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business
understanding cross cultural management

Questions and Answers of Understanding Cross Cultural Management

What critical assumptions do you think the team made that may have been invalid?
What issues do you imagine might have been associated with running a consultancy of this nature? How might it differ from, say, a large-scale consultancy?
What do you think of the target niches – too narrow and too well targeted (available verses addressable markets)? What might be the issues with this level of targeting?
understand the value consultancy skills offer for non-consulting jobs?
recognise the opportunity to develop an internal consultant managerial style?
gain an insight into becoming a consultant?
understand the common career structures in consulting companies?
know who are the key players in the consulting world?
appreciate the history, structure and dynamics of the global consulting industry;
How could Klingner and Arnott have managed the knowledge transfer better between the consultant and the client?
Was it ethical of Carl Klingner to pressurise Apollo into making a snap decision? Should he have handled it differently?
How could have the senior team at Apollo Tech Solutions avoided the dilemma of having to rush the decision on whether to use the consultants for the implementation?
How might Maria have described her KTP experience in her CV?
What could she have done after the end of the project to ensure that her recommendations were not lost and could be implemented?
How could commitment to implementation have been gained and the proposals delivered more quickly?
What were the difficulties Maria would have encountered in identifying and recommending her solutions? How would you have addressed them?
Be able to document these successes on a curriculum vitae and use them to support career development.
recognise how these successes provide evidence of transferable learning;
recognise success in the consulting exercise;
use the consulting project as a case study;
undertake follow-up projects and key client management;
complete a post-project summary and review;
learn how to hand over ownership of the project effectively
You have identified a number of issues around the current way of working, how would you prioritise and summarise these? The issues are?
Which of these two important areas would you tackle first and why? (Hint: most people would start with the ‘now’ and go to ‘future’ but a case can be made for doing it the other way round.)
Prepare a short formal presentation (of five minutes with one or two slides) on the theme of what you feel you have gained from the consulting project experience in terms of learning outcomes,
Go back to the project proposal you have made to the client. Analyse it as a piece of communication. Ask the following questions:a What was the objective of the communication?b Does this objective
How should the recipient feel?
What should be the tone?
What information should be given?
What actions do I wish the recipient of the conversation to take?
appreciate some rules which will make the communication of findings and the implementation of change more effective.
understand the means by which those findings can be delivered;
recognise the importance of delivering your findings to the client;
appreciate the advantages and disadvantages of verbal, written and visual mediums for communication;
recognise that communication has rational and emotional aspects;
be able to establish objectives for communication;
understand the process of communication;
recognise the importance of effective communication to consulting success;
How should the ‘people issues’ been dealt with in this project?
How would you have handled the project shock of the customer data issue?
Did Arnott achieve the right balance between controlling the team and delegating the tasks? What would you have done differently?
Develop a critical path analysis for the stages that you would go through.
be able to select a log format that is right for you and your project. The final report evolves as the project progresses. Using the team roles discussed in Section 11.1, discuss how each role can
recognise how a project log can help the effective delivery of the consulting project;
be able to use simple systems to support time management and dealing with slippage;
understand the simple rules which make time management effective;
recognise the value of effective time management;
be able to monitor the project and its progression;
understand how meetings with the client can be made effective;
develop a plan for the project with an allocated budget;
recognise how tasks might be allocated between team members;
recognise the key tasks which contribute to the consulting project;
How do you think the consultant would view the outcome of the project?
How could the consultant have done things differently?
What next steps would you propose for the client and consultant respectively?
Consider the project your team is undertaking. Evaluate the risks the project faces (from both your own and the client’s perspective). Analyse the way in which your team has interpreted and reacted
Discuss the following statements. Are they true or not?It is the consultant’s responsibility to facilitate client decision making, not change the decisions the client would have made
appreciate the naturalistic decision-making approach and how this can inform the consultant’s understanding of managerial decision making.
analyse the decision-making environment the client organisation presents:to recognise how decision making within the organisation is influenced by organisational orientation, organisational culture
understand the dimensions, including multi-criteria that can be used to define a particular decision;
recognise the ways managers influence each other’s decisions;
recognise the types of decision-making roles managers undertake in organisations;
recognise the limitations of this model;
understand the basis of the traditional model of rational decision making;
appreciate different approaches to understanding decision making;
Use one of the tools above to show how the new CRM process would operate?
Conduct a brainstorm amongst your team looking at the ways these two options could be carried out (i.e. means of delivery).
Discuss which of the seven new management tools you think will be most appropriate for your project and say why.
Each member of the team should take one of the seven basic tools and apply the technique to their project. Then they should present it to the rest of the team.
have an awareness of the seven new management tools for more sophisticated analysis.
understand how to use the seven basic tools for simple analysis;
learn the techniques of brainstorming and mind mapping to generate ideas;
recognise the importance of a creative approach to developing a solution;
Assuming that you are happy to work with the management team at AVS, how would you get them to change their way of thinking about their business?
The scope of the consulting project has changed. How will you deal with this?
You have two ‘project shocks’ here: one relating to the consulting process and one impacting on the outcome. How do you address these?
Thinking about your project highlight the issues that you may face in terms of project shocks. What contingency plans can you put in place to deal with them if they arise?
Consider the way in which your team is working. On an individual basis, consider how team working might be improved and develop a change strategy using the ideas in this chapter. Each presents a
learn the most effective response to make in the face of such challenges.
recognise the types of problem that might challenge the progression of the project;
identify resistance by the client and learn ways to overcome it;
appreciate the types of consultant interaction that facilitate change;
understand why organisations resist change;
show the different roles that members of the client organisation can play;
demonstrate how benchmarking can help the smooth running of a project;
understand the levels of client–consultant interaction depending on the type of consulting project undertaken;
What do you think might be the potential pitfalls in the plan?
How would you have structured the team for ‘Project Moon’?
If you were ITL, would you have refused the business and why?
What are our main implementation challenges in terms of processes and people?
Who are our customers and how do they rate us?
What are the largest opportunities for us to pursue in the marketplace now and in the future?
Who are our competitors by product range and service and how do we rate against them?
What are our products and services that we deliver to our customers?
How would you resolve the client’s anxiety over budget cutbacks and the anticipated trade union reaction?
What needs to be done to get the project back on track?
If you were the consultant, how would you have dealt with the attitude of the Initial Contact Centre staff?
What is the first step to getting what you want?
What further benefits could there be?

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