Consulting services in the field of management appeared later than similar services in the field of marketing, advertising, technical policy, etc. This was a natural phenomenon, because. at first, the most obvious, quick-acting sources of efficiency improvement are used in the competition. Managerial capabilities are associated with human behavior, and a person is a relatively inertial part of production. Despite this, management consulting is one of the most sought-after products in today's reality. Depending on the content and level of complexity of the situation in which the client’s enterprise finds itself, a consultant is invited to solve three types of problems:

To correct the current situation in the enterprise (task for correction),

To improve the existing situation (improvement task),

To form a completely new situation (creation task).

In all three cases, the interaction between the client and the consultant begins with the fact that some condition, some situation or some indicators of the enterprise's activity are recognized by the client and the consultant as unsatisfactory and there is an opportunity to change them for the better with the help of the advice and recommendations of the consultant. And therefore, as the completion of the interaction, all changes in the enterprise proposed by an independent consultant should contribute to improving the quality of the client's enterprise management, improving the management of the enterprise's functional areas and processes at the enterprise. In general terms, the tasks of management consulting are as follows:

Increasing turnover and profitability, increasing the value of the company,

Creation of competitive advantages in the customer market, supplier market, labor market,

Increasing the manageability of the company, reducing the cost of managerial energy of managers,

Ensuring the required quality of products and services, reducing costs, eliminating time delays,

Improving intra-company interaction, increasing the coordination of actions of departments and employees,

Increasing the activity and loyalty of the staff, strengthening the performance discipline,

Development of key competencies, improvement of managerial skills of managers and employees.

Management consulting services are of a specific nature:

As a result, material products are not produced that can be measured by mechanical and / or physico-chemical indicators,

The creation of a service and its consumption occurs immediately in the same place and at the same time,

Consulting firms contact the consumer directly, which creates additional requirements for their functioning.

Like any other product, management consulting services have their own life cycle: the stages of design and development, testing, launch, growth, maturity, saturation and decline. This process also has a temporal dimension, as some services become obsolete and should be replaced, and some services emerge and should be implemented. The essential characteristics of management consulting are manifested in the ways or special types of its implementation. Therefore, the classification of consulting services is necessary to identify each new type of consulting and manage the consulting process. Summarizing the classification of types of management consulting given in the literature and supplementing it on the basis of the experience of their provision, we were able to identify the following generalizing features of the classification (Table 1) , , :

Table 1 - Types of management consulting

The systematic nature of the characteristics given to each type of management consulting allows you to compare its capabilities and evaluate its effectiveness in relation to others. Assessing the ratio of types of management consulting in economic practice, one can observe the trends of these observations in dynamics, which allows you to make appropriate adjustments to the development of consulting activities.

It is difficult to assess the quality of management consulting services, because the client perceives not only the result of the service, but becomes an accomplice in its provision. And the only requirement that is imposed on consulting services, as well as on any other transactions made by organizations, from the side of the law is that they are provided in accordance with the law. Russian Federation(in the banking sector of the economy, they must be provided in accordance with the Civil Code of the Russian Federation, the law “On Banks and banking" etc.).

Difficulties in assessing the quality of consulting services determine the need for the existence of special guarantees of their quality, and primarily standards for consulting activities. When considering the quality of a consulting service, the subject area, the content of the recommendation, the methodology and service in providing the consulting service are also evaluated. At the same time, it should be noted that the quality of consulting services directly depends on the degree of development of the consulting business and the principles of its implementation by periods of development. You can trace the development of the principles for the implementation of consulting activities according to table 2.

Table 2 - Development of management consulting principles

Based on this, in the scientific literature, for a formal description of the quality of a consulting service, it is proposed to use various evaluation parameters. Having summarized the accumulated experience in providing consulting services and assessing their quality, we consider it necessary to use the following set of quality indicators of consulting services (Table 3). Thus, in order to gain recognition and become in demand in the market, a consulting firm needs to constantly take care of its reliability, responsibility and, most importantly, competence. Consulting specialists, on the other hand, must be, first of all, excellent experts in business processes, competent analysts and good forecasters, and they must also have their own relatively free and objective opinion and be able to influence clients authoritatively.

You can confirm the presence of the listed indicators of the quality of consulting services as follows:

1. Demonstration of the future result:

1.1. Displaying results for similar orders (sample reports, customer success stories).

Table 3 - Indicators of the quality of management consulting services

1.2. Imitation of the future result for the Client (determination of key management and financial and economic indicators that can be achieved as a result of acquiring the service).

1.3. Demonstration of future benefits from the acquisition of the service.

2. Realization services:

2.1. The result of cooperation is partially embodied (handout at seminars, accompanying documentation for implementation projects, a paper report on the results of consulting).

2.2. Related items, consumables are transferred as an addition or a gift (video or audio course).

3. Physical evidence of the quality of the resources involved in the work:

3.1. Diplomas of employees (number of certified specialists, candidates and doctors of science, trained abroad, etc.).

3.2. The latest equipment.

3.3. The quality of the materials used (international recognition and awards).

3.4. Official agreements with partners.

3.5. Licenses, certificates of the company in certain areas of work.

4. External evaluation of the quality of work by third parties:

4.1. Company awards in competitions.

4.2. Membership in associations, clubs, etc.

4.3. Confirmation of cooperation with companies that traditionally impose the most stringent quality requirements.

4.4. Testimonials and letters of thanks from Clients.

4.5. Participation of management / employees in expert councils, scientific conferences, round tables on the topic (publications, photos, etc.), etc.

5. Demonstration of quality control to the Client:

5.1. Implementation of intra-company standards and "voicing" them to customers.

5.2. Memo to the client for independent quality control.

5.3. Implementation of a quality management system.

6. Modeling the process, clarifying the cooperation procedure, guaranteeing efficiency:

6.1. Phased provision of services, the ability for the client to refuse further cooperation at some stage.

6.2. Detailed prescribing of the interaction procedure and fixing it in the documents.

6.3. The possibility of a refund in case of unsatisfactory quality.

It is possible to ensure the availability of the considered indicators of the quality of consulting services by analyzing and taking into account the factors that affect their quality. The services that a consulting firm can offer depend on a wide variety of external and internal factors. External factors are factors that are outside the consulting firm and contribute to the formation of the quality of services. The main ones are the requirements of the market (customers), competition, the economic situation in the market, the political situation, etc. Internal factors include those that depend on the activities of the consulting firm itself and affect its ability to provide services of adequate quality.

Basically, all factors, both internal and external, are closely related, and they all affect the quality of consulting services. At the same time, only internal factors can be controlled and managed, so we will dwell on their study in more detail. To identify internal factors affecting the quality of advisory services in the banking sector of the economy, we conducted a survey using a questionnaire. The questionnaires were filled out by employees of banks located in the Oryol region and using the practice of contacting consultants in their activities (Rosselkhozbank, Lanta-bank, Trust Bank, VTB 24, etc.).

As a result of the survey, the following information was obtained. Objectivity, comprehensiveness, communication, trust, competence and effectiveness of consulting services that characterize the quality of customer service depend on the qualifications of consultants, on their experience in this field of knowledge, on the relationship of consultants with clients, on the methods used by the consultant.

As the survey of respondents shows, they are more willing to listen to consultants if they have a higher education and work experience in the banking sector. Customers make a preliminary impression of the possible quality of services based on an analysis of the price list of the consulting firm. There is an opinion that the higher the prices, the more qualified assistance can be expected from consultants. At the same time, the financial crisis in the global economy is forcing banks to save money in order to reduce costs, which makes it difficult to attract highly qualified specialists who provide quality consulting services. Such qualitative characteristics of consulting services as relevance, efficiency, reliability, scientific character, complexity, flexibility and efficiency are provided through the use of modern information technologies. From the supply of consultants technical means depends on their ability to use information technology, with the help of which they can provide advice in as soon as possible With highest quality. As the survey showed, not all consultants are provided with the necessary equipment and not everywhere it meets modern requirements. Basically, problems arise with software. In addition, most consultants are currently not provided with portable instruments and laboratory equipment.

For effective work consultants should be comfortable workplace, preferably in a separate room, however, as practice shows, consultants are usually limited to premises and are in a room with other employees. The survey showed that 61% of consultants work indoors with other specialists up to 3 people and 23% in an office with up to 6 people. Almost all consultants do not have an office for receiving visitors. There are also problems with the availability of premises for holding group events.

Based on the study of the experience of consulting organizations and the conducted research, we have identified the main internal factors affecting the volume and quality of consulting services, which are presented schematically in Figure 1. Internal factors are numerous and it is advisable to classify them into groups:

1. Logistical factors through the introduction new technology, technologies, etc. create a material basis for the production of competitive consulting services.

2. Organizational factors are related to improving the organization of production and labor, increasing production discipline and responsibility for the quality of services, ensuring a culture of production and an appropriate level of personnel qualification, introducing a quality management system and its certification and other organizational measures.

3. Economic factors are determined by the costs of organizing the provision of consulting services, the costs of ensuring the required level of their quality, the pricing policy and the system of economic incentives for personnel. Socio-psychological factors largely influence the creation of a healthy socio-psychological climate in the team, normal working conditions, education of personnel in the spirit of devotion and pride in their enterprise, moral stimulation of employees for a conscientious attitude to work.

4. Marketing factors affect the ability to determine the position of a consulting firm in the market and in the minds of consumers.

When studying the influence of these factors on the activities of consulting firms, it should be remembered that at each stage of their development, the degree of influence of these factors is not the same. Therefore, the relevant departments of consulting firms should rank internal factors according to the degree of influence and give preference to those that most affect the quality of consulting services. This will allow cost-effective and more efficient management of product quality. The identified factors make it possible to determine the conditions for increasing the volume and quality of consulting services:

Figure 1 - Internal factors affecting the volume and quality of consulting services

Organization of marketing of consulting services;

Creation of the personnel potential of consultants, providing them with a decent level of wages, organization of advanced training for them;

Acquisition of information and consulting centers with modern computing, copying and presentation equipment, necessary software and updated databases, organization of access to the Internet;

Equipping information and consulting centers with portable field devices and laboratory equipment that allows you to quickly determine the parameters of technological processes and give more informed advice in the banking sector;

Provision of counseling centers vehicles to organize mobile and operational work;

Methodical, organizational and informational support of consultants.

The creation of these conditions in Russia is possible with an integrated systematic approach to the organization of management consulting in particular and all consulting in general. Thus, given the commonality of goals and objectives, all formations of the system require standard methodological, information support, training and advanced training programs for personnel, technical support for compatible equipment, and exchange of experience. These functions can be most effectively implemented centrally by differentiating the level of tasks and distributing them between the federal and regional levels, as well as through interregional exchange. At the same time, duplication of actions will be excluded, which entails the irrational use of material and labor resources. With joint actions aimed at solving common typical problems, underestimation of factors due to incomplete information and knowledge is excluded, and the unification of efforts and cooperation gives a synergistic effect that will be used and replicated in other territories.

Bibliography:

1. Vasiliev, G.A. Management consulting / G.A. Vasiliev, E.M. Deeva. - M., UNITY-DANA. - 2004 . - S. 185-186.

2. Efremov, V.S. Management consulting as a business [Text] / V.S. Efremov // Management in Russia and abroad, July-August, 2007. - P. 70-79.

3. Classification of consulting by types of services and activities [Electronic resource]. – Access mode: http://bnk-group.ru/klassifikacij_konsaltinga_po_vidam_uslug.html.

4. Classification of consulting services [Electronic resource]. - Access mode http://www.management.com.ua/consulting/cons006.html.

5. Kudinov, A. Problems of Russian enterprises. Management consulting [Electronic resource]. - Access mode: http://www.adventure-world.ru/node/1346.

6. Makatova, N.S. We sell services: how to prove the quality? [Electronic resource] / N.S. Makatova - Access mode: http://www.treko.ru/show_article_1499.

7. Minyakova, T.E. Management consulting [Text]: tutorial/ T.E. Minyakova. - Ulyanovsk UlGTU, 2007. - 112 p.

8. On the development strategy of the banking sector of the Russian Federation for the period up to 2015 [Electronic resource] - Access mode: http://www.eg-online.ru/information/128078.

9. Prigogine, A.I. National Institute of Certified Management Consultants [Electronic resource] // Access mode http://www.niscu.ru/.

10. Trofimova O.K. Classification of consulting services in Ukraine [Electronic resource] / O.K. Trofimova // Corporate management - Access mode: http://www.cfin.ru/consulting/mkintro-05.shtml.

11. Trofimova O.K. Definition of the concept of "management consulting" [Electronic resource] / O.K. Trofimova //Corporate management. – Access mode: http://www.cfin.ru/consulting/mkintro-02.shtml

12. Fomishen, S.V. Management consulting. International experience [Text] / S.V. Fomishin, Yu.V. Chernov. - Rostov n / D .: Phoenix, 2006. - 286 p.

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The concept of management consulting

Definition of management consulting

Consulting is considered from the point of view of functional and professional approaches.

1. From the point of view of the functional approach, consulting is a type of activity aimed at providing assistance to the client, taking into account his interests. At the same time, the consultant is not responsible for how the client uses his service, that is, it is not the consultant who is responsible, but the client.

2. From the standpoint of a professional approach, consulting is a consulting service, working under a contract and providing services to clients, from the standpoint of specially trained and qualified persons who help identify management problems, analyze them, give recommendations on solving these problems and assist, if necessary, in the implementation of these solutions.

Goal -> Situation -> Problem -> Decision (the process of implementation, not the fact of acceptance).

According to the definition of the European Federation of Associations of Economic and Management Consultants FEACO, management consulting is the provision of independent advice and assistance on management issues, including the identification and assessment of problems and opportunities, the recommendation of appropriate measures and assistance in their implementation.

Components of counseling: process, expertise, service, method.

Counseling Features:

1. Professionalism.

Knowledge of the management situation.

The presence of practical experience in its resolution.

Possessing the skills of sharing experience, identifying problems, searching for information, analyzing the situation, communicating with people, planning changes and overcoming resistance to change.

