MHR 412: Management Consulting. Loren Kuzuhara Department of Management and Human Resources
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1 MHR 412: Management Consulting Loren Kuzuhara Department of Management and Human Resources Spring
2 MHR 412: Management Consulting Spring Instructor Class Time Loren Kuzuhara MW 1:00-2: Grainger Hall 1180 Grainger Hall (office) (cell phone) Skype Name: lorenk_mhr_uw-madison Office Hours: T 1:00-4:00, W 3:00-4:00, TH 10:00-1:00 or by appointment Overview Welcome to the MHR Management Consulting!! This course will provide in-depth coverage of key management consulting principles, concepts, tools, methods, and processes. It is designed for students who are interested in working as internal or external management consultants in a variety of organizational settings and industries. However, even if you are not interested in working as a consultant in a formal capacity, the knowledge and skills you will acquire in this course will be extremely valuable to you in a wide range of other positions (e.g., manager, project leader, trainer, other staff positions) that require the ability to understand and solve problems to enhance the effectiveness of a work unit or organization. Course Objectives 1. To develop a strong understanding of fundamental principles, methods and tools used in management consulting. 2. To develop skill in the application of management consulting tools and methods to diagnose the functioning of an organization, to develop recommendations for solving problems, and to design and implement interventions to enhance individual, group, and organizational effectiveness. 2
3 Course Structure Important Ground Rules for Class Come to class. Be prepared for class. Actively participate in class. Important: Power off and put away all cell phones, ipods, laptop computers and other electronic devices during class. This is not only a course policy but also a School of Business policy. Presentation of Course Material and Class Discussion This part of the class will involve the presentation of new material based on assigned readings and/or other sources. The purpose of this part of each class will be to continuously add to and enrich your core foundation of management consulting expertise. Students will be expected to be critical thinkers by asking appropriate questions to stimulate discussion in each class. Experiential Exercises and Consulting Tool Applications Many classes will focus on the application of course material through the analysis of case studies about real world organizations that encountered significant problems and how they might be analyzed and solved from a management consultant's perspective. Students will be required to put on their "management consulting hats" to analyze each case and to diagnose the problem and to determine the most appropriate intervention to solve the organizational and/or management problem(s) in the case. Some of these case studies will involve breaking the class into "consulting groups," conducting an analysis, and then presenting their results and recommendations to the rest of the class to stimulate discussion. Management Consultant Speakers and Live Case Studies Some management consultants may serve as speakers during class time so that students may obtain an "insider's perspective" of how consultants help organizations to solve specific problems and enhance their effectiveness. Other speakers may be general management practitioners who present problems that they are experiencing. Students will have the opportunity to use their consulting skills by asking questions to diagnose the situation and then to develop and present an action plan for addressing the problems that the managers are facing in their real world organizations. Class Readings and Cases The required textbook for this course is: P. Block (2011). Flawless Consulting (3 rd edition) You can purchase this book from the University Book Store. Copies of all other readings, cases, and handouts will be posted to the course website or provided to you at no charge. Readings will tend to focus on the fundamental elements of the consulting process such as diagnosing problems, working with clients, managing projects, designing interventions, etc. Cases will be used to provide a basis for applying management consulting principles, methods, and 3
4 tools to enhance the functioning of a work unit or organization. Please be sure to read the assigned readings/cases each week. Class Attendance, Participation, and Make-Up Assignments The active participation of each individual in the class is absolutely critical. Students are expected to attend class every week and to come prepared to discuss any assigned readings/cases. Important: If a student absolutely must miss a class for a good reason (e.g., job interview, a universitysponsored event), he/she must the instructor at least 24 hours in advance and include documentation of the interview or event day and time (e.g., an confirmation from their interviewer or person in charge of the event). Missing class due to illness will require the submission of a doctor s note by the end of the day (11:59 p.m.) of the class missed. Students who are given