Management of People and

Relationships
People Management
-

Refers to the managers role in

training, developing and motivating
employees to perform at their best.

Also known as Human Resource

Management (HRM)

Management activities
Planning (what people are going to do)
Organizing (the way in which people
work)

Builds trust

Promotes a wider sense of ownership

Encourages healthy risk-taking

Motivation and Development of

Consultants
Motivation
Internal and external factors that
stimulate the desire and energy in people to
be continually interested and committed to
job, role or subject, or to make an effort to
attain a goal.
Motivational Tools or Strategies:

Problem solving (using available

people)

Estimating (how fast people will work)

Enrichment of job content

Controlling (people's activities)

Reward System

Motivating (people who work on a

project)
Delegation
The process of transferring the
responsibility for a specific task to
another member(s) and empowering
that individual or group to accomplish
the task effectively.
Delegation Steps
1. Decide what to delegate
2. Decide who will do the task
3. Assign responsibility
4. Grant authority
5. Establish accountability
Benefits of Delegation

More involved, empowered workforce

Increased productivity and quality

Reduced costs

More innovation

Greater commitment

Improvement of organizational
climate

Training and development of

consultants
Training Objectives:
1. To ensure that the consultant can
investigate an existing situation and
design improvements.
2. To ensure that the consultant can
develop a collaborative relationship
with the client, gain acceptance of the
proposed changes, and implement
change satisfactorily.
3. To ensure proficiency in the
consultants field or discipline.
4. To satisfy the management of the
consulting firm that the consultant is
capable of working independently and
under pressure to the required
standard.
Patterns of initial training

Individualization
Practicality
Stretching the trainees
Length of programme
Coaching

Working in Teams

Training methods

Team

Case studies introduce the new

consultant to various consulting situations
and provide good material for discussion.

A group of people with a full set of

complementary skills required to complete a
task, job, or project.
Benefits of teamwork:

Fosters creativity and learning

Blends complementary strengths

Practical exercises can lead the new

consultant through common consulting
practices.

Role-playing - provides an excellent way of

introducing consulting practice into learning
situations.
Principal directions of consultants
development
Upgrading functional proficiency
Mastering new fields

experience, but small enough to be

undertaken by individual.
CONDUCTING A CONSULTING
ASSIGNMENT
A. Problem identification and solution
B. Identification of suitable and accurate
sources of information

Upgrading behavioral and processconsulting skills

C. Obtaining information data collection

Upgrading knowledge-sharing skills

E. Creative thinking

preparing for career development

Other learning opportunities and

approaches
Professional guidance and coaching
by senior consultants.
Workshops and conferences
Knowledge management
Reading
Research and development
assignments
Training others
Preparing for supervisory and
managerial functions
Learning options available to sole
practitioners

Self-assessment when assessing

motivation for learning and selfdevelopment, it is essential to be
honest.

Networking
Looking for technically challenging
assignments

D. Data analysis and diagnosis

F. Solution selection and implementation

G. Review and assessment of
effectiveness
H. Communications
I.

Meeting skills

J.

Listening

K. Interviewing questioning
L. Presenting
M. Writing
A. PROBLEM IDENTIFICATION &
SOLUTION
A problem is said to exist when the
observed behavior of a system or process
violates the bounds of reasonable
expectations.
PROBLEM DEFINITION PHASE
1. Identity of the problem.
2. Objectives of the problem-solving
process.
3. Scope of the problem.
4. Intensity of the problem.

Formal training and opportunities

5. Time dimension of the problem.

Preparing for certifications

6. Location of the problem.

Sole practitioners career path

A consultant may decide to expand
the firm and employ other consultants.
A consultant may join a large
consulting firm if a senior position is
offered.
He may establish a network and
cooperate with other small firms.
He will reject all other alternatives and
look for assignments requiring special
expertise and a great deal of

7. Human elements involved in the

problem.
8. Support system surrounding the
problem.
9. Tracking system related to the
problem.
10.Institutional process for managing the
problem.
1. IDENTITY OF THE PROBLEM
What is the problem?
2 Procedures:

 Problem Finding
Problem Stating
4. INTENSITY OF THE PROBLEM
The degree of difficulty or adverse
effects they bring to interested
parties.
10. INSTITUTIONAL PROCESS FOR
MANAGING THE PROBLEM

C. OBTAINING INFORMATION DATA

COLLECTION
A. Interviews
B. Questionnaires
C. Observation
D. Document Gathering
E. Charting
1. Organization Chart

Informal

2. Data Flow Diagram

Management tasks being

assigned quickly and with little
written evidence.

3. System Outflow
4. Detail Flowchart

Formal

Involving a chain of
command and such written
evidence as elaborate charts and
graphs.

B. Identification of suitable and

accurate sources of information
FACTS

Form the foundation for

prospective solutions and direct the
consultant to the solution ultimately
rendered.

Sources of Facts:
Internal Sources
External Sources
INTERNAL SOURCES
1. PEOPLE
Most important source of facts.
2. CLIENT DOCUMENTATION
How the organization is
structured
What the organization has been
doing
What the organization plans to
do
3. RELATIONSHIPS

Provides information and

insights unknown or
undocumented anywhere else
within the organization.

EXTERNAL SOURCES
Sources from outside the organization
provide many facts about the
company.

