that the core objectives of the organisations are s trong enough. I have learnt that the strong organisational design ensures regular cash flows, successful implementation of the business strategies and organisational culture aligned to the organisational goals. These learning and realisations have impacted my practices and made me realise the significance of the advisory services of consultancy firms. I have realised that the need to achieve organisational excellence necessitate the apex management to hire the business consultancy firms to strengthen the core business productivity (Bocken et al. 2014). Business Consulting is a very crucial area of practice in the corporate organisations and stand of several theories like Cultural Accomodation Model-Process Consulting(CAM-PC) theory by Leong and Huang. Cultural Accomodation Model-Process Consulting states that every individual has some unique attributes and some common attributes to other human beings. They further state that if the consultancy services provided to individuals are not aligned to their attributes, they do not gain from the consultancy advices (Leong, Huang and Mak 2014). Schiens Process Consulting Model states that the consultancy firms to adapt to their consultancy processes to bring about innovation and deal with challenging situations. The consultancy firms do not sell expertise but diagnose the problems of their corporate clients to help them to integrate knowledge and resources to gain organisational expertise (Adler 2015). I have realised that business consulting requires new skills which enable the consultants provide their corporate clients with accurate advisory services. They are profound analytical power, reliability, adaptability, initiative, strong knowledge in the areas of consultancy (management, finance, law and so on) and resourceful. A consultant should have profound knowledge and skills in the area of consultancy like law and management and have strong communication skills to provide his clients with appropriate advices (Manley and Titchen 2017). There are insights in the field of business consultancy which as professional I feel would be very helpful in my career as a business consultant manager. Business consulting requires scientific management and critical systems thinking about the resources of the client companies (Forbes.com. 2017). This insight made me realise that as a consultant I can also follow the scientific management theory of Taylor which emphasises on scientific management of the resources of companies to achieve high productivity and profits (Turan 2015). Modern business consulting today plays a very important role in assisting the organisations achieve high performances in their core business areas and I feel that the service is not restricted to advisory services. The modern consultancy services follow a detailed and complex chain of processes like entering into contract with the client organisations, diagnosing the problem, collection of data, feedback and implementation. I feel this detailed new practices help the consultancy firms to provide their business clients with appropriate business solution. I have also learnt from this finding that this ability to provide timely advisory services to the organisations have made the consultancy very profitable (Lin and Wu 2014). I have found during my new conversations with my class colleagues that they have learnt new skills in consultancy which have challenged my thoughts as a manager on the subject and have changed it considerably. They course content have also have had considerably changed my thinking and behaviour as a manager functioning in a consulting situation. I have realised events like client meets and my first site visit can be very different and more enriching than attending classes. These real life engagements give opportunities to me as a business consultant provide me with valuable insights on modern consultancy industry (Briner and Walshe 2014). I came to know about the modern consultancy firms use detailed methods like cloud computing and video conferencing with the key managers in their client companies to gain indepth knowledge about the problems they are facing to provide them with appropriate strategic advices. This new learning from field and real life situations would be beneficial t o my practices as a manager. I can reflect that these new learnings have made me a more capable and expert business consultant manager (Ranyard, Fildes and Hu 2015). I can discover that the articles on consulting available on the internet are rich in knowledge and provide me with new ideas about consultancy trends. Some of the articles consultancy businesses are from business media sources and from international magazines like Forbes which are very reliable and provide me with new ideas and views about my practice of business consultancy services. I can conclude that the new skills and competencies like analytical skills about consultancies would help me to improve my career as an entry level business consultancy manager. The newly developed analytical skills would help me to analyse the business related problems of my clients to provide them with appropriate and long term solutions to the problems pertaining to their core business objectives. I have developed new knowledge and capabilities that would prove advantageous to my career of a business consultant. The newly acquired capabilities are analytical skills, communication skills, use of modern communication channels like cloud computing and video conferencing. While reflecting upon the knowledge I have gained from the class and the site visits, I feel the site visits have proved to be important sources of gaining practical knowledge about consultancy business practices and their operations. While giving examples of site visits I can recall a big consultancy firm I visited where I got an opportunity to speak to the head of the business consulting department. It was a important encounter because it provided me new insights about consultancy profession. I realised that a successful business consultant professional is required to have certain special qualities other than skills like analytical and communication skills. A consultant should be committed to provide his consultant with long term business solution. His aim should be helping his business clients to strengthen their core business competence. A business consultant in order to help his client often gains access to confidential business data. A consultant should use the data ethically to help the client firms and never share the data with outsider. He should gain prior approval of the senior managers of the client companies before using the confidential data. He should always be committed to his clients business strategies and preserve the confidentiality of those strategies. I am planning to cont inue my profession as a business consultant at the big business consultancy firm I visited. I would refine and improve my skills by training under the head of the business consultancy firm. It would give me an opportunity to develop my skills more as an entry level consultancy manager by working under his leadership. Refernces: Abhimanyu, M.P., Bottiger, W. and Singh, G.D., 2016. An exploratory study about client satisfaction in dermatoglyphics multiple intelligence test.IJAR,2(3), pp.802-806. Adler, C., 2015. Information asymmetry in process consultation.Leadership and Organization Development Journal,36(2), pp.177-211. Bocken, N.M.P., Short, S.W., Rana, P. and Evans, S., 2014. A literature and practice review to develop sustainable business model archetypes.Journal of cleaner production,65, pp.42-56. Briner, R.B. and Walshe, N.D., 2014. From passively received wisdom to actively constructed knowledge: Teaching systematic review skills as a foundation of evidence-based management.Academy of Management Learning Education,13(3), pp.415-432. Consultant W. 2017. What is a Business Consultant?. [online] Business News Daily. Available at: https://www.businessnewsdaily.com/4610-business-consultant.html [Accessed 17 Aug. 2017]. Forbes.com. 2017. Forbes Welcome. [online] Available at: https://www.forbes.com/sites/dailymuse/2013/11/05/be-the-best-consultant-ever-6-things-that-will-make-you-great/2/#1385205450ee [Accessed 17 Aug. 2017]. Lane, J.F., 2015. Come you spirits unsex me!Representations of the Female Executive in Recent French Film and Fiction.Modern Contemporary France,23(4), pp.511-528. Leong, F.T., Huang, J.L. and Mak, S., 2014. Protestant work ethic, Confucian values, and work-related attitudes in Singapore.Journal of Career Assessment,22(2), pp.304-316. Lin, Y. and Wu, L.Y., 2014. Exploring the role of dynamic capabilities in firm performance under the resource-based view framework.Journal of business research,67(3), pp.407-413. Manley, K. and Titchen, A., 2017. Facilitation skills: the catalyst for increased effectiveness in consultant practice and clinical systems leadership.Educational Action Research,25(2), pp.256-279. Ranyard, J.C., Fildes, R. and Hu, T.I., 2015. Reassessing the scope of OR practice: The influences of problem structuring methods and the analytics movement.European Journal of Operational Research,245(1), pp.1-13. Reimer, S., 2016. Its just a very male industry: gender and work in UK design agencies.Gender, Place Culture,23(7), pp.1033-1046. Turan, H., 2015. Taylors Scientific Management Principles: Contemporary Issues in Personnel Selection Period.Journal of economics, business and management,3(11), pp.1102-1105.