excused absences will be given a written make-up assignment to complete based on the readings assigned and/or the material covered in the missed class. The make-up assignment will be due by 11:59 p.m. two days after the missed class. Failure to complete the make-up assignment will result in the student receiving a zero for participation for the class he/she missed. Please note that missing class for reasons such as that you want to study for another class, you are leaving town early for a family event or personal matter will not be accepted as legitimate reasons for an excused absence. Students who receive unexcused absences will receive a participation grade of a zero for the class they missed and they will not be eligible to complete a make-up assignment. Absences from class will result in a deduction to the attendance and participation grade. This is worth 15% of each student s grade in the course. Students who are exceptional participants in class discussions and activities will be given special consideration in evaluating their final course grades at the end of the semester. Note: Students should not schedule job interviews or meetings with their advisers, or clients for the consulting project in the class during class time. Grading of Class Participation Attendance will be taken at the beginning of class each week. Class participation will be graded on a scale of for each class based on the following standards: Excellent: Good Satisfactory Marginal Unacceptable 0-69 Note: All students start with a score of a 75 at the beginning of each class. Students will earn higher or lower scores based on the quantity and quality of their participation in class activities. Midterm Examination This exam will consist of a mixture of conceptual, application-oriented, and case analysis questions. The purpose of this exam will be to ensure that students have a solid understanding of the fundamentals of the management consulting process. This exam will cover all material covered up 4
5 through and including class the week before the exam. This exam will be worth 20% toward each student's course grade. Review questions will be distributed one week before this exam. Individual Consulting Application Project The consulting project is the most important learning opportunity in this class. This project will require each student to work individually as a consultant with a manager in a real world organization to do the following: 1. To use course material and tools to conduct a formal diagnosis of a management or organizational issue in a real world organization. 2. To identify the key problem(s) or need facing the organization. 3. To make specific, action-oriented recommendations to management for solving the problem. 4. To write a formal consulting report that describes the analysis of a problem and a detailed description of the recommendations for addressing the problem. Each student will be required to submit a 1-2 page proposal that describes the focus of the project to the instructor. The format of the project proposal is shown below. This proposal must be submitted to the dropbox for this assignment on the course website by the deadline (see course schedule). Proposal Format: Individual Management Consulting Application Project 1. Statement of the Project Objective(s) 2. Description of the Work Unit of Focus for the Project (e.g., department, division) 3. Description of the Organization (e.g., mission, objectives, structure, and composition) 4. Description of which MHR 412 course material will be used to perform the analysis/evaluation of the organization 5. A timeline for completing the project (e.g., planning, data collection, data analysis, writing of the report, etc.) Based on the assessment and evaluation of the organization that is being used for this project, each student will be required to write a summary report that includes the following. Summary Report Format: Individual Management Consulting Application Project 1. Statement of the project objective(s) 2. Background information about the work unit and organization 3. Description of the process that was used to conduct the assessment (Method) 4. Presentation of analysis and key results (using appropriate visuals) 5. Presentation of key recommendations for interventions that can be implemented to address key problem(s) 6. Discussion of how to evaluate the effectiveness of the recommendations. 5
6 Overview of the Management Consulting Project MHR 470: Management Consulting Spring 2012 Frequently Asked Questions (FAQ) 1. What are the objectives of the Management Consulting Project" and how should I go about completing it? The objectives of the "Management Consulting Project" are to use MHR 470 course material to analyze and evaluate the functioning of a real world wok unit or organization and to make specific recommendations for enhancing its effectiveness. You should view this as "relevant work experience" in terms of presenting this on your resume. Here is one recommended process for completing this assignment: a. Brainstorm a list of potential organizations where it may be possible to gain access to a work unit. Use your contacts in organizations (e.g., friends, graduates, faculty, bosses from present or former jobs and internships, student organizations, family members, etc.) to facilitate this process. Contact Loren, if you are having problems finding an organization to use for your project. Note: Student organizations do not qualify as an acceptable organization for this project. b. Meet with the "client" from potential organizations and discuss the key challenges he/she is facing in his/her organization. Try to identify an issue that you are interested in that is also of importance to the client. Important: Please note that the topical focus of your consulting project must be something that falls in the domain of management, HR, entrepreneurship, general business, or other professional activities. c. Develop 1-2 page proposal for your project and show it to Loren for approval. The proposal should address the following issues: Proposal Format: Management Consulting Project 1. Statement of the Project Objective(s) 2. Description of the Work Unit of Focus for the Project (e.g., department, division) 3. Description of the Organization (e.g., mission, objectives, structure, and composition) 4. Description of which MHR 412 course material (and material from other MHR classes) will be used to perform the analysis/evaluation of the organization 5. A timeline for completing the project (e.g., planning, data collection, data analysis, writing of the report, etc.) d. Contact organizations from the list you generated and present the project proposal to the client that is being targeted for this project. 6
7 e. Obtain support for doing the project from your client. Please note that you may need to be somewhat flexible with the organization in terms of what they will allow you to study. Please talk to Loren, if this becomes an issue. f. Make any final revisions to your proposal and the final version to your client and to Loren. Print out a copy for yourself and use it as a reference point for evaluating the progress you are making on your project in the future. g. Develop a more detailed action plan and timeline for completion of the project. h. Implement the action plan and evaluate your progress with Loren. Make adjustments as needed. Note: If you are collecting data from a work unit or organization in the form of interviews and/or surveys, try to complete this part of the project as early as possible to avoid unforeseen bottlenecks late in the process. i. Schedule an appointment with Loren to obtain developmental feedback once you have made significant progress on the write up of your paper. Ideally, each student should be close to having a rough complete draft of the paper before doing this. However, you can still bring in sections of the paper for evaluation as well. Incorporate feedback and suggestions from Loren into the report. The format of the summary report should be based on the following: Summary Report Format: Management Consulting Project 1. Statement of the Project Objective(s) 2. Background Information about the Work Unit and Organization 3. Description of Process that was used to conduct the Assessment 4. Presentation of Key Results (using appropriate visuals) 5. Presentation of Key Recommendations for Addressing Problem(s) 6. Discussion of how to evaluate the effectiveness of the implementation of the recommendations (i.e., the interventions). The final summary report should be at least 20 pages (1.5 spacing) in length (not including the title page, table of contents, executive summary, and appendices). j. Finalize the written summary report, have it copied (please attach a spiral binder and cover to make the reports look professional), and submit one copy to Loren by the deadline (see the course schedule). k. The written report will be worth 400 points. 7
8 Client Evaluation of Consultant Effectiveness At the end of the semester, each student consultant will need to ask their client to complete a client satisfaction survey. This survey must be completed and submitted to the course instructor by May 6th The form that should be used for this evaluation will be posted to the course website. "Live Consulting Case Study" (Oral Final Exam) There will be no written final exam in this class. Rather, each student will be required to demonstrate what he/she has learned in the class through a formal "live case study." This process involves giving each student a case situation and requiring the student to ask probing questions to diagnose the organization, to identify the problem, and to develop appropriate recommendations for resolving the problem. Students will be evaluated based on the quality of their diagnostic process, the appropriateness of the problems they identify, and the effectiveness of their recommendations for intervention to address the problem in the situation. These case interviews will be scheduled during final exam week with the instructor. This examination will be worth 20% of each student's course grade. Review materials for this exam will be distributed prior to the end of the semester. Extra Credit - Join the Wisconsin Consulting (WC)! Students may earn 25 points of extra credit for becoming a member of the Wisconsin Consulting Club (WMCC) and satisfying the