The paper "Nature and Demands of the Consultancy Process" is a good example of business coursework. The consultancy process has a wide range of steps but in essence, the five steps are the ones that are commonly used. They include; entry, diagnosis, influencing, contracting as well as transition. In the entry stage, one is supposed to build a strong and lasting relationship with the prospective client and participate in a survey or scope so as to be aware of what the assignment entails and the objective that it aims at achieving, the time that will be spent as well as the effort that will be required and all the possible difficulties and risks.
The next process is the diagnosis stage and it involves the gathering of crucial information as well as ideas so as to arrive at all the possible options and plan for the most appropriate action to take. The next stage is the contracting stage and it is where one agrees with the client on what the task mainly involves, the consultant role, the client’ s role and how the work will be handled (Bellman 2000).
The intervention stage is the one that closely follows this third stage and it involves taking all the necessary actions so as to deliver the expected results and it may be in form of a report or at times an organization of the changes that will be implemented. The last stage is the withdrawal stage and it involves making certain that the client’ s organization work on their own and also leaving the ground if in future one may need each other services. Demands of the consultancy process on the consultant The nature of the consultancy process places a number of demands of the consultancy on the consultant.
One of the demands is related to specialized knowledge from the consultant. In regard to this, the consultant ought to bring to each assignment some specialized and specific talents. Through the application of his/her specialized knowledge, a consultant is able to offer a list of competent solutions which eventually leads to optimization of management effectiveness (Bellman 2002). The specialized knowledge tends to supplement the already existing abilities and at the time same time offer some additional expertise opt the staff.
Another demand of the process is that the consultant ought to offer timely results. The consultant ought to offer each of the clients with an effective solution to their problems and they ought to do this within the specified time limit. It has been found out that the management is faced by the pressured form their day to day activities and this usually hampers the finding of timely resolution to the existing problems. Therefore the consultant is tasked with the duty of devoting himself and his entire energy to each of his client’ s problems and obtaining the optimum resolution as well as recommendations within a short time span.
In itself, time seems to be a frequent justification of the assignment (Hiebert, Murray and Eilis 1999). The other demand is related to the offering of practical solutions to the problems. The consultant is expected to utilize all available professionals to assist the management team in an organization in diagnosing the problems that exist and at the same time develop some vital information, recommended solutions and aid in the implementation activities that have been proposed.
The consultant is therefore expected to connect the client situation with the capabilities of the business and the overall business attitude into practical means, action oriented and solution based on the obtained market and experience or based on management input (Hiebert, Murray and Eilis 1999).
Bellman, G 2000, The Beauty of the Beast: Breathing New Life into Organizations, SanFrancisco: Berrett-Koehler.
Bellman, G 2002, The consultant’s calling: Bringing Who You Are to What You Do, New and Revised, San Francisco: Jossey-Bass/Pfeiffer.
Block, P 1996, Stewardship: Choosing Service over Self Interest, San Francisco: Berrett-Koehler.
Block, P 2000, Flawless Consulting: A Guide to Getting Your Expertise Used, San Francisco: Jossey-Bass/Pfeiffer.
Hiebert, Murray and Eilis 1999, Powerful Professionals: Getting Your Expertise Used Inside Your Organization. Calgary, Alberta, Canada: Recursion Press.
Holman, P & Devane, T 2001, The Change Handbook: Group Methods for Shaping the Future. San Francisco: Berrett-Koehler.