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business
understanding cross cultural management

Questions and Answers of Understanding Cross Cultural Management

How could the senior team at Apollo Tech Solutions have avoided the dilemma of having to rush the decision on whether to use the consultants for the implementation?
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 critical assumptions do you think the
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?
For the consulting exercise that you have completed, do a post-project summary and a case study, interviewing the client if you can.What career options have you considered? What skills are going to
What is their training programme?
What is the remuneration package – not only salary but other perks such as pension, private healthcare, car allowance and holiday entitlement?
What is the experience of previous new employees (i.e. does this sound like a firm I would like to work for)?
What is the balance of work at office versus on client site (an indication of how much one would travel)?
Do I have the right skills (and experience) for this firm?
Is their area of consulting of interest to me?
Does the firm offer positions at the level that is appropriate to me?
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;
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;
What would be the likely questions from the Bellagio family and how should Sarah respond to them?
How would you structure the report using the pyramid principle to make the message clear to SCI on its priorities?
Sarah has identified a lot of issues and actions that need to be done. Using a flow diagram like the example in Figure 11.4, describe how they relate to one another.
Prepare a short 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, transferable
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
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’ have 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?
What are the key decisions that the new Project Manager needs to take and suggest an approach to use to get the team to agree?
Prepare a Work Breakdown Schedule and use other suitable planning tools to work out how these issues may be resolved?
What should the new Project Manager do to get this project moving forward?
How might this experience be improved in the future?
Why were these aspects not such a positive experience?
What might have gone better?
What made it a positive experience?
What has gone well to this stage?
How might they compare with other people’s expectations? (In particular: other members of the group; the client; the project assessors.)
How did they compare with my own expectations? (The answer to this question may not be the same as the previous one!)
How do these compare to the project plan?
What outcomes have been achieved at this stage of the project?
understand what is the right decision and how to achieve it.
recognise how a project log can help the effective delivery of the consulting project; know what to include in it and be able to select a format that is right for you and your project;
be able to use simple systems to support time management and deal with slippage;
recognise the value of effective time management and understand the simple rules which make it effective;
understand how meetings and workshops with the client can be made effective;
develop a plan for the project to monitor the project and its progression with an allocated budget;
recognise the key tasks which contribute to the consulting project and how they might be allocated between team members;
Use one of the tools above to show how the new CRM process would operate.3 How would you go about providing the advice YTA seek regarding the fullness of their offerings and whether or not to broaden
Conduct a brainstorm among your team looking at the ways the two CRM options could be carried out (i.e. means of delivery).
Discuss which of the seven new management tools or social media analytics you think will be most appropriate for your project and say why?
appreciate how tools for digital analysis can help interpret the information from these sources.Each member of the team should take one of the seven basic tools in Section 9.4 and apply the technique
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;
Thinking about the next stage of the process – training the WAs in the use of the new electronic forms – how would you advise WTG to approach it?
What else could or should Samantha have done before the workshop to avoid the problems in communication between the two sides?
Samantha Webb made a bold move in intervening that turned out to be the right decision. What could have gone wrong?
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;
recognise the drivers of organisational change and why organisations resist;
show the different roles that members of the client organisation can play;
demonstrate how benchmarking can help the smooth running of a project;
analyse the decision-making environment in the client organisation;
understand the dimensions, including multi-criteria that can be used to define a particular decision;
recognise the types of decision-making roles managers undertake in organisations and the ways managers influence each other’s decisions;
understand the levels of client–consultant interaction depending on the type of consulting project undertaken;
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 further problems is this leading to?
What are the negative consequences?
What forces outside your control are contributing to this?
What does having this problem say about you as a professional?
What does having this problem say about you as a person?
What is stopping you doing something?
what makes a team work, team dynamics and how to successfully lead a team.
how to communicate effectively, work with and challenge the client where needed;
how to work with clients to both satisfy organisational needs and to influence them in order to ensure a successful project;
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?

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