2. Consultation. The consultant does not have the right to make decisions, but only recommends what can be done to resolve the situation.

3. Independence.

Financial, having your own account and the consultant's lack of interest in how to dispose of the client with his advice.

Administrative, lack of communication and subordination.

Political.

Emotional, from family and friendship ties.

Management consulting as a business service

With the beginning of market reforms in the economy of the Russian Federation, a new industry appeared - business services. Business services are activities that carry out macro- and microeconomic regulation and maintain optimal proportions of the economy, engaged in servicing the main and infrastructure production, as well as government controlled.

Business service - professional and always paid.

Demand for business services appears as the economy develops, and their role is determined by the fact that they create the basis for the growth of well-being and social satisfaction of people (in other words, they help people).

Business Services features include:

1. Formation of components of control systems. (HR systems, technology, logistics, etc.)

2. Implementation of current maintenance of management processes (legal, audit and other project support).

3. Provision of consulting services.

4. Creation, distribution, implementation of management innovations.

The value of business services is that they:

1. Create conditions for the effective functioning of our economy.

2. Contribute to the formation and close interaction of all elements of the infrastructure complex.

3. Release organizations from the need to create additional service units and hire additional staff.

As a rule, business services are provided simultaneously for several types of activities, one of which is dominant. Business services require different regulation, from free implementation (consulting) to compulsory licensing (audit), attestation, certification and accreditation.

Most business services firms provide advice in their area of ​​expertise.

1. Consulting services are part of business services.

2. Management consulting - one of the types of consulting services.

3. Management consulting is part of a business service.

From a business service point of view, consulting is an activity carried out by professional consultants and aimed at serving the needs of commercial and non-profit organizations, individuals in consulting, training, research work on the problems of their functioning and development.

1. Are the product of consulting activities.

2. Have their own life cycle.

3. Intangible.

4. Heterogeneous.

5. Cannot be rendered for future use.

6. Can be provided in advance.

7. Can be integrated by different firms.

8. Have a low capital intensity.

In the European Directory of Management Consultants, there are 104 types of consulting services, grouped into 8 groups:

1. General management.

2. Administration.

3. Financial management.

4. Personnel management.

5. Marketing.

6. Production.

7. Information technology.

8. Specialized services.

Consulting services are carried out in the following forms:

1. One-time consultations.

oral representation

Written representation.

pre-prepared questionnaire.

2. Information service.

Providing statistical reports.

The mode of making forecasts for the development of the economy and its industries.

Information on legislation.

Providing information about the reliability of partners.

3. Expertise.

Examination of independently compiled by the client business plans.

Expertise investment projects.

Contract review.

Examination of financial transactions.

4. Consulting project.

Problem diagnosis.

Development and implementation of solutions.

Search for partners.

Negotiation Project.

Development of management documents accompanying management processes.

Goals, objectives, principles of management consulting

The main goal of management consulting is to improve the quality of management, increase the efficiency of the client firm and increase the productivity of its staff.

Main goals:

1. To correct the situation.

2. For improvement.

3. Tasks for innovation.

4. Combined type.

Principles:

1. Scientific.

2. Flexibility.

3. Progressiveness.

4. Continuity.

5. Safety of the system in the process of counseling.

6. Changing the system as a result of counseling.

7. Specificity.

8. Glasnost.

9. Competence.

10. Dynamic.

11. Creativity.

12. Efficiency.

Classification (typology) of management consulting

1. Based on the results, they are distinguished.

Product consulting.

Providing consulting, process consulting.

2. By radicality

Revolutionary.

Cosmetic Consulting

Routine counseling

3. By goals

Target

Multipurpose

4. By types of tasks to be solved

Operational

strategic

5. By implementation mechanism

Object management consulting

Polyobject consulting

Unique consulting

Standard counseling

6. By performance

Completed

milestone

7. By place of application

intracompany

External

8. By the duration of the impact on the object

Short term

medium term

Long term

9. By application functions

Scientific research consulting

Practical advice

10. By degree of impact

shock counseling

Creeping

11. By the number of objects

Individual

Collective

12. By levels and areas of management

Branded

Industry

Municipal Consulting

State consulting

13. By the scale of the organization

Micro-Counseling

macro consulting

14. About teaching methods

Active

Routine

mutual learning

15. By types of management activities

Scientific and technical

Socio-economic consulting

16. According to the method of self-assessment of the head

reflexive

critical counseling

Subject, methods and participants of management consulting

Subject

From the position of a consultant, the subject of management consulting is a consulting service.

From the position of a manager, the subject of management consulting is the consultant's client relations.

Management Consulting Methods

Came from management and therefore they are identical to management methods.

1. Dialectical.

2. Logical.

3. Empirical.

local or special

1. Methods of the technical aspect, allowing to carry out consulting services for the analysis of information, the study of the situation, the search for problems, the development of alternative solutions. Among these methods, the methods of questioning and writing a report are the most widely used.

2. The methods of the human aspect are implemented in the client relations consultant system and are based on psychology.

Participants in the management consulting process

The clients of the consulting organization may be

1. Unhealthy organizations for which a management consultant is the last chance to survive.

2. Exemplary organizations, those that invite a consultant to find new directions for development and strengthen existing situations.

3. State structures.

4. International organizations and corporations.

There are two main types of consultants.

1. Consultant organization.

2. Consultant is an individual.

Types of consulting organizations

1. Large, multifunctional consulting firms (500-1000 consultants), with branches in various countries. They are generally referred to as full-service management consulting firms. Focused on large clients.

2. Management consulting services, formed as divisions of large accounting firms and having a size and function similar to large consulting firms.

3. Small and medium-sized consulting firms (from a few to 100 consultants) engaged in: firstly, general management consulting for small and medium-sized businesses in a limited geographical area; secondly, special management consulting in one or more areas; thirdly, strictly specialized activities in one or more industries or services.

4. Organizations providing special technical services (think tanks).

5. Consulting units in a management institution are created in the firm as part of a consulting organization. The consulting organization, at the same time, leases its personnel to this firm for the training of its managers.

6. Single consultants, they are more experienced (an employee of the firm), cheaper, more loyal to the client than firms. The strength of solo consultants is in a highly individualized and flexible approach to the problem.

7. Consulting professors. For them, counseling is a hobby that provides additional income.

8. Non-traditional sources of counseling services. Suppliers and sellers of computer equipment, commercial, insurance and banking organizations. Other organizations that have converted their internal management consulting groups into external consulting services.

9. Internal advisory services.

Stages of development of management consulting

In 1914, the first consulting firm appeared in Chicago under the leadership of Edwin Buza and received the name "Business Research Service". The first management consultants did not deal with management, but with issues close to production. By the 1920s, they decided that it was more profitable for them not to engage in consulting in the field of production, but to consult management.

1. 20s, the first stage of management consulting, the stage of formation. The first managers realized that it was more profitable for them to engage in consulting. The first consultant in the field of management relations. Mary Parker Folet - Human Resources Consultant, Harold Whitehead - Marketing Consulting, McKinsey Family - Financial Consulting.

2. 30-40s. The stage of the triumphal procession of consulting around the world. It flows from the USA to England, from there to France. As a result, a European school of consulting is being formed. Also, consulting is gradually beginning to penetrate into the public sphere.

3. 50-60 years. The golden years of counseling. There were 50,000 consultants in America. The following qualitative changes have taken place in counseling

New management strategy services emerge

Technological advances have given life to such types of counseling as computer technology, technology, telecommunications and communications

Emergence of an aggressive incentive strategy business activity.

Accounting and auditing firms began to engage in consulting in order to diversify their activities.

Internationalization of consulting - the emergence of the first joint firms and the opening of representative offices of firms in various countries.

Emergence of internal consultants.

Progress in the methodology of counseling is associated with an increase in the number of its types.

Increasing the competence of clients in the use of consultants

4. 70s to the present. Species diversity counseling. Currently, there are many new types of consulting services.

Services by areas and functions of management, general management, finance, production, marketing and personnel.

Consulting services for evaluating the effectiveness of organizational change, consulting on methods for identifying problems, developing programs for organizational change and improving management efficiency.

Services on sectoral problems, single-industry and multi-industry consulting.

Advising on new types of services, i.e. advising on the merging of management and engineering processes; consulting on the training of managers; advising on the selection and transfer of technologies; consulting on patents and licenses; advising on studying the market reaction to a new product.

Clients are most often interested in a complete package of services formed by crossing traditional services. Among the many areas of consulting, three are closest to management consulting:

1. For engineering and technical issues.

2. On legal issues.

3. Accounting.

2. Management Consulting Process

The process of management consulting is Team work consultant and client in order to solve a specific problem or set of problems and implement the desired changes in the client organization. This process includes several stages, stages, phases. There are three stages in the management consulting process.

1. Pre design.

2. Design.

3. After design

Three steps in the management consulting process.

1. Diagnostics (problem identification).

2. Development of solutions.

3. Implementation of solutions.

Process phases:

1. Preparation. In the preparation phase, the consultant begins to work with the client. It includes

First contact with the client (meetings, conversations, discussion of issues).

Preliminary diagnosis of the problem (analysis, comparison and diagnosis of the solution to the problem).

Task planning for a consultant (synthesis methods).

Offer to the client regarding the task.

Conclusion of a consulting agreement.

2. Diagnosis. It is a deep analysis of the problem being solved, based on the study and analysis of facts. It also establishes the essence of the problem under consideration: what is it (problem); how wide it is; which aspect of it is decisive or dominant; whether the organization is seeking change to address the problem. This phase includes:

Determining the structure of the data and deciding whether to collect it.

Fact-finding and data collection.

Fact analysis.

Feedback from the client, including the preparation of an initial report and conclusions drawn from the diagnosis.

3. Action planning. It is aimed at finding a solution to the problem, includes:

Development of solutions.

Evaluation of alternative options.

Formation of an offer to the client (review methods).

Planning for the implementation of decisions (descriptive methods).

4. Implementation. Strictly checks the correctness and feasibility of proposals prepared by the consultant in cooperation with the client. Includes:

Assistance in implementation (mentoring).

Correction of proposals (methods of analysis).

Personnel training (training methods).

5. Completion. It is final and includes:

Evaluation of the actions performed by the consultant (comparative methods).

Preparation and acceptance by the client of the final report (descriptive and psychological methods).

Settlement with a consultant for obligations in accordance with the contract (financial and legal methods).

Behavior of negotiations regarding further cooperation (psychological methods).

Consultant leaving.

Counseling is not only a method of intervening in the activities of the client in order to provide services. It is closely related to teaching, research and information.

The role-based nature of management consulting

The counseling process involves two partners, the consultant and the client. The client pays for the services of a consultant on certain conditions. The consultant works for the client for a certain time and for the agreed remuneration. However, the consultant's advice may or may not be accepted by the client. The client may consider the consultant to be an outsider, of little importance to his organization, and shelve even the best report. It follows that it is necessary to properly build and maintain a consultant-client relationship. These relationships are not easy to build. Initially, the consultant and the client may have different views on the outcome and the way the task is completed. To avoid this you must:

1. Together clearly define the problem for which the consultant was invited.

2. Realize what the desired result should be and how to achieve it.

3. Define the roles of the consultant and the client in completing the assignment.

The roles adopted depend on the situation, the expectations of the client, and the profile of the consultant. There are many consultant roles, of which the main roles are resource and process consultants.

Resource Consultant: Helps the client by providing his experience and skill, supply information, diagnose the organization, study the feasibility, proposals, develop a new system, train staff, and so on.

Management cooperates with the resource adviser, but is limited to providing information as requested, discussing progress made, accepting or rejecting proposals, and asking for further advice.

Process Consultant: Acts as a change agent and tries to teach the client's organization to solve its own problems by familiarizing it with organizational processes, their likely consequences, and interventions to drive change. Whereas the resource consultant tries to suggest to the client what to change, the process consultant mainly suggests how to change and helps the client to go through the process of change and solve human relations problems as they arise.

Initially, pure resource consulting (expertise) was quite common. Currently, it is used only in situations where the client wants to use the consultant's knowledge, but does not expect changes in the organization from him. In most cases, both roles should be seen as complementary and mutually beneficial. At the beginning of a consultation, the role of the resource consultant allows you to become familiar with the client's organization and demonstrate the best qualities of a specialist in his field. You can then continue to act as a process consultant trying to involve the client in finding solutions within the system.

Consulting in Russia and in the world, the market of consulting services

In modern market economy In developed countries, consulting stands out as a special infrastructure industry in which 700,000 people are employed in the United States, and the annual turnover is $ 50,000,000. In Russia, professional consulting support for business is provided by private consulting firms, of which there are several hundred. Among Russian firms there are 45 large ones (and this is good), 32 of them are in Moscow (and this is bad). In addition, 12 joint consulting firms operate on the Russian market, in particular, all the big five are represented. Using the experience of Western consultants in Russia has the following positive and negative aspects:

1. Transfer of foreign experience,

2. New statement of tasks,

3. New solutions,

4. New business and general culture,

5. Good command of consulting methodology,

6. Preparation for entering foreign partners.

1. High cost of services,

2. Large requirements for the organization and preliminary preparation of the client,

3. Language barrier,

4. Difficulty in communication due to cultural differences,

5. High requirements for living conditions,

6. Condition for compliance with commercial and information security.

More than 175 consulting firms operating on the territory of the Russian Federation are members of the Association of Consultants in Economics and Management (AKEU). It is an authorized and full member of FEACO. In addition to her - ACUOR (Association of Consultants for Management and Organizational Development). NGPC - National Guild of Professional Consultants.

Characteristics of the marketconsulting servicesinRussia

Scope of consulting services.

1997 - 340.5 million rubles

1998 - 407.8 million rubles

1999 - 916.5 million rubles

1. Level of specializations Russian firms below the level of specialization of firms operating in a mature market.

2. Management consulting is often combined with trade or production.

3. The application of Western methods to Russian conditions is impossible without adaptation.

1. The need for a radical shift in industry creates a consulting boom.

2. Russian entrepreneurs are fully aware of their own limitations in solving key issues and understand the need for consultants.

