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Essay / Research Paper Abstract
A 12 page paper. The writer discusses specific categories to include when evaluating an organization. For each category, the writer discusses what a consultant would need to know; or what items to review in that category. In some cases, a list of questions is provided to demonstrate what information the consultant would need to obtain to perform that evaluation. The areas include leadership, strategic planning, customer and market focus, human resource focus, process management, communication and four more categories. Bibliography lists 9 sources.
Page Count:
12 pages (~225 words per page)
File: MM12_PGOPIMP.rtf
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Unformatted sample text from the term paper:
Example: I have led training workshops in five of these categories.] The most important skill for a consultant to have is effective communication, especially the ability to ask the
right questions. Interviewing and negotiating skills are an essential component of the questioning skills. The consultant must be able to glean from a prospective client exactly what it is they
want. What is the outcome they expect? More often than not, it is the organizational consultant who will distill a great deal of conversation into the pertinent objectives and thereby,
negotiate the outcome of the consultation. Of course, the consultant also needs to have an excellent grasp of the content area(s) to be included in the project. A comprehensive
evaluation of organization performance is a huge undertaking. Few, if any, consultants are equally knowledgeable and/or experienced in the multitude of components involved in this type of project. In practice,
this means the consultant will do significant homework in his or her weaker areas of expertise, if that person is awarded the contract. The following pages identify any of the
following or combination of the following: consultants knowledge of the category; what the consultant will need to know about that category; and/or the items to review in that category. In
some cases, a list of questions is provided to demonstrate what information the consultant would need to obtain to perform that evaluation. Leadership Performance: Few organizations really assess the
effectiveness of leader performance (McManus, 2005). The consultant needs to know and understand different leadership effectiveness measures. One appraisal process that can be used is 360 Degree Feedback (McManus, 2005).
The 360 Feedback is also referred to as Multi-rater Feedback, Full-circle Feedback and other labels. This is an approach that obtains opinions from a number of people besides the supervisor
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