EC7P96 - Consultancy (2018/19)
|Module specification||Module approved to run in 2018/19|
|Module level||Masters (07)|
|Credit rating for module||20|
|School||Guildhall School of Business and Law|
|Total study hours||400|
|Running in 2018/19||
This module aims to enable the student to understand the processes of contracting, working with and addressing the recommendations of consultants, within the sustainable business framework. The module, by introducing the methods of consultancy, will prepare the student themselves for career development in this area.
The module aims to introduce MSc CSR and Sustainability students to the different skills necessary for the management of the contribution of external advisors in the field of sustainable business development and within the framework of CSR.
The aims of the module are:
1 To provide students with an understanding of the role of the consultant in developing sustainable businesses.
2 To be able to define when the need for consultancy arises
3 To manage the appointment of consultants
4 To work with, guide and learn from the contributions of consultants
5 To be able to manage the process of incorporating the advice of consultants within the company
The role of the consultant in developing sustainable businesses.
To be able to define the circumstances when the need for consultancy arises
To manage the appointment of consultants
To work with, guide and learn from the contributions of consultants
To be able to manage the process of incorporating the advice of consultants within the company.
Managing the post consultancy period.
Learning and teaching
The module will be delivered by a team of tutors with wide experience in consultancy.
The module will deliver a series of seminars and practical sessions given by researchers and practitioners from the Business School and from selected external organisations.
Seminars will insist upon adequate preparation by students for all seminars so that as far as possible the learning process is prompted by the students’ progress, for example the preparation of (unexamined) short presentations on a weekly basis to initiate sessions. This process will be closely related to the Assessment 1 requirement.
The mix of lectures and talks will be supported by seminars and workshops. The later will involve discussions of consultancy case studies, which will provide the basis for understanding the overall activity cycle of the consultancy contract and the consequent actions and results.
The student will be able to assess the need for, search for, contract, and monitor the activities of the consultant. Further to the completion of the consultancy report or activity, the student should be able to assess and take up those proposals made to the company in a manner best suited to the effective development of the company.
The module will be assessed through two pieces of work:
(a) The first will be a group presentation of the results of discussions in work- shops of their own experience of advisory/ consultancy interventions at their own previous or current workplaces. (30%)
(b) The second will be an individual essay, analysing a selected case of consultancy activity, which will demonstrate the student’s capacity to understand the strengths and weaknesses of the particular consultancy effort, and the reasons for these. (70%)
Humble Consulting: How to Provide Real Help Faster E.H. Schein 2016
Humble Inquiry: The Gentle Art of Asking Instead of Telling E.H. Schein 2013
Flawless Consulting: A Guide to Getting Your Expertise Used Peter Block Wiley 2011
(also as companion: The Flawless Consulting Fieldbook and Companion : A Guide Understanding Your Expertise by Peter Block (Author), Andrea Markowitz (Author) Pfeiffer)
The Business of Consulting: The Basics and Beyond Elaine Biech 2011 Pfeiffer (ebook, kindle)
The international guide to management consultancy by Barry Curnow; Jonathan Reuvid; eBook : Kogan Page, 2003.
Practical Management Consultancy Calvert Markham; ICAEW. 4/E 2003
Management consultancy : a handbook for best practice Philip Sadler; Kogan Page 2001
Coaching, mentoring and organizational consultancy : supervision and development
Peter Hawkins; Nick Smith 2006 OUP
Key Management Models: The 60+ Models Every Manager Needs to Know. Marcel Van Assen, Gerben Van den Berg, Paul Pietersma. Prentice Hall 2009 2/E
The Consultant's Craft: Improving Organizational Communication Sue DeWine
Case Interview Secrets: How to Get Multiple Job Offers in Consulting Victor Cheng 2012
The Consulting Apprenticeship: 40 Jump-Start Ideas for You and Your Business Steve Shu, Steve Shu Consulting 2015
Million Dollar Consulting Proposals: How to Write a Proposal That's Accepted Every Time Alan Weiss 2011
The Consulting Bible: Everything You Need to Know to Create and Expand a Seven-Figure Consulting Practice (ebook) by Alan Weiss 2011
The Firm: The Story of McKinsey and Its Secret Influence on American Business (ebook) Duff McDonald 2013
House of Lies: How Management Consultants Steal Your Watch and Then Tell You the Time Martin Kihn 2005
The Trusted Advisor David H. Maister 2000
The Lords of Strategy: The Secret Intellectual History of the New Corporate World. Walter Kiechel – 2010