3. The Russian educational potential made it possible to train domestic consultants.

1. Not qualified and underdeveloped demand for services.

2. Unwillingness of the client to pay an adequate price for services.

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Introduction

Chapter 1. Theoretical Foundations of Management Consulting

1.2 Management consulting methods

1.3 Characteristics of independent consultants

1.4 Stages of development of management consulting in Russia

1.5 Stages, stages and phases of interaction between the consultant and the HR manager

1.6 History of HR management consulting

2.3 Analysis of the practice of using independent consulting in the management system

2.4 Analysis of the personnel management structure in Silvinit OJSC using independent consulting methods

3.1 Description of the study

Conclusion

Bibliography

Applications

Handout

Introduction

dynamic external environment in modern conditions requires enterprises to adequately respond to changes. His response can be developed both by his own efforts and with the help of an external force, which in this study refers to consulting assistance. However, regardless of how the changes were made at a particular management object, under their influence, the following occurs: the formation of new management models that make changes to management practice; an increase in the load on a specific management system, which actualizes the problem of forming a new theoretical and methodological basis for management as a whole.

The need for timely adaptation of Russian enterprises to modern economic conditions predetermined the research interest in management consulting as a field of public practice. Management consulting is currently characterized by dynamic development, both in the West and in Russia. Moreover, in the current economic conditions of Russia, the development of its most complex, integrative type is of particular importance: consulting on the restructuring of Russian enterprises.

Many experts rightly believe that management consulting owes its appearance to the interest of entrepreneurs in increasing production efficiency, and interest in it increases significantly when consulting becomes an attribute competitive advantage. The variety of types of business implies quite a wide range of services, i.e. from the very beginning of its appearance, this type of social activity was diversified.

In our opinion, it is this characteristic of management consulting, as a special type of diversified activity, that has led to the fact that in the presence of a number of consulting schools that develop their own approaches and methods of consulting, a unified position has not been formed in determining the essence of consulting. This fact is clearly confirmed by studies of theoretical and practical issues of management consulting in the works of domestic and foreign authors: V.I. Aleshnikova, M. Kubra, A.E. Luzina, V.I. Marsheva, V.Yu. Oziry, A.P. Posadsky, A.I. Prigogine and others.

In our opinion, modern research in the field of management consulting is mainly aimed at: analyzing typical situations in management and consulting activities and developing practical recommendations for consultants and managers on the use of management and consulting techniques and technologies developed based on the results of this analysis; dissemination of practical and methodological experience in consulting both among consultants and managers; improving the training process for managers and consultants; analysis of the results of approbation of new techniques and technologies of consulting and management; analysis of existing consulting concepts; generalization of practical experience in consulting and management to theoretical positions; the formation of a common understanding of the typical problems of organizations and a common idea of ​​the methods of their solution among the heads of organizations and consultants.

Some foreign researchers believe that in the consulting industry there is no big gap between the formulation of recommendations and their implementation, since consultants, regardless of their specialization, are aware of the responsibility for making effective changes in the client organization. In our opinion, this position characterizes the desired rather than the real state of this field of activity, both in Russia and in the West. In this regard, the question of improving management consulting arises.

Growing Conditions modern management require constant development of theoretical concepts of management and applied management technologies. The carriers of new theoretical and applied knowledge on management problems are management consulting specialists, who play an increasingly significant role in the management process. Management consulting, as a special area of ​​professional activity, is expert assistance from management specialists and is designed, on the basis of a scientific analysis of specific production situations, to develop the most appropriate ways to improve the efficiency of an enterprise and ways to implement them, using the achievements of modern management science.

In difficult Russian conditions, the combination of scientific developments with real management activities becomes an urgent need. It is the need for management practice in a professional consultant who is well acquainted with both production and management science and is called upon to combine science and practice through management consulting, and determines the relevance of the study.

The purpose of the study: to study the practice of using consulting methods and attracting independent consultants in the management system.

Research objectives:

1. The study of theoretical sources on the research topic.

2. Analysis of the practice of using consulting methods in management practice.

3. Analysis of the current system at Silvinit OJSC personnel policy methods of operational management consulting.

Chapter 1. Theoretical Foundations of Management Consulting

1.1 Essence, purpose, tasks and stages of management consulting

There are many definitions of management consulting. There are two main approaches to counseling.

In the first case, a broad functional view of counseling is used. Fritz Steele defines it this way: “By consulting process I mean any form of assistance with regard to the content, process, or structure of a task or series of tasks, in which the consultant is not himself responsible for completing the task, but helps those who are responsible for it.”

The second approach considers counseling as a special professional service and highlights a number of characteristics that it should have. According to Larry Grainer and Robert Metzger, “management consulting is a contracted and service-based consulting service to organizations through specially trained and qualified individuals who help the client organization identify management problems, analyze them, make recommendations for solving these problems, and assist, if necessary, the implementation of decisions”. These two approaches can be seen as complementary.

In particular, the European Federation of Associations of Economics and Management Consultants (FEACO) gives the following definition: “Management consulting consists in providing independent advice and assistance in management matters, including identifying and evaluating problems and/or opportunities, recommending appropriate measures and assisting in their implementation". The American Association of Economics and Management Consultants (ACME) and the Institute of Management Consultants (IMC) adhere to the same definition.

In order to fully disclose the concept of consulting activities, we consider it appropriate to analyze changes in the existing formulations of management consulting (Appendix 1) and changes in the basic principles of consulting activities (Appendix 2). If in the early 1980s they contained only principles concerning professional characteristics consulting services, then as they moved towards a market economy, they were supplemented by the characteristics of consulting as an entrepreneurial activity.

An analysis of the presented formulations does not give grounds to take any of them as a model, since each of them captures only a certain aspect of consulting activity. Therefore, the symbiosis of the formulations of consulting activity as a specific form of activity can give a more complete and more systematic definition.

We offer the following definition of consulting activity.

Management consulting is a type of intellectual professional activity in which a qualified consultant provides objective and independent advice that contributes to the successful management of a client organization.

Western theorists of management consulting distinguish the following characteristic features of management consulting.

First, consultants provide professional assistance to executives. Experienced consultants go through many organizations and learn how to use their experience to help new and old clients in a variety of situations. Hence, they are able to recognize general trends and common causes of problems. Moreover, professional consultants constantly monitor the literature on management issues and the development of theories of methods and management systems, as well as the situation in the market. Thus, they act as a link between management theory and practice.

Secondly, consultants mostly give advice. This means that they are only advisors and do not have direct power to make decisions about change and implement it. Consultants are responsible for the quality and completeness of the advice. Clients bear all responsibility that stems from the acceptance of advice.

And thirdly, counseling is an independent service. The consultant assesses the situation, offers recommendations on what to do to the client, without thinking about how this might affect his own interests. The consultant must have the following types of independence: financial, administrative, political, emotional. All this makes high demands on the quality and efficiency of consulting services and causes them to focus on the interests of the client.

The ultimate goal of counseling is to help the client make progressive changes in his or her organization. The consultant helps to identify and solve specific technical problems, while addressing human problems and aspects of organizational change.

The main task of consulting is to identify and find ways to solve existing problems. Consulting services are carried out both in the form of one-time consultations and in the form of consulting projects. There are many divisions of the consulting process into stages (, , , etc.). Any consulting project includes the following main stages:

diagnostics (problem identification);

development of solutions;

implementation of solutions.

Posadsky A.P. notes] that the consulting process, in addition to the project stage, includes pre-project and post-project stages. The initial step of the pre-project stage is the recognition by the client that he has such a problem, the solution of which he would like to implement with the help of consultants. This recognition is the result of a two-way process: on the one hand, the client's awareness of the existence of a problem as such, on the other hand, the formation of a manager's desire to entrust the development of a solution to the problem to consultants. Typically, the client selects on a competitive basis from several proposals the one that best suits him in terms of quality and price, after which he concludes a contract with the consultant of his choice.

The post-project stage consists in analyzing the changes that have taken place in the client organization, resolving issues related to the possible expansion of the project in connection with new problems - either identified during the implementation of the project, or arising as a result of the organization reaching a new state as a result of the project. As part of this stage, the final financial settlements of the client with the consultant and self-analysis of the consultant's activities are also carried out in order to comprehend the experience gained for use in other projects.

A consulting project can take from several days to several months. When solving problems, an integrated approach is used, which takes into account the relationship of various aspects of the enterprise. To achieve maximum efficiency in the implementation of consulting projects, a project team is created, which includes experts in various subject areas and managers who manage the project. When making decisions, diagnosing problems and developing recommendations, methods of organizing the collective work of the project team are widely used.

The main task of a consulting project is to achieve the highest possible quality of problem solving while respecting financial and time constraints. Process consulting is a method for developing and changing organizations. The purpose of the application this method is an increase in productivity and / or an improvement in the psychological climate in the organization, achieved with the participation of an independent, external consultant. The focus is not only on solving the actual problems of the organization, but also on acquiring the skills of analyzing, evaluating and solving customer problems. In this sense, the consultant must perform two tasks: on the one hand, to monitor the solution of existing problems, on the other hand, to show the organization's ways to independently solve pressing issues in the future. The degree of client involvement in a consulting project varies depending on the types of consulting services. By comparing the time spent by the client's staff and the results of the consultant's work, it is possible to determine required degree involvement of staff in the activities of the consultant.

The effectiveness of the consultant's work will be minimal if the client does not participate in it at all. Further, this efficiency grows as the client's involvement increases, and after reaching the optimal point, the efficiency begins to fall, therefore, the client begins to do his work for the consultant. Of course, the curve of this graph will change depending on the type of problems being solved, on the stage or phase of the consulting project and, of course, on the type of consulting services.

In expert consulting, the client provides the consultant with information, monitors his activities, learns his recommendations and takes appropriate management decisions. In the case of process - the client, in addition to the above, takes part in the development of recommendations and, in the case of training - the client's staff spends additional time on training sessions. In specific projects or on their various stages combinations of all three listed types of counseling can be used, and then it becomes expert-process, process-training, expert-training, etc. The work of the consultant begins with the fact that some condition is recognized as unsatisfactory and there is an opportunity to correct it. Such work ends when there has been a change in this condition that can be considered an improvement. The work of a consultant includes the interaction of various types of business activity, affects the technological, economic, financial, legal, psycho-social, political and other aspects of the organization's activities. All changes, conceived and implemented with the help of a consultant, should improve the quality of leadership and increase the efficiency of the organization.

There are several typical consulting assignments depending on the quality or level of the situation faced by the client organization:

the task of correcting a situation that has worsened;

the task of improving the situation that already exists;

the task of creating a completely new situation.

Two aspects of possible changes in the client organization should also be noted:

· a technical aspect relating to the nature of the managerial or commercial problem faced by the client; the consultant finds ways to analyze and solve it;

the human side, i.e. the relationship between the consultant and the client, the reaction of people in the client's organization to changes; the consultant helps in planning these relationships and their implementation.

Effective counseling shows how to deal with these two aspects of organizational change. These issues are interrelated and the consultant must understand this. "Change is the essence of management consulting. If the various forms of consulting assignments have one thing in common, it is to help plan and implement change in client organizations."

The characteristics of the changes are as follows:

· the extent to which their approval by staff is important for their successful implementation;

How profound is the impact of changes on the enterprise;

How ready is the company for change?

1.2 Management consulting methods

Management consulting is understood as professional assistance from management specialists to business leaders and management personnel of various organizations, which consists in jointly developed solutions based on an analysis of existing functioning problems and / or the potential for further development of organizations. The management of any company has to reckon with changing business conditions.

Consulting activity is a sphere professional services. The expert nature of such assistance means that it is carried out by order of the interested leader and is advisory in nature. The consultant helps, promotes, develops, educates, etc. The consultant does not make decisions, he prepares, calculates alternatives. The entire responsibility for making decisions rests with the head of the organization. The advantages of counseling over training lie in a specifically individual, "piece" approach. The consultant develops and barks only what, in his opinion, is necessary for this organization in this situation. Management consulting connects management science with management practice: if research and design organizations offer standard recommendations, then the management consultant “ties” them to the specifics of the client organization.

The advantage of management consultants over managers is independence and impartiality of views, in a broader outlook. They have a wealth of information in the most various fields management and management (due to less workload with current management problems), they are guided by a broad study of the problem and the transfer of experience from other organizations (this mainly concerns external consultants). Management consulting is carried out by experts from different fields. Lawyers, economists, marketers, analysts, psychologists and sociologists advise.

One of the newest on our market and the most promising species consulting services are outsourcing and “hire directors”. Outsourcing is based on the full or partial transfer of the routine functions of an enterprise (for example, such as accounting, tax calculation, personnel management, etc.) to a consulting firm in order to focus its own efforts on solving key strategic objectives. “Director Hire” is used when there is a temporary absence of management or a recent layoff. Organizational development and record keeping or administration, although they are certain types consulting, we attributed to management consulting.

Services such as corporate finance management and management accounting are also relatively new and are very relevant in the transition to Western financial management standards. The main purpose of creating a management reporting system is to provide enterprise managers with timely and necessary information for making effective management decisions. The implementation of almost all services is based on the analysis of existing and expected financial flows of the enterprise. The most effective and recommended method is the Business Toolkits, adapted to Russian conditions, prepared by a group of foreign companies, including Arthur Andersen, Carana Corporation, Deloitte Touche Tohmatsu International, as well as specialists from the International Corps of Experts (International Executive Service Corps).

1.3 Characteristics of independent consultants

The object of consulting for management consultants is always the first person of the organization (manager) with all his problems - financial, personnel, social, etc. Management consultants can be divided into at least two groups: specialists and generalists or generalists. Experts innovate. They keep themselves up to date with all the latest developments in a particular area of ​​expertise.