basic membership requirements of the organization. Students must meet all of the requirements to be a "member in good standing" in order to receive the 25 points of extra credit. For more information about WMCC, please Andrew Pikturna, President, at pikturna@wisc.edu. Course Grades Course grades will be determined using the following breakdown: Midterm Exam: 200 points Class Attendance and Participation: 150 points Consulting Project Report: 400 points Oral Final Exam 200 points Client Evaluation of Consultant Effectiveness 50 points Total 1000 points Optional Extra Credit - WCC 25 points Note: Students who end up as "borderline cases" for higher final course grades may be bumped up to the higher grade based primarily on the quality of class participation during the semester and the quality of their final consulting project. 8
9 Methods for Determining Course Grades Each student will receive the higher of the two grades earned based on applying a curve and a standard scale to the total number of points earned in the course. Letter Grade Performance Level Percentile Ranks Standard Scale Ranges A Excellent Top 25% % AB Excellent/Good Next 5% % B Good Next 30% % BC Good/Satisfactory Next 5% % C Satisfactory Next 25% % D Marginal Next 5% % F Unacceptable Bottom 5% <67% 9
10 COURSE SCHEDULE MHR 412: Management Consulting Spring 2012 DATE TOPIC(S) READINGS AND ASSIGNMENTS ACTIVITIES 1/23 Course Overview Introduction to Management Consulting 1/25 The Management Consulting Process 1/30 The Management Consulting Process 2/1 The Management Consulting Process 2/6 Models of Management Consulting Organizational Diagnosis Models 2/8 Models of Management Consulting Organizational Diagnosis Models 2/13 Models of Management Consulting Organizational Diagnosis Models 2/15 Data Collection Tools: Systematic Observation Flawless Consulting: Chapter 1 Flawless Consulting: Chapters 2, 3 Flawless Consulting: Chapters 4, 5, 6 Flawless Consulting: Chapters 7, 8, 9 Reading: Fombrun and Nevins: Chapters 6,7,9,10 Flawless Consulting: Chapters 10, 11, 12 Flawless Consulting: Chapter 13 X Description of Consulting Project Review of Consulting Projects from Previous Semesters X X Model Application Exercise Model Application Exercise Model Application Exercise X Systematic Observation Exercise 10
11 DATE TOPIC(S) READINGS AND ASSIGNMENTS ACTIVITIES 2/20 Check-In Discussion of Consulting Projects 2/22 Data Collection Tools: Surveys 2/27 Data Collection Tools: Focus Groups 2/29 Data Collection Tools: Focus Groups 3/5 Data Analysis: Qualitative Data X X Readings: Surveys TBA Survey Design/Administration Exercise Reading: Structured Interviewing, TBA Interview Design/Administration Exercise Reading: Focus Group TBA Focus Group Design/Administration Exercise Consulting Project Proposals Due at 1:00 p.m. Qualitative Data Analysis Exercise 3/7 Data Analysis: Quantitative Data Working with SPSS Data Management Quantitative Data Analysis Exercise Reading: Quantitative Data Analysis TBA 3/12 Data Analysis: Working with SPSS Data X Quantitative Data Management Analysis Conducting Data Analysis 3/14 Data Analysis: Conducting Data Analysis X Quantitative Data Analysis 3/19 Flex Day X X 3/21 Midterm Exam X X 3/26 Data Presentation and Flawless Consulting: Chapter 14, 15 Client Feedback Exercise Client Feedback 3/28 Interventions Block: Chapters 16, 17 Intervention Exercise 11
12 DATE TOPIC(S) READINGS AND ASSIGNMENTS ACTIVITIES 4/1-4/8 4/9 Overview of Design and Implementation of Organizational Interventions Evaluation of Consulting Interventions 4/11 Design and Implementation of Organizational Interventions Part I 4/16 Consulting Skill Development 4/18 Design and Implementation of Organizational Interventions Part II 4/18 Consulting Skill Development 4/23 Design and Implementation of Organizational Interventions Part III SPRING BREAK X X Reading Martinneau and Preskill Chapter 14 Application Focus: Organizational Intervention Tools Reading: TBA Evaluation Exercise Intervention Exercise X Live Consulting Case Study #1 (Guest Client TBA) Application Focus: Organizational Intervention Exercise Intervention Tools Reading: TBA X Live Consulting Case Study #2 (Guest Client TBA) Application Focus: Organizational Intervention Exercise Intervention Tools Reading: TBA 12
13 DATE TOPIC(S) READINGS AND ASSIGNMENTS ACTIVITIES 4/25 Consulting Skill Development 4/30 Design and Implementation of Organizational Interventions Part IV 5/2 Consulting Skill Development 5/7 Discussion of Consulting Projects 5/9 Course Summary and Integration 5/11-5/18 Oral Consulting Final Exams Client Evaluation forms must be e- mailed to the instructor no later than F 5/11 at 11:59 p.m. X Live Consulting Case Study #3 (Guest Client TBA) Application Focus: Organizational Intervention Exercise Intervention Tools, Reading: TBA Flawless Consulting: Chapter 19 X Live Consulting Case Study #4 (Guest Client TBA) Consulting Project Reports Due (Beginning of Class) X Final Consulting Reports Due at 1:00 p.m. X Class Milestone Event - Location TBA (optional evening event) The Schedule will be announced X at least two weeks before the end of the semester 13
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