Chapter 12
If the managers
1. Explain the importance of a consultant maintaining a
harmonious relationship with the client.
To some employees of client org., the consultants
entry could result into feeling of insecurity, animosity and
hostility because the consultant presence could often create
fear and anxiety to them. That is why it is important for the
consultant to maintain a harmonious relationship between
him and the client org. to counteract such negative
possibilities.
2. Why must a consultant establish a relationship with the ff.?
a) Administrator and employees who have
information and facts concerning the problem
situation.-
b) Managers and EE who are likely to be affected
by the implementation of solution to the
problem situation.-
c) Managers and EE who will be assigned to
perform tasks under the consultants
guidance.-
d) Managers and EE who are assigned to serve as
a liaison on a daily basis bet. Consultant and
higher-level managers or other org. unit with
support system.-
3. In what way may harmonious relationship be achieved bet.
Consultant and client through written means?
A written announcement that was prepared by both
client and consultant after settling the engagement
should be issued as early as possible. It should address
all of the members within the organizations that are
affected by the problem situation.
4. How should the consultant conduct interviews of client
personnel to promote harmonious relations bet. Him and
client?
The consultant can conduct a get-acquainted
interviews by getting appointments to meet all of those
managers who are affected by the problem situation.
During the interview, the consultant should establish a
friendly relationship and chat about the responsibilities
and difficulties of the managers position.
ask on discussing the problem in depth, the consultant
should be flexible to accommodate such request.
5. In what way may the consultant create an attitude of
helpfulness during the engagement?
Attitude of helpfulness may be achieved by maintaining
an Open-door policy which means welcoming an
open communications at all time. Another way is
through arranged meetings for problem discussion and
providing written summaries of the meeting.
6. What are the disadvantages of creating client expectations
that cannot be met?
If this occurs, the recipient will be disappointed and
such disappointment is hard to be overcome in the
future.
7. Explain the ff. statement-Confidence is a function of
credibility and expectations.
Confidence occurs if the level of credibility ensures that
expectations will be achieved to the extent that satisfies
concerns about the outcomes not achieved. Credibility
results from satisfying realistic expectations and these
expectations are created through consulting proposal.
8. How can a consultant maintain a clients interest that can
lead to new business opportunities or new consulting
engagements?
By:
Keeping the manager informed and motivated
about the project. Consultant must keep regular
communications; inform the managers about update
on the project and its progress. Keep building the
consultant- client rapport.
9. Do you agree with A consultant cannot retain all types of
business and expect to grow at the same time. Explain
answer.
Yes, I agree that a consultant cannot..at the same
time because growth depends on abandoning some
lines of business in order to focus in a more productive
line of business. Continuing to take all means he/she
fails to grow in terms of expertise and reputation.
10. In what ways may a consultant abandon a client
gracefully?
Abandoning clients should not be harshly done. It can
be through:
o Explain to the client that certain assignments
cannot be cost-effectively hadled any more.
o Establish alliances with younger consultants
who may want to align themselves with more
 established practitioners in order to learn,
obtain business and network
o Provide the client with advance notice that the
consultant will be accepting lesser assignments
and doing lesser workshops and appearances
o Offer to transfer the skills to the client, if
appropriate.
Chapter 13
1. In what ways will the selection and development of
consulting staff impact the future business development of a
consulting firm?
Selection and development of the consulting staff
impact the future business development of consulting firm by 6. What are some of the ways that the consulting firm can
way of those people selected to are the ones who represents
the firm and perform services to the clients. Thus, they
determine (1)the business level of success,(2) rate of growth
and(3) future of consulting practice.
2. Give at least 3 basic considerations that the firm takes into
account in selecting the consulting staff.
1) The kind of consulting practice one plans to build.
2) The targeted principal market.
3) The kind of image and reputation the consultant wants
to project and develop
4) The long-range plans for the consulting practice
3. Explain briefly the ff profiles that should be determined and
developed before the process of hiring and training staff
personnel.
a. Practice Profile- development of profile of the type of
person that the consulting firm needs and necessary to
achieve the Bus. Object.
b. Position Prof- a two-part description of what positions
are to be filled in.
c. Person description- what kind of person does the firm
wants to have as part of its staff.
i. Academic credentials
ii. Experience
iii. Personal traits and characteristics
4. Distinguish bet the nature of work and responsibility bet. the 8. Explain briefly some of the intrinsic factors that influence the
consultant and the technical specialist.