Generalists offer methods. They deal with several areas of management and focus on their interaction, coordination and integration. In "value" consulting, consultants-specialists (ideologists, innovators, trainers) "inculcate" new value orientations in the client organization through training, social and psychological trainings, negotiation technologies, work in groups. This consulting happens with the participation of consultants in the work on "total" quality, in management, in the organization's orientation towards the client.

Generalists carry out problem consulting of a process or project. They are usually involved in preliminary organizational diagnostics, negotiations with clients, planning and coordination of assignments, drawing conclusions, presenting final proposals to clients, etc. Generalists perform supervisory and managerial functions. When consulting a project, the consultant diagnoses problems and offers his solutions. Generalists provide advice on: organization goals, organization strategy, organizational structure, organizational culture, type of organization development, leadership, conflicts, etc. .

In management consulting, the generalist creates a situation for the personnel of the organization, who himself reveals his condition, and, realizing it, finds ways to solve his problem, difficulty, idea.

However, the point is not to oppose generalists and specialists, but to combine their skills and abilities to achieve a greater overall effect. Many consulting firms have both specialists and generalists, between whom there is a certain division of labor.

There is also a division into external and internal consultants. External consultants are independent, experienced and provide services to clients on the basis of an appropriate contract. Internal consultants are full-time experts in the economics and management of a particular organization.

We note the key qualities of consultants: broad public interests; self-confidence: objectivity, prudence, mental and intellectual balance; flexibility of mind: validity and perseverance in finding solutions, analytical skills, tactical and strategic thinking; technical skills: academic training, practical methods of work; experience: from work in enterprises, from activities as a consultant; knowledge of the industry and the subject of consulting: theoretical, practical.

Consider the main tasks that consultants perform.

1. General management consultants solve problems related to the very existence of a business and its prospects.

2. Consultants for administration solve problems related to doing business, i.e. help to optimize the management of the organization.

3. Financial management consultants assist in solving three main tasks: finding sources of financing and its effective use; analysis financial activities organization and increase its efficiency; prospective strengthening of the financial position of the organization.

4. Human resources consultants assist managers in optimizing the attraction and use of human resources.

5. Marketing consultants assist the organization in such a way that the products produced will be purchased by the consumer.

6. Production management consultants solve tasks related to engineering, audit and quality control, etc.

7. Information technology consultants solve problems related to the design and implementation of information technology in the enterprise.

8. Specialized services consultants perform specialized tasks that are not related to any of the listed types of services, and differ from them in methods, in objects, or in the nature of the knowledge introduced.

To be successful, the consultant should (ideally): know the methods that are applied when working with the organization in various aspects of organizational activity; know the scope of these methods and their limitations, be able to choose them depending on the task and taking into account the existing conditions (limitations) and systematically, comprehensively apply; technologize your work as much as possible, reducing your activities from art to technology, know the sequence of steps that most likely lead to success in consulting, clearly formulate the result of the work and ways to achieve it; not be afraid to apply information technologies and be able to determine which of them are most effective in each specific case.

These requirements can be met by firms and teams of consultants that have at their disposal experienced multidisciplinary specialists with systems thinking, who are able to look at the problem as a whole and offer an effective solution that takes into account all aspects of the problem.

Necessary conditions for the effectiveness of the solution:

 the complexity of the applied approaches, that is, the application of methods from various areas of management consulting, taking into account their mutual compatibility and the specific situation

 completeness of the decision in the sense that the decision should contain not only recommendations on how and what to do, but also a set of measures for their implementation, and moreover - the decision must be implemented in practice (otherwise it is not a decision in the full sense of the word ). This requires from the consultant not only the ability to "come, figure it out and offer something", but also the ability to implement in a particular organization what he proposed (using again complex of methods).

1.4 Stages of development of management consulting in Russia

The beginning of the development of management consulting technologies in Russia dates back to the twenties of this century, when the movement for the scientific organization of labor was gaining strength everywhere, which was the prototype of management consulting in modern form, and also developed organizational theory, studied Western experience in improving production. Organizations such as the Central Institute of Labor, the Trust "Installation", "Orgstroy", the experimental station CIT, the Orga-station, the Orgburo worked in this direction.

The main directions in the development of management science were a systematic approach, mathematical analysis and modeling, the activities of the service for the study and improvement of the production and management process, the concept of the “mechanism of service relations”, social engineering, the doctrine of organizational charts, the system financial incentives leaders, professional selection, central information and research bureaus, the creation of "databases" and other developments of the first quarter of the century. The main thing in the activity of the Russian institutes and laboratories of the NOT was the creation of systematized concepts in the field of labor organization and management. At the same time, the combination of methodological and concrete-applied research became the most important regularity in the development of scientific research and management in the 1920s. Academic research during this period was closely intertwined with practical work. Most of the research institutes were at the same time rationalization centers. Of particular interest are the ways of introducing scientific knowledge into production, the experience of rationalization and advisory work of self-supporting consulting trusts, such as the "Installation" of the Central Institute of Labor, "Orgstroy" of the Institute of Management Technology and others.

In the twenties, the so-called “org games” were used to train the organizers, one of the initiators of which was Dobrynin V.V. And in 1932, under the leadership of Birshtein M.M. The world's first business game was developed and held on the topic "The deployment of the production of the assembly shop of the newly built typewriter plant in the start-up period."

In fact, NOTovtsy were the prototypes of internal and external consultants in enterprises. In the 1930s and 1950s, all activities to improve management were curtailed.

In the sixties the situation changed. Economic reform contributed to the expansion of independence. Stimulation of personal initiative prompted the study of not only the economy, but also the theory of management, the patterns of development of labor collectives, and methods of managing them. Therefore, the revival of interest in the NOT movement, the appearance of translations of the works of Western scientists on management, marketing, management consulting, management psychology, and analysis looked quite natural. Western systems management. The most important of these works are discussed in the first paragraph.

At the present stage of development of management consulting, the institution of external and internal consulting is being formed and approved, and the market for professional consulting services is being formed. Professional communities are emerging, such as the Association of Management and Organizational Development Consultants (ACUOR), the Association of Economics and Management Consultants (AKEU), the Moscow Club of Business and Political Consultants, and the only School of Management Consultants in Russia so far .

Currently in Russia there are many views on the problems of management consulting. There are many schools, approaches, methods that consider the problems of the organization and the construction of ways to solve them. The consulting services market that has recently been forming in Russia is a vivid example of this.

One of the features of management in Russia is the underestimation of social technologies. This is connected both with the historical conditions of the country's development and with the structure of the formed management. This attitude is also due to the isolation of scientific research from practice, from the specific tasks of specific industries, while science, engaged in the development of fundamental problems, is able to provide priority in the creation of new technologies and products, expand the resource and information base production, increase the role of human creative participation in the dynamics of organizational and technical systems. In particular, consulting technologies can be significantly enriched by turning to sociology, sociological knowledge.

The last decade in Russia is characterized by an increase in the number of specialized firms that provide clients with a range of services in the field of management consulting: business process reengineering; selection and implementation of corporate information system, organizational change management. This set of services helps clients improve internal processes, thereby increasing the efficiency of the company. Management consulting is a joint work of a consultant and a client on the development of an enterprise, the result of which is a real improvement in the work of the company.

Collaboration can consist of several stages: study of the enterprise and its diagnostics: analysis of the management structure of the enterprise, the financial analysis activities of the enterprise analysis of the psychological climate, analysis of information flows analysis of the problems of commodity circulation; implementation of recommendations: holding regular consultations with enterprise managers on the implementation of the action plan; regular monitoring of the results of ongoing work; Summing up and discussion of the report on the work done by the management of the company. Additional services: organization of training and internship programs both in Russia and abroad, organization of presentations, organization of advertising and PR campaigns. Business process reengineering aims to conduct a thorough analysis existing processes and the implementation of business process improvements that can quickly provide positive results for the company, as well as form the requirements for the future enterprise information system. One of the main problems of companies operating in Russia is the low efficiency and reliability of management information.

1.5 Stages, stages and phases of interaction between the consultant and the HR manager

The success of consulting assistance largely depends on the correct preparation of the consulting process. The process model proposed below reflects its stages, which in turn consist of a number of successive stages. It is not uncommon for steps to overlap or run in parallel. And not in every consulting service, all elements are carried out according to the "ideal" flowchart. The logic of building a consulting process largely depends on both the consultant and the client. The design of the consultation process can be influenced by the consultant-client relationship, as well as external factors(economic, financial, political situation, etc.).

The consulting process is proposed to be divided into stages: preliminary, pre-project, design and post-project.

At the preliminary stage of the consultation process, the leader realizes that there is a problem and the need to resolve it, and he recognizes that an external consultant must be involved in solving the problem. At the same stage, the search for sources of information about consultants, the collection and analysis of information about the consultants themselves, their services, basic conditions cooperation. At this stage, Russian consultants are now experiencing the most difficulties. The paradox lies in the fact that, on the one hand, the company is in dire need of diagnosing and analyzing problems, developing recommendations for overcoming the crisis, attracting investments for business development, and on the other hand, it is not able to attract qualified consultants, pay for them work, and therefore, the enterprise is forced to remain in the conditions of an aggravating crisis.

The main procedures that are solved at each stage of counseling are presented in Table. one.

Table 1

Stages, stages and procedures of counseling

1.6 History of HR management consulting

The emergence of management consulting was caused by the constant search by entrepreneurs for new means of increasing production efficiency, attempts by management specialists to find a commercial application for their abilities, the logic of the development of organizational science and practice.

Knowledge of history helps to understand the modern opportunities, effectiveness and shortcomings of counseling.

Management in human society has existed since time immemorial. Any state structure, any organizational activity assumes that there is an object of control (what is controlled) and a subject of control (the one who controls).

The science of management began to develop intensively only from the beginning of the twentieth century. From earlier periods of human activity, only fragmentary scattered information has come down to us, containing an analysis and generalization of management experience.

So, for example, the book “Teachings of Ptahhotep” (Ancient Egypt, 2000-1500 BC) contains advice to the boss - the subject of management: “... be calm when you listen to the words of the petitioner; do not push him away before he eases his soul from what he wanted to tell you. A person stricken with misfortune wants to pour out his soul even more than to achieve a favorable solution to his question. Similar advice can be found in contemporary management literature.

In ancient Greece, Plato spoke about the need for specialization of production processes. Socrates, analyzing the activities of managers in various fields of activity, spoke about the general that forms the basis of their work: “The main task is to set right person to the right place and to achieve the fulfillment of their instructions.

In ancient Rome, Cato the Elder (234-149 BC) advised the owner of the land to see how far the work had progressed, what had been done, and what remained to be done. After that, he must demand from the manager a report on the work done and an explanation why part of it was not completed. It was also advised to give the manager a work plan for the year.

Managerial "know-how" was passed down from generation to generation in narrow circles of the managerial elite.

A significant contribution to the development of managerial thought was made by the Italian statesman Machiavelli (1469 - 1527). He, in particular, said: “A ruler's mind is first of all judged by what kind of people he brings closer to himself; if they are devoted and capable people, then you can always be sure of his wisdom, for he was able to know their abilities and keep their devotion.

Machiaveli also owns this brilliant managerial idea: “Many believe that some of the sovereigns, who are known as wise, owe their glory not to themselves, but to the good advice of their associates, but this opinion is erroneous. For the rule, which knows no exception, says: “It is useless for a sovereign who himself does not have wisdom to give good advice.”

In Russia, the public administration reforms of Peter the Great played a significant role, which affected various areas of administrative activity. The recommendations to the production manager of that time are interesting: “At the end of each year, namely in the month of December, it is necessary for the manager to write statements about supplies and workers no later than the 20th, so that the purchase of supplies at fairs and other things can be judged and the definition without wasting time, inflict.

Management thought developed rapidly after the industrial revolution that took place in Europe in the middle of the 18th century. Technical and methodological approaches to simplifying work processes and increasing the efficiency of labor and work of the researchers' enterprise were different and in some cases even contradicted each other. However, they all believed in applying the scientific method to solve production problems.

For example, for the United States of the period 1850 - 1915. This period is characterized by the rapid development of industry. Network development railways turned tailcoat into one huge labor market that needed effective management. First of all, those enterprises flourished, in which entrepreneurs paid due attention to management methods.

F. Taylor proposed a system of “scientific management”, which he characterized as follows: “Science instead of traditional skills; harmony instead of contradiction; cooperation instead of individual work; maximum performance instead of performance limitation; development of each individual worker to the maximum available to him productivity and maximum well-being.

Taylor's followers also made a significant contribution to the development of scientific management methods. Thus, the Gilbreths developed a method for analyzing micro-movements of a worker with the subsequent determination of their standard sequences and sets. They singled out 17 basic movements of the hand, called terbligs (Giloret in reverse reading).

G. Gann introduced a linear schedule into management practice, which allows planning and checking the implementation of fairly complex work packages. Graphs, or as they are otherwise called “Gantt charts”, became the forerunners of network schedules widely used in the practice of planning, being their integral part. Gantt charts are widely used in modern enterprise scheduling.

Consulting, which emerged from the scientific management movement, focused mainly on issues of productivity and efficiency of the factory, rational organization labor, studying labor movements and time consumption, eliminating waste and reducing production costs.

This whole area was given the name originally "organization of production." Practitioners, often referred to as “efficiency experts,” were respected for their commitment, method, and results. However, their interference often aroused fear and dislike among workers and trade unionists, as they often behaved ruthlessly. But over time, new areas of management appeared and, accordingly, the work on organizing production and labor decreased.

Not all factory problems could be solved with the help of production management and efficiency experts. This led to an expansion of interest in other aspects of business organization and to the birth of new areas of consulting. One of the first consulting firms of the modern type was founded in Chicago in 1914 by Edwin Booze under the name of the Business Research Service.

In the 1920s, E. Mayo, who conducted the Hawthorne experiment, gave impetus to research on counseling in the field of relationships between team members. M. Parker Follet laid the foundation for important advisory work on human resource management and motivation. Interest in more effective sales and marketing was awakened by people such as the Englishman G. Wathead, author of the book "Principles of Trade", written in 1917. A number of consulting firms were founded in the 1920s.

