Management consulting

Management consulting

Management consulting represents a faction of the organization dedicated to provision of autonomous advisory services independent from other organization bodies essentially facilitating managers and the comprehensive organization with solutions to problems in the business, identifying and analyzing business opportunities, educating organization personnel and direct involvement with organizational changes. Management consultants contracted by an organization have the responsibility of ensuring that they provide objective resolutions and independent insight into matters of interest. They simply define analyses and present a scope to a subject of interest to the organization. With an ever growing economy, the need for management consultancy grows with the same intensity but through the years of its existence it has managed to accrue a number of criticisms from clients and management scholars.

Management consulting has exponentially grown since its inception in the 1980s and only experienced a fluctuation to the growth in 2009 due to the economic unrest of the period. The present economy has diversified into articulation of management consulting into broader subsections that include large consultancies that deal with broader problems, medium sized consultancies and boutique firms that focus on a predefined industry. However the increased reliance of management consultancy has led to the emergence of aspects conflicting with the purpose and scope of the profession. Research shows that management consultants has the tendency of using colloquial management perspectives when pertaining to their duties where they a lesser intent to primarily serve their client needs or develop an analogy that the client can easily implement. Management consultancy in more than one case operates in deliverance of management façade that translates to the inability of a business implement comprehensively changes suggested through the consultancy. According to Schaffer, despite management consultancy actually deriving objectives that will facilitate the business growth and provide resolution to certain problems, the reality of most analogies provided through consultancies do not have a true picture of their revelation in application hence gaps and inconsistencies that arise negatively impact the business (Schaffer, 1997).

Reference

Schaffer, R. H. (1997). Time to reengineer management consulting! Consultants News, 27(1), 45

Zikmund,W.G. (2013)., Chapter 6 The Seven Steps of the Research Process