Essays on How Consultants Can Sure That Their Clients Receive Full Value from the Work They Do for Them Assignment

Tags: Intel
Download full paperFile format: .doc, available for editing

The paper "How Consultants Can Sure That Their Clients Receive Full Value from the Work They Do for Them" is an outstanding example of a management assignment. You are being asked to provide your own view of Tom Peters rather than a cynical remark about the consulting profession. So you should indicate to what extent you agree/disagree with what he is saying. You must justify your view, and this is where we expect you to make use of "theory and example from organizations" to support your argument. I disagree with the view of Tom Peters saying that “ I do a fair amount of corporate culture consulting- it is one of the more legalized ways of stealing in the nineties” . First, the definition of consultation and the role of the consultant has changed significantly since its inception.

Early definitions presented the consultant primarily as a one on one content expert. Later developments influenced by Caplan (1970) and Schein (1969) suggested that the consultant must also be a process helper. From these beginnings emerged today's definitions of process helping and collaborative consultation. In a recent centennial issue of the Consulting Psychology Journal (1992) seven "experts" in the field of the consultation were asked to define consultation.

Although the authors represented many different disciplines, their definitions were surprisingly similar. There were differences, however, that were highlighted by each author. One statement was selected from each definition as a way to show the uniqueness that surfaced in each. These are (a) provide information, advise, or help; (b) provide an outside gestalt; (c) provide a theory of process and organizational functioning; (d) rely on the use of multiple models; (e) requires a strong conceptual process; (f) creates a foundation for understanding interrelationships among the different ways to view organizational phenomena; and (f) show how generic knowledge is transmitted from consultant to the consultee system.

In general, consultants help consultees to think of their immediate problem as part of the larger system, and not only to understand how problems are solved but also to understand how they were developed, maintained, or avoided (Kurpius and Fuqua, 1993).

Download full paperFile format: .doc, available for editing
Contact Us