Financial advice, including corporate financing and financial control for operations, also began to develop rapidly. The new consultants had an accounting background and experience working with chartered private practice firms. One of them was James O. McKinsey, a proponent of general management theory and careful business enterprise diagnosis, who founded his own consulting firm in 1925.

In the 1920s - 1930s. management consulting has won recognition not only in the US and the UK, but also in France, Germany, Czechoslovakia and other industrialized countries. However, its scope and scope remained limited. There were only a few firms, prestigious but rather small, and their services were used mainly by large industrial corporations.

The consultants remained unknown to the vast majority of small and medium firms. On the other hand, orders for assignments began to come from governments: this was the beginning of consulting for the public sector. Advice to governments and armies played an important role during World War II. The United States realized that war was the main threat to governance and that the best government forces in the country had to be mobilized to win the battlefield.

In addition, operations research and other new techniques, originally used for military purposes, quickly found their way into the management of companies and society, which changed the work of consultants.

Post-war construction, rapid growth in business activity combined with acceleration technological change, the rapid development of the economies of some countries, the internationalism of industry, trade and finance in the world have created especially favorable opportunities and demand for management consulting. 1950-1960 - the "golden years" of consulting - the period when most of the consulting organizations that exist today were founded, when the consulting business acquired the power and technical reputation that it now enjoys.

Currently, management consulting has become one of the most effective forms of business. Over the past years, the audit and advisory services industry has been one of the fastest growing in the global economy. The average annual growth was more than 10%, and for the leading companies in the market it reached 20%.

Chapter 2. Analysis of management consulting in JSC "Silvinit"

Open Joint Stock Company "Silvinit" is the largest Russian mining and industrial complex for the extraction and production of potash fertilizers and various types of salts. The enterprise develops the only in Russia (the second in the world) Verkhnekamskoe deposit of potassium-magnesium salts, the industrial reserves of which amount to 3.8 billion tons of ore (in terms of 100% K2O). JSC "Silvinit" is the assignee of the Solikamsk potash plant (1934), which is the founder of the potash industry in Russia.

OJSC "Silvinit" today is a modern mining and industrial complex, which includes three mining departments with a complete production cycle, a mine construction department, an industrial port, and a railway transport department.

The products of JSC "Silvinit" are in steady demand within the country and on the world market. Potash fertilizers are supplied to all regions of the Russian Federation and exported to more than 60 countries around the world. Enriched carnallite, which is the raw material for the “winged” magnesium metal, ensures the production of half of the metallic magnesium produced in Russia. Every third ton of technical salts in the country is produced by JSC "Silvinit". A guaranteed confirmation of the ability of JSC "Silvinit" to produce high quality products was the international certificate for the quality system ISO 9001:2000, received by the company in 2000.

2.1 The history of the creation of JSC "Silvinit"

In 1907, Nikolay Ryazantsev, a technician at the Troitsk salt plant, collected samples of yellow, red and dark red salts while drilling the Lyudmilinskaya well in the city of Solikamsk. The local pharmacist Vlasov determined that red salt is rich in potassium. However, the head of the laboratory of the Geological Committee in St. Petersburg, the German Gulfhausen, made the opposite conclusion about the samples sent by Ryazantsev: “the smallest percentage of potassium was found in the Solikamsk salts. Such salts have no industrial value.” There is a version that such a conclusion appeared solely in the interests of the German potash industry. The fact is that at the beginning of the XX century. Only Germany produced potash fertilizers worldwide.

And only in 1925, the famous geologist, professor at the University of Perm and a member of the Kolchak government, who miraculously escaped the repressions of the Bolsheviks, Pavel Preobrazhensky, discovered the Verkhnekamsk potassium-magnesium salt deposit in Solikamsk.

Literally the next year, the Presidium of the State Planning Committee of the USSR decided to start organizing a potassium industry in the USSR "on the basis of the Solikamsk and nearby deposits." The construction of a potash plant in Solikamsk was declared by the All-Union shock construction along with the construction of Magnitogorsk or DneproGES.

To organize the extraction of potash salts, their processing and marketing, the Potash Trust was organized. V.I. Zof was appointed its first chairman, later, in 1930, Vladimir Tsifrinovich. He became the first director of the First Potash Plant, where on the night of April 19, 1930, the first tubs of potassium were obtained.

On March 14, 1934, by the Decree of the Council of Labor and Defense, the Solikamsk Potash Plant named after the 10th anniversary of the October Revolution, and now Silvinit OJSC, was put into operation.

2.2 Financial and economic indicators of JSC Silvinit

Figure 1 shows a chart showing the output of potash fertilizers for 2000-2007. (million tons)

Fig.1. Production of potash fertilizers

By 1998, Silvinit managed to stabilize the decline in production in the early 1990s. In 1998, a decision was made to restore production capacity up to design - 2.5 million tons of potassium in 100% nutrient. In 2004, this task was completed: Silvinit produced 4.2 million tons of fertilizers in physical terms and for the first time in the entire 70-year history of the enterprise reached 100% capacity utilization. At that time, the Plus Million program was developed, providing for an increase in productivity to 5 million tons per year by 2006. Today, the Plus Million program continues: in 2009, Silvinit plans to reach a stable production of 6 million tons of potassium chloride per year.

Geography of deliveries

Since the beginning of the new millennium, there has been a steady increase in the consumption of potassium chloride in the world. According to experts of the International Association of Mineral Fertilizer Manufacturers (IFA), in general, in the period from 1999 to 2007, the consumption of potassium chloride in the world increased by 20% and in 2006 amounted to 26.2 million tons of K2O.

Silvinit supplies its products to more than 50 countries of near and far abroad. Traditionally, the main buyers of Silvinit products are China, India, Brazil, countries of Eastern Europe, Southeast Asia, South Korea and Japan.

In 2007, Silvinit ranked fifth in the world among potash fertilizer producers. The main competitors of JSC "Silvinit" in the world market are: Potash Corp.; Mosaic ULC (Canada); ICL (Israel), Kali und Salz (Germany); Arab Potash Company (Jordan); Republican Unitary Enterprise “PO Belaruskali” (Belarus), JSC “Uralkali” (Russia).

Figure 2 shows the structure of export deliveries of potash fertilizers by region.

Fig.2. Structure of export deliveries of potash fertilizers

2.3 Analysis of the practice of using independent consulting in the management system

For many years, the practice of using consultants in JSC Silvinit was of a short-term, episodic nature, the efforts of consultants were dispersed and based mainly on personal initiative. Currently, the concept of management in Silvinit OJSC is at such a stage of development when the logic of the theory is being worked out, that is, a set of rules within the framework of this theory. Managers were faced with the task of overcoming the existing backlog, mainly through high self-organization, interaction and integration with management experience accumulated within the theory of organization and modern management.

There are three reasons that made it necessary to attract independent consultants to JSC Silvinit: the emergence of professional domestic consulting companies that could reduce the country's dependence on foreign experts; optimal adaptation of know-how in the field of management to the specific conditions of Russia by local professionals; reducing the use of expensive foreign specialists, which will reduce the cost of the consulting part of many projects, save currency, and also make these services available to local clients, including small entrepreneurs.

For many years OJSC "Silvinit" has been associated business relationship with a consulting company that mandatory audit, information support for accounting and management accounting.

During the transition to a marketing approach in management, a great help in the field of operational consulting was provided by the consulting company Bovykin and K. Also operational consulting in the field strategic planning and organizational development, financial management, personnel management and selection, organization of production of goods and services was carried out by the following consulting companies: Euromanagement, Perm Consulting Company, Personnel Systems, FINEKS.

Based on the foregoing, in our opinion, it is necessary to analyze the personnel management system in order to increase the productivity of output at OAO Silvinit.

The relevance of this direction is obvious, first of all, because the enterprise that has a well-developed personnel management system develops most effectively.

The main aspects of the influence of the human factor on the increase in the efficiency of JSC "Silvinit" are: selection and promotion of personnel; their preparation; the maximum coefficient of constancy of the composition of employees; improvement of the material and moral assessment of the work of employees. All this is the components of the personnel policy of the enterprise, which underlies its management of labor resources.

Analysis of the structure of services provided by management consulting firms in OJSC Silvinit during 2007-2009, gave the following results: 31% - consulting services on the management of operations and processes, including business reorganization and total quality management, 17% - consulting on corporate strategy, 17% - consulting information technology strategy, 16% business development consulting, 11% organizational design consulting, 6% financial consulting, 2% marketing and sales services. All these results are presented in Figure 3:

Rice. 3. Analysis of the structure of consulting services in JSC "Silvinit"

Currently, in the field of management consulting in JSC "Silvinit" there is a pronounced trend towards greater specialization. Increasingly, Silvinit managers are interested in working with firms that do not present themselves as universal experts in solving business problems, but have specialists with the necessary knowledge and experience, for example, in a functional area or in a specific industry area.

Consulting analysis was carried out by the following companies: in the field of strategic planning and organizational development: Euromanagement, consulting company Bovykin and K; in the field of financial management: Perm consulting company; in the field of personnel management and its selection: IT Group of Companies, Personnel Systems; in the field of organizing the production of goods and services: FINEKS.

2.4. Analysis of the personnel management structure in Silvinit OJSC using independent consulting methods

Personnel policy and functions of personnel management at OJSC "Silvinit" are carried out by the personnel department. The personnel department has been functioning as a separate division since 1965. Based on the recommendations of an independent audit, in 2005 it was transformed into a personnel management service, including the head of the service, his deputy and personnel managers (12 people in total).

HR managers perform the following types of work: planning, selection, hiring, selection, placement, release of personnel; training of employees, career guidance, adaptation, retraining, certification, assessment of the level of qualification, professional advancement; organization of payment and stimulation of labor, motivation, security.

Today, the personnel management service of Silvinit OJSC operates on the basis of the following conceptual acts that regulate the activities of personnel in various aspects of the organization's activities: the regulation on personnel, the regulation on remuneration, the regulation on the professional development of personnel, collective agreement since 2005, the regulation on the system of continuous training of personnel, the regulation on the certification of managers, the regulation on hiring, adaptation, the regulation on the management reserve, the standard of JSC Silvinit for attestation of workplaces.

The service created: a council of innovators, a service for the consideration of labor disputes. The personnel policy of JSC "Silvinit" is shown in fig. four.

Rice. 4. Personnel policy of JSC "Silvinit"

Chapter 3. Recommendations for improving the efficiency of management consulting in Silvinit OJSC

3.1 Description of the study

The study was carried out at RU-2 JSC "Silvinit".

The subject of the study is jobs at OAO Silvinit.

The purpose of consulting is the analysis and modeling of jobs at OAO Silvinit.

The way in which jobs are organized largely determines the efficiency of the use of labor itself, tools and means of production and, accordingly, labor productivity, the cost of production, its quality and many other economic indicators of the functioning of the enterprise.

The analysis of jobs included the stage of systematic collection and analysis of information about the content of the work, the requirements for workers and the conditions in which the work is performed.

The analysis of the workplace consisted of the following stages, shown in Figure 5.

Rice. 5. Stages of workplace analysis

Four methods were used individually or in combination to obtain the information needed for workplace analysis:

1. observation;

2. interview (interview);

3. questionnaires;

4. list of duties of the employee.

In either of these methods, data on the job was collected first, and then the process itself was studied, for which the work tasks performed by the person concerned are considered.

The source of basic information for the analysis was the questionnaires presented in Appendix 3 and proposed by A.E. Luzin.

The estimated time for the study is 3.5 months, the number of involved employees is at least 3 managers.

3.2 Consulting findings

As a result of the study, it became possible to determine the functional responsibilities for each employee of the organization and the qualification requirements for the employees themselves. An analysis of jobs made it possible to most effectively organize the company's activities, ensure the correct placement of employees, and a rational workload.

As a result of the study, a decrease in the employee turnover rate to 10% and an increase in sales revenue by 20% are predicted (due to the rational use of working time).

Job analysis is closely related to the development of personnel management programs and is used in the following areas:

Preparation of a description of the workplace (in full, it includes a summary of the essence of the work process, the duties of the employee and the degree of his responsibility, as well as some information about the working conditions;

Workflow specification. The specification indicates the personal characteristics of the employee necessary to complete this process;

Workplace project. The information obtained as a result of the analysis is used to develop or modify the structure of the elements, responsibilities and tasks associated with this job position;

Selection of employees and their hiring: analytical information is taken into account when selecting employees for a specific position. The analysis helps to select applicants who will work with maximum efficiency and feel comfortable in this job;

Evaluation of labor productivity by comparing actual and “planned” labor productivity. Workflow analysis is used to calculate an “acceptable”, ethical level of work performance for a particular workplace;

Personnel training and qualification improvement. The information obtained from the analysis of the workflow is used to develop and implement training and professional development programs. The job description helps to establish the skills and abilities needed to complete the process;

Career planning and promotion. The movement of workers from one position to another, from one operation or process to another receives a clear and detailed information base;

Salary. Wages are usually directly linked to skills, abilities, working conditions, health risks, and so on. The analysis of jobs provides an initial basis for comparison and appropriate remuneration of employees;

Safety. The safety of the workflow depends on the correct location of workplaces, compliance with certain standards, equipment and other conditions. What is inherent in this workflow, and what kind of workers are needed to complete it. This and similar information can be obtained precisely during the analysis of jobs.

The first solution to the problem involves the development of job descriptions based on job analysis.

The second approach to the development of job descriptions reflects an unconventional view of the problem - a job description can serve as a real business management tool only if it was developed on the basis of an informal attitude to this document. When developing a job description, as one of the most important intra-company organizational documents, the following goal can be formulated: to create a document that will allow real-time regulation of an employee's activities within a specific position in the structure and management system of an organization.

The sequence of tasks to be solved to achieve this goal can be presented as in Figure 6.

Rice. 6. Stages of development of job descriptions based on the specification of the business process.