Consultant oversees the project and direct the activities
of others in conducting analysis and researching of the
problem to cater the client needs. They see the big
picture. Technical Specialists are individual contributors
on specific number of subjects. They work as support
role to the consultants.
5. Describe briefly the nature of the ff training methods for the
EE of the consulting firm.
a. Formal Training-both consulting and client personnel
may need to attend formal training (e.g. sponsored
training, and client instructed classes) to acquire
functional and technical aspects regarding unfamiliar
technical environment.
b. Ongoing Training- may be in-house and out-house
training such as those offered by PICPA
c. Informal Training- information from periodicals,
research materials, reference manuals and past
project documentation can provide learning to the
personnel.
adopt that will increase the degree of commitment of its
staff members to the practice?
I. Select people who shares the consultant values
and business philosophies
II. Provide an environment that people are
comfortable with and enjoy working within
III. Demonstrate personal interest in each
individual EE
IV. Provide opportunity for career growth and
personal development.
V. Involve the staff indecisions and commitments
that affect them.
VI. Maintain open lines of communication within
the organization.
7. Distinguish bet. The short-term and long-term motives that a
new consultant may have in joining a consultancy firm.
>
structure of teams and the way in which they work.
Group size- the larger the group, the more it is
difficult to manage and maintain cohesiveness.
Stage in group formation- the group undergoes
change and its productivity depends on the stage it
has reached.
 Individual expertise and specialism- expertise and
specialism of individuals affects the shape and
function of the group.
Group norms and culture
Leadership
Individual personalities
Group motivation
9. Explain briefly some of the extrinsic factors that influence
the structure of the team and the way in which they work.
Group task- the nature of the task of the group
defines the team and unite it.
Resource availability- the level of available resources
will influence the manner of teamwork.
Group rewards- people are motivated to work in
teams because group rewards are greater than
individual rewards.
Interaction with other groups- a team
interacts(exchange and share resources) with other
groups within the organization.
10. What are the four stages of team development?
Explain.
I. Formation- members of the group comes
together for the first time
II. Brainstorming/ Deliberation- start of debate
about goals, roles and processes.
III. Emergence of consensus- recognize the roles
individuals will play
IV. Performance- undertaking of tasks it exists to
perform.
11. Explain briefly some of the useful general ground rules
in managing conflicts in a team.
Address the issue- although it is tempting to ignore
conflict, conflict should be manage as early as
possible.
Identify parties-recognize who are involved and
those who have interest in the conflict and its
resolution.
Assert the need for resolution- if it is a
dysfunctional conflict and threatens the goals, then
it should be resolved even if the outcomes are
unfavorable.
Understand Both sides- listening to the views to
both sides( unbiased) is important
Look for common ground- consider views of two
sides since it is stronger than a position alone.
Give parties a back-out route- give a way to parties
for a new position without being too obvious that
they lose credibility so that achieving compromise
will be easier.
Be prepared to impose a solution- a last resort if
no compromise was achieved. it could be win-win,
lose-lose, and not win-lose scenario.
12. When and how may an external expert be availed for
advice and support in resolving the team conflict?
Basic ground rules that makes the process successful
Understand what issue you need advice or
support on
Define objectives
Identify who can help
Approach positively
Ensure understanding and integrate findings.
Chapter 14
1. What are the basic benefits and purposes of developing
pro forma statements and cash budgets?
The pro-forma financial statements and cash budget
enable the firm to determine its future level of asset needs
and the associated financing that will be required.
Furthermore, one can track actual events against the
projections. Bankers and other lenders also use these
financial statements as a guide in credit decisions.
2. Explain how the collections and purchases schedules are
related to the borrowing needs of the corporation.
The collections and purchase schedules measure the
speed at which receivables are collected and purchases are
paid. To the extent collections do not cover purchasing
costs and other financial requirements, the firm must look
to borrowing to cover the deficit.
3. Rapid corporate growth in sales and profits can cause
financing problems. Elaborate on this statement.
Rapid growth in sales and profits is often associated
with rapid growth in asset commitment. A P100,000
increase in sales may occasion a P50,000 increase in assets,
with perhaps only P10,000 of the new financing coming
from profits. It is very seldom that incremental profits from
sales expansion can meet new financing needs.
4. What conditions would help make a percent-of-sales
forecast almost as accurate as pro forma financial
statements and cash budgets?
The percent-of-sales forecast is only as good as the
functional relationship of assets and liabilities to sales. To
the extent that past relationships accurately depict the
future, the percent-of-sales method will give values that
reasonably represent the values derived through the pro-
forma statements and the cash budget.