Tuesday, 27 November 2012
Case:
Mr. Sani, a management consultant, was well known through his writings on various management topics. The Director of Management and Organization Development at Imperial Ltd., a large and well-managed multinational company, became interested in the ideas of Mr. Sani and invited him for a 2-day consultation on a management development strategy for the firm. If the recommendations were perceived as fulfilling the company's developmental needs, a long-term consulting relationship could evolve.
In the past, the company had consulted with professors from several universities. But it was felt that they were too theoretical and that their recommendations had little relevance to the company's needs. A major competitor was also well-managed, but Imperial did not get quite as high a rating on "management quality" in a survey conducted by a professional organization. On the other hand, the competitor had a well-rounded, comprehensive management and organization development program in place. Both firms were, definitely, considered as the best-managed companies in the industry.
While thinking about a management development program that he might suggest later, Mr. Sani considered the integration of the following criteria for effective training and development: 1) Integrate the mission of the organization in the program, (2) design a program based on developmental needs, (3) focus on short -term training and long-term development (4) select appropriate internal or external teachers, (5) obtain the participation of top managers, and (6) make an evaluation of the costs and benefits.
Questions:
Mr. Sani, a management consultant, was well known through his writings on various management topics. The Director of Management and Organization Development at Imperial Ltd., a large and well-managed multinational company, became interested in the ideas of Mr. Sani and invited him for a 2-day consultation on a management development strategy for the firm. If the recommendations were perceived as fulfilling the company's developmental needs, a long-term consulting relationship could evolve.
In the past, the company had consulted with professors from several universities. But it was felt that they were too theoretical and that their recommendations had little relevance to the company's needs. A major competitor was also well-managed, but Imperial did not get quite as high a rating on "management quality" in a survey conducted by a professional organization. On the other hand, the competitor had a well-rounded, comprehensive management and organization development program in place. Both firms were, definitely, considered as the best-managed companies in the industry.
While thinking about a management development program that he might suggest later, Mr. Sani considered the integration of the following criteria for effective training and development: 1) Integrate the mission of the organization in the program, (2) design a program based on developmental needs, (3) focus on short -term training and long-term development (4) select appropriate internal or external teachers, (5) obtain the participation of top managers, and (6) make an evaluation of the costs and benefits.
Questions:
- How should Mr. Sani prepare for the meeting?
- What kind of consulting model would you suggest considering the information provided in the case? Support your argument with appropriate rationale.