The activity of developing job descriptions should begin with the definition and specification of the business process, of which the activity of a particular employee of the organization is a part. A business process is a set of internal steps (types) of activity that starts with one or more inputs and ends with the creation of products needed by the client. The purpose of each business process is to offer the customer a product or service, i.e. products that satisfy him in terms of cost, durability, service and quality. Only by clarifying the business process, it is possible to clearly identify the role and place of the tasks it solves in this process.

To determine what an employee should do within the position, it is necessary to conduct a systematic analysis of his activities. Highlight the main thing - the purpose of his activity. Formulate its steps (tasks) related to the achievement of the goal. Break down the solution of problems into a sequence of interrelated operations (duties). Formulate criteria for evaluating the effectiveness of an employee's activities within a given scope of his work. In order to be able to evaluate the quality of the result obtained by an employee of the organization, it is necessary to create an assessment scale, develop a system of performance criteria. Adequate reporting of an employee to his immediate supervisor is an important part of the management system in the organization. Any reporting is negatively perceived by the staff, since each employee sees in it, first of all, an infringement of personal freedom. However, competent (according to clear parameters) reporting is not just an element of communication between management decisions and the results of their actual implementation, but also one of the tools that allow you to systematize the activities of personnel, teach your subordinates to structure their working time.

To create a job description, you need the following information:

to whom the employee directly reports and on what issues;

Who else gives (may give) instructions to him and on what issues;

· from whom and in what terms he receives the necessary information and what exactly;

what information, and in what terms, he submits, and who will demand it;

what are the main tasks solved by the employee (areas of activity); what are its functional duties;

In what areas and what amount of knowledge should he personally and his colleagues in the unit have?

what exactly they should be able to do, and what he should be able to do;

What should be his general educational level and the level of his colleagues; what rights he should have for the effective implementation of his duties; what should be the measure of responsibility;

How he should communicate with the outside world, on what issues and in what amount of information; under what conditions can an employee's activity be considered quite successful; what generalized information about the results of the employee's activities and in what time frame should be received by his/her immediate supervisor.

When analyzing the information received, it is necessary to formalize the activities of the personnel, specify the activities of the employee, clearly separate the powers and responsibilities of specialists, and eliminate the parallelism of functions. In addition, the work carried out will make it possible to use the collected information in the certification of personnel, as well as to determine the direction of growth of employees. Estimated project implementation time is 4 months, the number of employees involved: at least three recruiters and at least three assistant recruiters, the head of the recruiting department and a lawyer, the number of experts involved is 2.

To predict the employee turnover rate, it is necessary to analyze the dynamics of the following indicators (Table 1):

Acceptance turnover ratio (Kpr):

number of hired personnel

Retirement turnover ratio (K in):

number of retired workers

average headcount

Staff turnover rate (Kt.k.):

the number of employees who quit on their own

desire and for violations of labor discipline

average headcount

The coefficient of constancy of the composition of the enterprise's personnel (Kp.s.):

number of employees who worked the whole year

average headcount

Table 1

Calculation of staff turnover rates

Labor productivity is defined as the ratio of the value of gross output to the number of man-hours worked.

Fri up to = 527520 / 45080 = 11.7 thousand rubles.

Fri after = 633024 / 41867 = 15.2 thousand rubles

After the implementation of the measure, labor productivity increased by 3.5 thousand rubles.

The overall growth of labor productivity is calculated by the formula:

ΔPTtot = (Q * t before * 100)/Q * t after

where Q is the gross output in physical terms as a result of the implementation of the measure, q;

t before, after - labor costs per 1 q of production before and after the implementation of the measure:

ΔPTtotal \u003d (22608 c * 2.39 * 100) / (22608 c * 1.85) \u003d 129.19%

This indicates that as a result of the implementation of the measure, the overall growth in labor productivity increased by 20%.

Thus, it is predicted that the employee turnover rate will decrease to 5-8% (due to giving the employee real rights and powers) and an increase in sales revenue by 20% (due to the newly developed system of material and moral incentives and the rational use of working time). Also, thanks to more efficient use working hours, it is expected to increase the number of closed contracts by 10% and the number of attracted customers by 10%.

At the stage of introducing job descriptions, it must be taken into account that employees, as a rule, react painfully to the development of any regulations for their activities in general and an attempt to formalize their activities in particular. Therefore, the process of implementing job descriptions into the practice of a company can be difficult.

The qualitative use of job descriptions of personnel will contribute to a better understanding of the situation in the company by the manager, timely disclosure of shortcomings in the organization's activities, and will provide an opportunity to make adequate and targeted changes without breaking the system of work as a whole. In addition, the work carried out will make it possible to use the collected information in the certification of personnel, as well as determine the direction of growth of employees, and more accurately assess the organization's need for personnel. Thus, the correct and correct development and implementation of job descriptions for personnel will allow the company's management to increase the efficiency of personnel management and improve the quality of management decisions.

Fig.7. Economic and social effect from the introduction of job descriptions.

When developing the regulations, it is necessary to determine the individual stages of the implementation process, the procedure for the interaction of participants and the passage of information in the process of performing work.

A regulation is a way of formalizing management procedures. A stage is understood as a part of the implementation process, covering interrelated work on its implementation and ending with the creation of a complex or single documentation or information product.

A detailed description of the steps is given in Table. 2.

table 2

When developing job descriptions, compliance with generally accepted legal norms, established requirements for structure, text and design is of paramount importance. Among the existing national normative documents should, first of all, be called GOST R 6.30-97, which contains the basic requirements for the design of organizational documents. The job description is drawn up indicating the details required for the form intended for all internal documents: name of the organization, name of the document, date and place of its preparation.

1. The exact name of the position and the place of the employee in the company - this section establishes the direct and functional subordination of the employee, replacement by position during absence, and so on.

2. Directions of activity (or functions) - a stable, separate type of activity in which the employee takes part.

3. Functional duties - specific operations assigned to the employee and / or form of participation in their implementation.

4. Funds - a workplace, technological and communication equipment, vehicles, office equipment, and so on, provided to an employee to perform their functional duties.

5. Rights that are granted to an employee to access the resources of the organization.

6. Powers - a special type of rights associated with administrative functions and decision-making.

7. Responsibility is the established need to be responsible for one's actions within the framework of previously fixed duties, rights and powers.

8. Regulations - documents by which the employee must be guided in his current activities.

9. In addition, the job description may contain an optional part: a professiogram, which includes more specific requirements for a candidate for a position, professional requirements, personal qualities, biographical data that are not shown to employees and serve as a guide for personnel management specialists in the search and selection of personnel .

10. In large companies that have implemented controlling techniques, job descriptions may include criteria for evaluating the performance of an employee holding this position.

Development of a project implementation plan

The project implementation plan is presented in Table 3.

Table 3

Project Implementation Plan

Factor 1. Qualification and potential of personnel

Factor 2. A clear understanding of the goals of the project by all its participants

Factor 3. Correspondence of the philosophy of JSC "Silvinit" with the philosophy of a consulting company

Factor 4. Material and labor resources of JSC "Silvinit"

Factor 5. Correspondence of the selected management decision to the actual task facing Silvinit OJSC

Factor 6. The ability of Silvinit's employees to form a team.

Based on the specifics of management consulting at JSC Silvinit outlined in Chapter 2, we offer the following recommendations to improve the efficiency of this activity.

1. The main tool of the activity of an independent consultant should be the use of technology, the main features of which:

- comprehensiveness, systematic approach to the organization: work with all aspects of its activities, identification, development and coordination with the Client of the basic principles for solving the problem and, based on these principles, the development of the solution itself;

- completeness of the cycle of consulting services: from a preliminary survey to a direct change in the functioning of the organization in all aspects involved;

- the widest possible use of modern information computer technologies.

2. Use of technology "Leader" in the activity of management consulting.

According to this technology, work with Silvinit OJSC (ideally) should consist of three successive stages (see Handout (Scheme 1)), each of which, in turn, consists of several work packages (see Handout ( schemes 2 and 3)).

The sequence of stages corresponds to such an approach to working with OJSC Silvinit, according to which the consultant:

 first gets acquainted with the problems of OJSC “Silvinit” (below the Client) and carries out diagnostics (Stage I in Scheme 1)

 together with the Client determines the principles on the basis of which a complex solution of problems will be developed (Stage II in Scheme 1)

 together with the Client, develops a solution and implements it (Stage III in Scheme 1).

In short and simplified, the essence of the approach is as follows:

 problem identification

 development of principles for their solution

 development of a complex solution to problems and its implementation in practice.

The corresponding work packages carried out within the framework of the unified technology "Leader" are shown in Scheme 3.

Let us consider in more detail what work packages are carried out at each of the stages, their structure and what results the Client receives after each stage and work package.

The first stage - diagnostics of the current state of JSC "Silvinit"

The first thing a consultant should do when he comes to the organization is to understand the current situation, to get acquainted with the state of affairs, with the problems that exist in the organization.

Diagnostics at this stage begins and is carried out in full as the target activity of the consultant, and then diagnostics are carried out in the mode of constant monitoring, tracking current changes in the organization compared to its initial position.

At the same time, the stage of diagnostics can be self-sufficient - in the case when the consultant provides the Client with his view "from the outside" on the state of affairs in the organization, and the Client then independently uses the information received by him.

Diagnostics of the state of the organization primarily includes:

 identification and structuring of existing and potential problems of the organization

 Identification of current opportunities and hidden reserves of the organization.

The main diagnosable aspects of the organization (see Diagram 3):

1. financial and economic (structure of financial flows, cost and profit structure, market position, etc.)

2. organizational and production (system of business processes, functional and organizational structure, structure and state of production technologies)

3. socio-psychological (the psychological climate of the organization, corporate culture, the system of incentives and motivation, the degree of readiness of personnel to carry out changes, etc.).

Diagnostics affects all subsystems of the organization (marketing, production, finance, advertising, personnel).

Diagnostics is a very important stage of consulting work with an organization. In its course:

 the consultant gets acquainted with the organization, receives information, which later becomes the starting point for developing a set of decisions and a set of measures to influence the organization, therefore, diagnostics is carried out comprehensively in all aspects

 The client receives an "outside view" of own organization, his ideas (sometimes "vague") about the nature and interrelationships of organizational problems deepen and become systematic

 there is a process of mutual acquaintance and "adjustment" of the consultant and the Client

 the consultant makes initial "guesses" what methods he will apply in working with the organization and how

 the search for "transformation agents" in the organization begins - factors, people - who have the maximum impact on organizational processes and which can be used for the process of organizational transformation

 at the same moment, a "project team" begins to form - a team of people designed to help both the consultant in his work (provide information, discuss problems, agree on a single point of view and a single approach), and their organization - to be "leaders" of a new understanding, new ideas, technologies, relationships.

The diagnostic result is:

1. analytical conclusion containing

 a systemically holistic picture of the state of the organization, which is the basis for developing options and making managerial decisions in order to comprehensively solve problems and use the capabilities of the organization

2. a new, deeper understanding of the state of the organization by its staff and, first of all, by senior employees and the "project team".

At the second stage - the development of the doctrinal complex of Silvinit OJSC, it is necessary to adapt it to the specifics of the organization.

The structure of the doctrinal complex of the organization is shown in Scheme 2.

The doctrinal complex of the organization includes:

 mission of the organization

 organization strategy

 Philosophy of the organization.

The mission sets the main directions of the movement of the organization, the location of the organization to the processes and phenomena occurring inside and outside it. Therefore, the mission of the organization is:

 social, outward-oriented role of the organization

 the value of the organization for those who work in it.

In addition, the mission in its most general form defines:

 forms of the processes taking place in it.

The organization needs a mission so that its top management has a basis for coordinating the interests of various entities directly involved in its activities.

The results of the mission development are:

 Increasing the degree of awareness of the organization itself as an independent entity in the world around

 providing the subjects of the external environment general idea about what the organization is, the formation of its image (the "outward-oriented" meaning of the mission)

 development of the foundations for an adequate current situation of building relationships "organization-individual" and "individual-individual" for various groups people whose interests influence the activities of the organization

 promoting unity within the organization and creating a corporate spirit, providing opportunities for more effective management of the organization ("internally oriented" meaning of the mission).

The next step after the development of the mission, which is to increase the productivity of Silvinit OJSC, is its concretization, which takes place in the form of setting strategic (main, designed for several  3-5  years) goals of the organization and the subsequent development of the organization’s strategy and philosophy of the organization.

It happens in the following way.

Based on the mission of the organization, it is determined "what we want to achieve" (strategic goals), "what and when we will do" (strategy of the organization) and "how we will do it" (philosophy of the organization).

Then comes the deployment of the image of the process of implementing strategic goals. It follows two parallel paths.

The first way is the concretization, "deployment" of the "substantial" aspects of the mission and strategic goals, the development of the organization's strategy.

The development of an activity strategy by an organization allows you to transfer the management of an organization from a process that is "formed" under the influence of randomly arising external and internal factors, to systematic activities to achieve certain results with the ability to:

 assessment of the achievement of these results according to a certain system of criteria

 application of adequate managerial influences.

The strategy of the organization is developed jointly by a team of top managers of the organization and a consultant based on an initial analysis of possible options and selection from them.

The main role of the consultant in this process is to ensure high productivity of team work and methodological support for the process.

The results of the work on the formulation of the strategy are communicated to the entire staff of the organization.

As a result of developing a strategy for an organization, it turns out:

 the main strategic goals of the organization, the time plan for their achievement

 the main processes of the organization and their content, financial and economic justification and organizational and managerial forms

 options for the organization's behavior due to changes in the external and internal environment

2. personnel (primarily managerial) who carry out coordinated actions to achieve and adjust the strategic goals of the organization.

Defining an organization's strategy necessarily implies the further development of the following products: a strategic development plan (business plan) and a strategic management system, which includes: a set of business processes, the main purpose of which is to carry out the process of strategic management of the organization's activities; trained personnel - the executor of these business processes; methodological support for the activities of the personnel of the strategic management system.