5. Decision Table
A. INTERVIEWS
A series of interviews with client
personnel is considered the best way to zero
in on problems.
B. QUESTIONNAIRE
This is best used when the persons
from whom the consultant wants information
are physically removed and travel is
prohibitive or when numerous persons are to
be asked and the facts to be so determined
are verifiable from other sources.
C. OBSERVATION
The technique of observation is useful in
gathering facts prior to an interview, in
verifying statements made during an
interview, and in ascertaining relationships
between individuals.
D. DOCUMENT GATHERING
Another technique for gathering facts is
to collect all relevant documents, i.e., source
documents, work sheets, reports, and so
forth.
E. CHARTING
A fact-gathering technique that provides
a pictorial representation of a dimension of
the clients organization or of its activities.

ORGANIZATIONAL CHART
provides facts concerning reporting
relationships, quantities of resources,
and levels of authority and
responsibility within the clients
organization
DATA FLOW DIAGRAM
logical view of data flows through a
system
SYSTEM FLOWCHART
depicts an overall view of a system in
terms of major elements such as

processing programs or runs, files,

inputs, and outputs.
DETAIL FLOWCHART
Graphically represents the logic of a
process
DECISION TABLE
Viable alternative to a detail flowchart,
since it portrays a situation involving
logic

Data analysis and diagnosis

Decision-level analysis
Decision-Level analysis has the purpose
of depicting the varied interrelationships
among the decisions made throughout the
segments and levels of organization. It is
useful in demonstrating to client
management the variety and kinds of
decisions that the organization must make.
Input/output analysis
A problem situation may be analyzed in
terms of its inputs and outputs. It should be
noted that while each input and output is
describe, nothing is included concerning the
process, the data requirements, the
information flows, or the related decisions.
Structured analysis
The key assumption underlying this
approach is that any organization is
comprised of a number of well-defined
functions, which in turn are made up of a
group of activities, you can gain a clear
understanding of the inputs, processing, and
outputs of the organization.
Less-structured analysis
Unstructured approaches to fact
analysis could be employed to counteract
some limitations of the structured
approaches such as (1) difficulty in
application and (2) stifling of creativity of the
consultant.
Brainstorming
Involves a free flow of ideas among
the group members. Ideas are received
without restriction or criticism and later
sifted to find those that are judged to be the
best.
Delphi Approach
Opinions are obtained from managers
concerning impending present problems or
future conditions. A consensus of the
opinions is used to arrive at a decision.
Creative thinking
One of the fundamental changes in the
way managers approach their tasks has been

the growth in the information available to

them.
Solution selection and implementation
Solution development
Generation of solution alternatives
Evaluation of solution alternatives
Choice of the preferred solution
alternative
Detailed development of the selected
solution
Generation of alternative solutions
The first step in the solution development
phase is to generate and thoroughly search
for solution alternatives. A variety of welldefined and controllable approaches can be
defined.

Pattern recognition and

matching approach

Brainstorming approach

SCAMPER approach

Delphi approach

Evaluation of solution alternatives

After the alternative solutions are
identified and refined, they must be
evaluated to determine the most
preferred solution.
Choice of the most preferred solution
Choose the alternative solution that
yields the best fit or value relative to
the established criteria.
The rule can be easily applied when
factors can be qualified and related by
an explicit decision model and when
values concerning the future situation
are known with complete certainty.
Detailed development of the selected
solution
The selected solution will undergo
detailed design and refinement. Its
implementation must be carefully
planned in order to minimize required
time and costly mistakes.
Implementation
Implementation is the most important
and lengthy phase that follows the
solution development phase during a
problem-solving process.
Implementation phase involves the
following activities

 Development of a work plan

Establishment of controls over the
implementation activities
Selection and training of needed
personnel
Installation of needed physical
facilities
Development of standard and
documentation
Testing of the solution being
implemented
Follow-up and evaluation of the
implemented solution
REVIEW AND ASSESSMENT OF
EFFECTIVENESS
It is done to assess the quality of the work
and make any improvements or refinements
in work quality for future engagements.
COMMUNICATIONS
The MAS practitioner should communicate
to the client his principal findings and
conclusions, recommendations, or other
results of the engagement.
MEETING SKILLS
Refers to the practitioners ability and/ or
expertise in conducting a consulting
assignment.
Examples of skills a practitioner
must obtain:
1.People skills
2.Communication skills
3.Analytical skills
4.Ability to synthesize
5.Creative ability
The Presentation
Most consultants prefer to make an
Oral Presentation back up by written
evidence and using audio-visual aids to
support the case.
The objective of the presentation is to
obtain the clients acceptance of the
recommendations. The degree of

persuasion will depend on many factors and

must be anticipated, prepared for and built
into the presentation.
The presentation meeting is held
between the consulting team, the client and
those members of the staff chosen to attend.
The consultants presentation should
work through a logical series of steps,
building up the case for the
recommendations in an effective manner, so
that the client should have little or no
hesitation in accepting them. A presentation
should not be made unless the consultant
believes that the probability of acceptance is
high.
The presentation should not
overwhelm decision-makers in the client
organization with analytical details, or try to
impress them by techniques that are
normally the specialists domain.
However, the techniques used in
evaluation should be described. A clear
picture of all solutions that have been
envisaged should be given and the choice
proposed by the consultant justified.
Where there have to be further
presentations to representatives of the trade
unions, staff associations or other
stakeholder groups, the client takes on the
role of persuader and negotiator.
Report to the client
For a short assignment, this may be
the only report and so has to be
comprehensive.
For longer assignments, the final
report may refer to previous reports and go
into detail only on the events since the last
report written.
In every case, as a closing report, it
should tidy up all the loose ends and cover
the essential end-of-assignment facts and
confirmations. It should be known before it is
written whether the consultant is to provide
a follow-up service. If so, the report may not
be quiet as final as it otherwise would be.