The business processes of the strategic management system allow: to monitor changes in the internal and external environment of the organization; in "real time" to design ways of reaction of the organization to these changes and to carry out this reaction; predict possible variants of the dynamics of the internal and external environment of the organization.

The strategic management system as an organizational subsystem allows: to make strategic management the basis of the activities of both the organization as a whole and all its divisions separately; move from managing the organization as a reaction to the facts that have already taken place to managing based on the emerging trend in the development of the internal and external environment of the organization in an advanced mode.

As a result of the creation and effective functioning of the strategic management system, the organization ceases to be completely dependent on the external environment, gets the opportunity to adapt to the external environment in a timely manner, receive qualitatively new opportunities and thereby create the necessary conditions and remove barriers to achieving their goals.

The development of the organization takes place in accordance with the trends in the development of the internal and external environment, and as a result of this:

 increase the resilience of the organization to various changes

 risks are reduced (for example, investment projects of current activity or development)

 Increasing the competitiveness of the organization.

The second way of deploying the image of the process of implementing strategic goals is concretization, "deployment" of the "formal" aspects of the mission, the development of an organization's philosophy.

These principles (formulated in terms of "how", "how") serve as the basis for developing forms of relationships between actors - norms of relations between employees of the organization, norms of attitude towards customers, competitors, partners, incentive and motivation systems for personnel, etc. (See Diagram 2).

The philosophy of the organization is a continuation of the mission of the organization and determines the socially significant results and processes for achieving goals.

Corporate philosophy serves as one of the tools for reconciling the interests of individual employees and the organization as a whole.

Organizational philosophy is formed by:

 basic assumptions that members of the organization adhere to in their actions

 values ​​shared by members of the organization

 beliefs

 expectations

 Standards of conduct.

The main result of the development of organizational philosophy is that the head of the organization receives an additional lever of influence, management of the organization.

Plus, the organizational philosophy is a very effective factor that increases the sustainability of the organization (especially large). This is especially important in times of crises and rapid changes in the external environment of the organization, when the flow of information that "falls" on the top management of the organization cannot be qualitatively processed by them, and middle managers have to make decisions on their own in many respects - namely, the general system of principles known to all helps them make the right decision.

This is achieved through the following factors:

 Foundations are created in the organization unified system"rules of the game" for its employees and the organization as a whole

 employees are clearly aware of their place in the organization, they know the principles on the basis of which it is necessary to build their behavior inside and outside the organization

 leaders of the organization understand on the basis of what principles it is necessary to make management decisions (primarily concerning the forms of activity processes)

 Correctly organize information channels in the organization

 the behavior of employees contributes to the achievement of the goals of the organization

 Increases the efficiency of the organization as a whole organism.

At the third stage, the development and implementation of a solution to the problems of Silvinit OJSC related to the improvement of personnel policy takes place.

After the development of principles, the stage of direct solution of the problems of the organization follows.

The development of solutions to organizational problems is carried out within the framework of the work packages discussed below.

On the one hand, solutions to those problems that are more related to the "substantive" aspects of the organization's activities are developed "based on" the organization's strategy. This is done within the framework of the following work packages:

Setting up management and financial accounting, which includes: systems: pricing, cost management, budgeting, accounting policy(chart of accounts, system of standard business transactions), methods of development and adoption of managerial decisions;

Reorganization of business processes: development of the structure of the organization's business processes, a system of business procedures, development of an organizational and functional structure, a system of job descriptions, development of a document flow mechanism;

Conceptual design, integration, development and implementation of information systems: support and decision-making systems, systems operational management, automated systems management technological process(APCS).

On the other hand, solutions to those problems that are more related to the "formal" aspects of the organization's activities are developed "based on" the philosophy of the organization. This happens within the framework of the following work packages: development of a personnel policy, development of a personnel development system, which includes: personnel management, personnel appraisal program, personnel development programs, development of a personnel incentive system.

Consider first the detailing of the "formal" aspects (Sx. 2 and 3).

Personnel policy is necessary because the development of an organization constantly requires the implementation of many functions for personnel management, which must be coordinated with each other: planning the need for employees, recruiting, adapting new employees in the organization, promoting promising employees, dismissal due to professional unsuitability or age and etc. In addition, for example, in a large organization there may be employees who do not fully use their capabilities, knowledge and skills.

The personnel policy includes the following aspects:

 general principles and priority goals

 organizational and staffing policy (requirement planning, recruitment, promotion, relocation, dismissal, creation of a reserve of employees)

 organizational and labor policy (working conditions, safety measures)

 information policy (principles of the information movement system)

 financial policy (principles of distribution of funds, fundamentals of the compensation system)

 personnel development policy (principles for the preparation of personnel development programs)

 performance evaluation.

Results of the development of personnel policy:

 HR policy action plan and financial plan for a certain period (for example, 3, 6, 12 months, 2 years, 5 years:)

 a set of materials on work with personnel: legal documents, testing programs, etc.

 an adequate choice of special (proprietary) methods of working with personnel

 Decreased staff turnover

 maximum use of the potential of employees of all levels

 Improving the psychological climate and increasing the coherence of work in a team

 Increasing labor productivity through the optimal use of the professional potential of employees

 reduction of time and material costs during the dismissal and hiring of employees, as well as those associated with the adaptation of a new employee

 Assisting the manager in making hiring and dismissal decisions

 the existence of a set of adequate methods for planning human resources and staff selection using a clear system of criteria

 a clear understanding of the relationship between human resource planning and organizational performance.

Building a system of simulation and motivation of personnel includes:

 study of the weight of various (tangible and intangible) factors influencing the interest of employees in the content, forms, results of work

 creation of salary structure

 creation of incentive tools (primarily aimed at increasing the productivity and quality of the employees' daily work)

 creation of motivation tools (aimed at engaging the creative potential of employees, mastering new functions, putting forward new ideas)

 development and reorganization of the wage system and the system of its periodic review.

Results:

 a flexible and adequate remuneration system that meets the requirements of fairness and takes into account the real results of the employees' activities, the requirements of new technology, motivating them to high performance

 stabilization of the staff, based on high satisfaction (and not only material) of employees with the results of their work, the possibility of revealing their creative potential within the organization

 Increasing the "margin of safety" of the organization, especially important at the time of organizational crises

 increase the "bank of ideas" of the organization by increasing the creative potential of employees

 reduction of the number of conflict situations, improvement of the psychological climate, corporate culture due to the awareness by employees of the fairness of remuneration for their work.

The personnel development system is formed by:

 personnel management

 personnel appraisal program

 staff development programs.

Personnel management is a document that specifies the rules (a set of basic norms) for the behavior of employees in various situations of life, both within the team and outside it.

The main sections of the Staff Manual:

 labor Relations- hiring and firing of employees

 relationships within the team:

 vertical relations  between a boss and a subordinate ("portrait" of a boss and a subordinate, principles of delegation of authority and responsibility, career and professional growth, consideration of labor disputes, etc.)

 horizontal relationships  with colleagues

- employee-organization relationship

 Relations with the external environment:

- with clients

 partners

- competitors

 working hours of employees  days and hours of work, lateness, absences and absenteeism

 financial discipline of employees

 security

 Working conditions and benefits for employees annual leave, medical and pension insurance, education

 system of maintenance and improvement of activities - the procedure for submitting and considering proposals, solving problems, remuneration.

The personnel management is developed on the basis of the principles laid down in the corporate philosophy, and is their organic continuation.

The result of the development of the Staff Manual:

 facilitates the adaptation of new employees in the team

 increase awareness of the employees of the organization themselves as a single team

 Improving organizational culture

 the team adapts more easily to changes in the external and internal environment of the organization

 a system of criteria for evaluating the behavior of an employee appears, which is especially important in resolving conflict situations

 less energy of the management staff is spent on managing the team.

Personnel certification is a set of activities in the course of which the head of the organization receives a clear idea of ​​the strengths and weaknesses available personnel in the organization.

The results of certification bring a lot of valuable information, on the basis of which it is possible to establish and adjust the qualification requirements for personnel, competently plan further training activities and select employees who are best suited to the organization.

The results of the personnel certification are as follows:

 Obtaining multidimensional information about each employee of the organization

 getting the opportunity to optimally use the potential of each employee

 Identification of candidates for promotion, relocation, dismissal

 obtaining the possibility of optimal distribution of duties, determination of areas and degree of responsibility of the employee

 obtaining a basis for planning activities to improve the skills of personnel in the organization

 formation of requirements for an employee holding a certain position in the organization, development of professiograms.

The personnel development system is an important condition for maintaining the competitiveness of the organization. Even with the highest quality product or service produced by the company, success requires that all parts of the company work quickly, smoothly and professionally. This is especially true in a rapidly changing external environment of the organization, the inability to predict its development for the long term.

All this requires a high level of qualification of the organization's personnel, the ability of people, especially managers, to make the right decisions, to clearly interact with each other using the most up-to-date knowledge in various areas of organizational activity. It is no coincidence that highly qualified personnel are the most valuable asset of any organization.

Professional development programs are compiled for employees of various levels of the hierarchy:

 Ordinary employees of the organization

 middle managers

 Top managers.

Professional development programs are compiled taking into account the specifics of each employee and the area of ​​his professional activity and can be developed for:

 typical jobs (for example, sales managers and sales contract managers)

 groups of employees (for example, the sales department as a whole)

 personally.

Professional development programs may cover the following areas: personnel management, time-management, team-building, project management, the external environment of the organization, performance management, system analysis (basics of organization system management, problem analysis, etc.).

Professional development programs are developed taking into account the results of personnel appraisal and serve as one of the tools for implementing the organization's personnel policy.

Staff development programs can be implemented in various forms:

 theoretical (lecture) course in various disciplines

 seminars, workshops

 trainings (team building, telephone communication, interpersonal communication etc.)

 Individual counseling.

Results of the implementation of staff development programs:

 Improving staff performance

 Improving product quality

 improvement of organizational culture based on a more qualified approach to solving organizational problems

 Increasing the level of regular management

 Stabilization of personnel on the basis of providing the organization with opportunities for professional, career and personal growth for employees.

Let's consider the detailing of the "substantial" aspects (Schemes 2 and 3).

The reorganization of the activities of enterprises is a set of measures aimed at changing the content side of the organization's activities, finding and developing the most appropriate way to build it.

In the course of the reorganization of the activities of enterprises, the following groups of works are carried out:

1. statement of financial and management accounting

2. reorganization of the structure of the processes of the organization's activities

3. conceptual design of the enterprise information system.

A competent organization of the financial and management accounting system (which includes a cost management system, budgeting, decision support mechanisms) forms a key point in setting up the management of any organization. Using the methods and mechanisms of planning, distribution and cost control, it is possible to organize effective management enterprise under any external business conditions.

The results of building a system of financial and management accounting:

 optimal reflection of business transactions in all sections of accounting, obtaining detailed information on all business transactions

 facilitation of current work as a result of the formation of a unified system for reflecting business transactions on accounting accounts

 effective control of sources of formation of costs

 full-scale planning of distribution and use of resources

 the ability to quickly transfer the accounting methodology to the automation system

 timely and fast formation of the necessary reporting of any level of detail using the automation system as a mechanism for efficient organization of work

 obtaining by the management of the organization of mechanisms that help in the development of strategic and tactical decisions.

Reorganization of business processes of the organization's activities includes:

1. development of the structure of business processes of the organization, a system of business procedures

2. development of an organizational and functional structure, a system of job descriptions

3. development of a document management mechanism.

The system of business procedures is a single optimally designed business process of an organization, consisting of a set of smaller business processes (procedures and operations) connected by inputs and outputs, documented.

In the system of business procedures, the activities of the organization are presented as a single process, which allows for holistic management, and therefore effectively solving the pressing problems of the organization.

A well-designed system of organizational procedures allows you to establish horizontal links between departments, which makes the decision-making process much more efficient.

A holistic, logically consistent system of business procedures ensures the system integration of the organization. The main principles of its development are:

 individual approach to each organization

 Accurate detailed description of the target activity of the organization

 A strict normative approach to the design of the organization's management system.

The results of the development of the business process of the organization and the system of business procedures:

 an integral system of processes of organizational activity, which is primarily necessary for making managerial decisions to improve the organization

 determination of the most critical and significant parts of the process of organizational activity

 optimization of resource allocation

 Integrity of target activity management, which allows to solve the current problems of functioning and development in a comprehensive and holistic way, and not locally.

Organizational and functional structure of the organization - distribution of business processes of the organization between workplaces, divisions of the organization, forming the structure of divisions of the organization (taking into account their tasks, hierarchical subordination).

The development of the organizational and functional structure of the organization includes:

 draft normative organizational and functional structure of the organization

 definition of "functional portraits" of positions, requirements for individual jobs

 description of the process of implementation of normatively designed functional and organizational structures.

The system of job descriptions - a system of job descriptions: tasks, subordination, rights and obligations, functions performed, methods for implementing functions, reporting procedures, procedures for working with documents. The organizational and functional structure and system of job descriptions will allow:

 establish a clear mechanism for interaction between departments

 create for each employee of the organization an accurate idea of ​​not only his job responsibilities, but also the methods of their implementation, which will save time on their implementation

 thanks to precise and detailed description each procedure to reduce the subjectivity of the employee's interpretation of his duties and thereby objectify the entire process of organizational activity

 reduce the likelihood of unforeseen (abnormal) situations due to the precise implementation of job descriptions

 Respond adequately and effectively to emergencies due to the adaptation mechanism, which is an integral part of the designed control system.

The document flow mechanism is a single documented information system of the organization.

The workflow mechanism is an important integrating factor, both uniting departments within the organization and connecting the organization with its external (system) environment. Due to the integration nature of the document management mechanism, its inefficiency significantly affects the success of the functioning of not only individual departments, but also the organization as a whole and can manifest itself:

 in restrictions on the correctness of making managerial decisions, since it primarily depends on the completeness and reliability information support

 in unreasonably high expenditure of resources for the collection of information necessary for the implementation of organizational procedures

 in the difficulties of carrying out activities for the reconstruction of the organization due to the lack of necessary information infrastructure

 Difficulties in planning large-scale organizational events due to incomplete information support and the lack of unity and integrity of information flows.

The document flow mechanism includes: document forms (purpose, information fields, form design), document movement routes, the procedure for filling out documents (information fields), the procedure for using information.

The results of the development of the document management mechanism are: improving the quality of management decisions by increasing: the efficiency of providing information, the completeness of information, the reliability of information; exclusion of cases of information loss; streamlining access to information in accordance with a clearly defined regulation (each employee knows how - as a result of which procedure and in which document - he can obtain the necessary data); reducing the cost of resources to maintain information exchange; separation of access for working with information; improving business security; the information model of an organization can become a prototype of an automated (computer) workflow system.

Information system in an organization

A clearly organized business process of the organization, the accounting system and the document management system make it possible to widely use modern computer information technologies in the organization.

The following development and implementation work packages are associated with them:

 support and decision-making systems

 operational management systems

Information system as the basis for effective accounting and management in the organization

The quality of the decision depends on the reliability, completeness of the information provided, the speed of its provision, and the convenience of processing.

If for the reliability and completeness of the information it is sufficiently clear organized system accounting and document management, linked to the business process of the organization, then to increase the speed of provision and ease of processing information, the most effective solution is a single computer information system of the organization (CIS).

Unified corporate information system of the organization: "fixes" the accounting system of the organization and the structure of the business process associated with it; is an "electronic" embodiment of the organization's workflow; consolidates the methods of development and adoption of managerial decisions.

Information systems are divided into:

 operational management systems

 systems of support and decision-making.

Operational management systems allow you to enter and store the information necessary for the manager in a single data format and receive reports necessary for the operational management of the organization.

Process control systems are designed for operational control of the technological process based on computerized information retrieval from the equipment and control of its operation mode.

Decision support systems allow you to analyze stored data according to criteria, necessary for the leader when making managerial decisions at any level.

The information system as a "transformation agent" in the process of consulting and organizational development

The role of the information system in the process of solving the problems of the organization can be very high.

The point is that one of the most difficult moments in consulting - implementation of the solution developed by the consultant.

This is due to the fact that any change in the organization is associated with:

 with the need to change the behavior of its employees (and human nature always resists change)

 with a change in the balance of interests of employees, groups, departments, etc., which exists in a dynamic balance in any organization.

Therefore, special attention in consulting should be paid to the methods of implementing decisions.

The process of organizational change is easier to carry out if each employee clearly knows "what is wanted from him", "how he should do it", "what he will get for doing this" and "what it threatens him with". In addition, the process of change largely depends on how interested middle and lower managers are in it.

Conclusion

As a result of the work done, we: studied theoretical sources on the topic of research; analyzed the practice of using consulting methods in management practice; an analysis of the current system of personnel policy at Silvinit OJSC was carried out using the methods of operational management consulting; specific recommendations were developed in the form of a consultant's report.

Here are the main theoretical results of the study:

1. Management consulting is a type of intellectual professional activity in which a qualified consultant provides objective and independent advice that contributes to the successful management of a client organization.

2. The main task of consulting is to identify and find solutions to existing problems. Any consulting project includes the following main stages: diagnostics (problem identification); development of solutions; implementation of solutions.

3. Management consulting is understood as professional assistance from management specialists to business leaders and management personnel of various organizations, which consists in jointly developed solutions based on an analysis of existing functioning problems and / or the potential for further development of organizations.

4. To be successful, the consultant should (ideally): know the methods that are applied when working with the organization in various aspects of organizational activity; know the scope of these methods and their limitations, be able to choose them depending on the task and taking into account the existing conditions (limitations) and systematically, comprehensively apply; technologize your work as much as possible, reducing your activities from art to technology, know the sequence of steps that most likely lead to success in consulting, clearly formulate the result of the work and ways to achieve it; not be afraid to apply information technologies and be able to determine which of them are most effective in each specific case.

5. We note the key qualities of consultants: broad public interest; self-confidence: objectivity, prudence, mental and intellectual balance; flexibility of mind: validity and perseverance in finding solutions, analytical skills, tactical and strategic thinking; technical skills: academic training, practical methods of work; experience: from work in enterprises, from activities as a consultant; knowledge of the industry and the subject of consulting: theoretical, practical.

Thus, the purpose of the work, which is to study the practice of using consulting methods and attracting independent consultants in the management system, has been completed, the tasks have been achieved.

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Attachment 1 Definition of management consulting (MC) concepts

Appendix 2

Basic principles of consulting activity

Appendix 3

Job Analysis Questionnaire

Dear colleague! In order to organize our work even better, I ask you to carefully and respectfully fill out this questionnaire. This will help you understand how to most effectively build business relationships in our company.

When filling out the questionnaire (section 1), try to list the work you do in as much detail as possible, as well as describe with whom you interact when doing this work, what is the initial information and the result (not all columns will be filled in necessarily).

When listing your wishes and suggestions (section 2), try to be thoughtful. You do not have to fill in all the lines, try to focus on what seems most important to you. Perhaps your comments will touch on 1 point, but it is on this point that they should be useful not only for you personally, but also for your colleagues and leaders.

When describing the business and personal qualities required to perform a job (Section 3), think not of yourself personally, but of the employee in this position (your personal qualities may exceed the minimum set of requirements).

Good luck and thanks for your cooperation!

1. Main types of work.

2. Wishes, suggestions, comments.

For those points on which you consider it appropriate, add your wishes, suggestions, comments.

Paragraph _____

It is also necessary to interact with ________________________________

For the best performance of this work, you need ____________________

The greatest difficulties in work arise in connection with _______________

Without prejudice to the case, you can exclude such actions as __________

I would also like to add ____________________________________

3. Professional, business and personal qualities.

What kind professional knowledge are needed to perform the work (that is, the minimum knowledge without which the work cannot be done): ____________________________________________________________________________________________________________________________________

What professional knowledge is not necessary, but would be desirable for better job performance: _______________________

What business skills are required to perform the job: __________________________________________________________________________________________________________________________________________

What kind personal qualities needed for effective work in this position: _________________________________________________________________________________________________________________

Job Analysis Questionnaire

1. What is the main purpose of your work.

2. How would you describe the successful completion and result of your work.

3. Your official duties(what they consist of, and how do you perform them, which of them are the most important)

a) daily

b) periodic (duration of the period);

c) duties that you perform but consider unnecessary;

d) whether you perform duties that are not included in the requirements for your workplace. If the answer is yes, then indicate which ones;

e) others.

4. What education and qualifications are needed to meet the requirements of your job.

5. What experience is needed to fulfill the requirements for your workplace.

6. What skills are needed to meet the requirements for your workplace.

7. How often do you experience physical stress in your workplace.

8. Emotional stress (indicate all the unpleasant and unwanted experiences that you encounter in your workplace, how often this happens).

9. Health and safety (what factors and how often affect health and safety in your workplace).

10. If you manage other people, describe what actions you perform in your workplace to accomplish this task.

Handout

There are many definitions of management consulting. There are two main approaches to counseling.

In the first case, a broad functional view of counseling is used. Fritz Steele defines it this way: “By consulting process I mean any form of assistance with regard to the content, process, or structure of a task or series of tasks, in which the consultant is not himself responsible for completing the task, but helps those who are responsible for it.”

The second approach considers counseling as a special professional service and highlights a number of characteristics that it should have. According to Larry Greiner and Robert Metzger, “management consulting is a contracted and service-based consulting service to organizations through specially trained and qualified individuals who help the client organization identify management problems, analyze them, make recommendations for solving these problems, and assist, if necessary, the implementation of decisions”. These two approaches can be seen as complementary.

In particular, the European Federation of Associations of Economics and Management Consultants (FEACO) gives the following definition: “Management consulting consists in providing independent advice and assistance in management matters, including identifying and evaluating problems and/or opportunities, recommending appropriate measures and assisting in their implementation". The American Association of Economics and Management Consultants (ACME) and the Institute of Management Consultants (IMC) adhere to the same definition.

In order to fully disclose the concept of consulting activities, we consider it appropriate to analyze changes in the existing formulations of management consulting (Appendix 1) and changes in the basic principles of consulting activities (Appendix 2). If in the early 1980s they contained only principles relating to the professional characteristics of consulting services, but as they moved towards a market economy, they were supplemented by the characteristics of consulting as an entrepreneurial activity.

An analysis of the presented formulations does not give grounds to take any of them as a model, since each of them captures only a certain aspect of consulting activity. Therefore, the symbiosis of the formulations of consulting activity as a specific form of activity can give a more complete and more systematic definition.

We offer the following definition of consulting activity.

Management consulting is a type of intellectual professional activity in which a qualified consultant provides objective and independent advice that contributes to the successful management of a client organization.

Western theorists of management consulting distinguish the following characteristic features of management consulting.

First, consultants provide professional assistance to executives. Experienced consultants go through many organizations and learn how to use their experience to help new and old clients in a variety of situations. Hence, they are able to recognize general trends and common causes of problems. Moreover, professional consultants constantly monitor the literature on management issues and the development of theories of methods and management systems, as well as the situation in the market. Thus, they act as a link between management theory and practice.

Secondly, consultants mostly give advice. This means that they are only advisors and do not have direct power to make decisions about change and implement it. Consultants are responsible for the quality and completeness of the advice. Clients bear all responsibility that stems from the acceptance of advice.

And third, counseling is an independent service. The consultant assesses the situation, offers recommendations on what to do to the client, without thinking about how this might affect his own interests. The consultant must have the following types of independence: financial, administrative, political, emotional. All this makes high demands on the quality and efficiency of consulting services and causes them to focus on the interests of the client.

The ultimate goal of counseling is to help the client make progressive changes in his or her organization. The consultant helps to identify and solve specific technical problems, while addressing human problems and aspects of organizational change.

The main task of consulting is to identify and find ways to solve existing problems. Consulting services are carried out both in the form of one-time consultations and in the form of consulting projects. There are many divisions of the consulting process into stages (, , , etc.). Any consulting project includes the following main stages:

diagnostics (problem identification);

development of solutions;

implementation of solutions.

Posadsky A.P. notes] that the consulting process, in addition to the project stage, includes pre-project and post-project stages. The initial step of the pre-project stage is the recognition by the client that he has such a problem, the solution of which he would like to implement with the help of consultants. This recognition is the result of a two-way process: on the one hand, the client's awareness of the existence of a problem as such, on the other hand, the formation of a manager's desire to entrust the development of a solution to the problem to consultants. Typically, the client selects on a competitive basis from several proposals the one that best suits him in terms of quality and price, after which he concludes a contract with the consultant of his choice.

The post-project stage consists in analyzing the changes that have taken place in the client organization, resolving issues related to the possible expansion of the project in connection with new problems - either identified during the implementation of the project, or arising as a result of the organization reaching a new state as a result of the project. As part of this stage, the final financial settlements of the client with the consultant and self-analysis of the consultant's activities are also carried out in order to comprehend the experience gained for use in other projects.

A consulting project can take from several days to several months. When solving problems, an integrated approach is used, which takes into account the relationship of various aspects of the enterprise. To achieve maximum efficiency in the implementation of consulting projects, a project team is created, which includes experts in various subject areas and managers who manage the project. When making decisions, diagnosing problems and developing recommendations, methods of organizing the collective work of the project team are widely used.

The main task of the consulting project is to achieve the highest possible quality of solving the problem while observing financial and time constraints. Process consulting is a method for developing and changing organizations. The purpose of this method is to increase productivity and / or improve the psychological climate in the organization, achieved with the participation of an independent, external consultant. The focus is not only on solving the actual problems of the organization, but also on acquiring the skills of analyzing, evaluating and solving customer problems. In this sense, the consultant must perform two tasks: on the one hand, to monitor the solution of existing problems, on the other hand, to show the organization's ways to independently solve pressing issues in the future. The degree of client involvement in a consulting project varies depending on the types of consulting services. By comparing the time spent by the client's staff and the results of the consultant's work, it is possible to determine the required degree of staff involvement in the consultant's activities.

The effectiveness of the consultant's work will be minimal if the client does not participate in it at all. Further, this efficiency grows as the client's involvement increases, and after reaching the optimal point, the efficiency begins to fall, therefore, the client begins to do his work for the consultant. Of course, the curve of this graph will change depending on the type of problems being solved, on the stage or phase of the consulting project and, of course, on the type of consulting services.

In expert consulting, the client provides the consultant with information, controls his activities, learns his recommendations and makes appropriate management decisions. With process - the client, in addition to the above, takes part in the development of recommendations and, with training - the client's staff spends additional time on training sessions. In specific projects or at their various stages, combinations of all three of the listed types of consulting can be used, and then it becomes expert-process, process-training, expert-training, etc. The work of the consultant begins with the fact that some condition is recognized as unsatisfactory and there is an opportunity to correct it. Such work ends when there has been a change in this condition that can be considered an improvement. The work of a consultant includes the interaction of various types of business activity, affects the technological, economic, financial, legal, psycho-social, political and other aspects of the organization's activities. All changes, conceived and implemented with the help of a consultant, should improve the quality of leadership and increase the efficiency of the organization.

There are several typical consulting assignments depending on the quality or level of the situation faced by the client organization:

the task of correcting a situation that has worsened;

the task of improving the situation that already exists;

the task of creating a completely new situation.

Two aspects of possible changes in the client organization should also be noted:

· a technical aspect relating to the nature of the managerial or commercial problem faced by the client; the consultant finds ways to analyze and solve it;

the human side, i.e. the relationship between the consultant and the client, the reaction of people in the client's organization to changes; the consultant helps in planning these relationships and their implementation.

Effective counseling shows how to deal with these two aspects of organizational change. These issues are interrelated and the consultant must understand this. "Change is the essence of management consulting. If the various forms of consulting assignments have one thing in common, it is to help plan and implement change in client organizations."

The characteristics of the changes are as follows:

· the extent to which their approval by staff is important for their successful implementation;

How profound is the impact of changes on the enterprise;

How ready is the company for change?

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