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Currently, there are several classifications of types of psychologists-consultants and clients. The most common typology:

A psychologist is a neutral advisor, listens, asks additional questions, offers advice and recommendations;

Psychologist - programmer, focused on drawing up a program of possible ways to influence the client;

The psychologist is a listener, adheres to the psychological and communicative value of the position for the client, the client’s independent decision-making;

The psychologist is a mirror; he mirrors the client through attachment.

Other typology includes:

1. Consultant as an ideal. Counselor Traits: Pride, satisfaction, strong sense of superiority, tension, frustration, embarrassment. Client's position: agreement, lots of compliments, imitating the consultant's behavior, wearing similar clothes.

2. Consultant as visionary. Character traits consultant: a feeling of all-seeing, a sense of high professional competence, uncertainty, loss of illusions about oneself. Client's position: attributing unlimited knowledge and power to the consultant, demanding answers, solutions.

3. Consultant as an educator. Characteristic features of a consultant: a feeling of sympathy with a transition to compassion, an urge to console, caress, and smile soothingly. Client's position: violent emotions, crying, dependence and helplessness, indecisiveness, desire for physical touch.

4. Consultant as a frustrator. Characteristic features: awkwardness, feeling of balancing on the edge, tension, increased attention to reactions, aversion to the client. Client's position: defensive, vigilant, reserved, suspicious and distrustful.

5. The consultant is like an “empty place”. Characteristics of the counselor: overwhelmed, overwhelmed, caught off guard, lack of recognition, feelings of worthlessness, feelings of resentment, feelings of helplessness. Client's position: avoidance of the topic, lack of attention, talkativeness, slow-wittedness, incoherence of the narrative.

The main task of the consultant is to evoke the client’s experiences based on a non-judgmental attitude towards incoming information. In this regard, G.S. Abramova identifies four types of tasks in interaction between a client and a consultant: 1) social tasks, when a person evaluates his experiences and information about other people, focusing on social norms; 2) ethical tasks, when the client formulates his attitude towards the purpose of interaction; 3) moral tasks associated with the orientation of experiences towards the criteria of good and evil; 4) personal tasks, where the client raises the question of the meaning of this or that information for himself.

1) from the point of view of the subject of consultation - subject-by-subject classification;
2) from the point of view of the consulting method - methodological classification.

Concerning methodological classification, it is professionally oriented towards the consultants themselves, as it qualifies them depending on their work methods. In accordance with this classification, there are expert, process and training consulting.

It should also be noted that classifications published by national and international associations of consultants often combine subject-specific and methodological approaches, although focusing more on the first. In addition, they include other professional services in their list of consulting services. An example of such a “synthetic” approach is given in table. 1 classification of the European Directory of Economics and Management Consultants, published under the auspices of FEACO. This classification includes, on the one hand (subject-by-subject), such services as the provision of information technology, industrial engineering, management education (training), public relations, etc., which constitute professional services, and on the other, such types consulting, such as educational consulting, i.e. counseling method.

Table 1. Types of consulting services according to classification
European Directory of Management Consultants

1. General management consulting, those. assistance in solving problems related with the very existence of the object of consultation and the prospects for its development. Consultants deal with issues such as assessing the state of the organization as a whole and characterizing its external environment, determining the goals and value system of the organization, developing a development strategy, forecasting, organizing branches and new companies, changing the form of ownership or composition of owners, acquiring property, shares or shares , improvement of organizational structures, etc.

Possible There are three main cases in which consultants consider general management problems:

Firstly, during research management activities. It is the established practice of most management consultants that, before suggesting possible solutions to any specialized problem, it is necessary to conduct short review and research into the organization as a whole;
Secondly, during research into specific functional areas of management, when it turns out that certain changes are needed in general structure management, i.e. the consultant must resolve general management problems that underlie the solution of particular problems;
Thirdly, while solving problems related to one or more general management issues. Addressing these issues may take the form of extensive research rather than summary reports as in diagnostics, especially if these are senior management issues related to the overall direction of the organization. Such projects may require large quantity time (for example, to develop a development strategy new company may take six to nine months).

Availability first problem may indicate that there are forms of decision-making in the client organization that lead to negative consequences. For example, excessive centralization of operational decisions makes the firm inflexible and slow to respond to changes in market opportunities.

To investigate this problem, the consultant can conduct analysis in the following areas:

• classification of decisions into groups according to their nature, financial consequences, feasibility, etc.;
• ways of making the most typical decisions;
• participation of employee representatives in decision making;
• responsibility for decision-making, implementation and control;
• decision-making mechanism as a whole.

In this case, the consultant analyzes:

• the personality of the manager, his work methods, habits;
• manager's priority scale;
• management style adopted in a given organization, which is often determined by personal and organizational culture.

• distribution of functions between departments and divisions;
• optimization of the number of management levels;
• establishing labor discipline;
• correspondence to the degree of importance of the functions performed by a particular department for the organization as a whole, and its role in decision making;
• record keeping;
• planning of offices and their equipment.

By its nature, finance is an integral part of many types of management consulting services. Financial expertise, for example, is a critical part of diagnostic studies of business activities. During the implementation of the project, consultants financial matters may work closely with consultants in other areas, especially in production and marketing, assessing the financial implications of their proposals.

Practically, a financial management consultant deals with three subjects of study. First - company expansion, which includes opening new enterprises, introducing new production lines, installing new equipment, conquering a new market, etc. In each of these areas, the consultant evaluates the measures required and the costs they entail, i.e., whether the benefits justify the investment. Second - capital Management In this case, the consultant studies the capital structure of his client, analyzes the prospects for obtaining venture capital or debt capital and the cost of various sources of financing, both short and long term. The third is the accounting system, including its development and improvement. Before designing an accounting system, the consultant must understand the type of assistance managers expect from him, the purpose for which the system is being created, and who will receive the information and how it will be used.

4. HR consultants develop solutions on issues of employee selection, personnel control, remuneration system, advanced training and personnel management, labor protection and psychological climate in the team.

Their the main task— assist managers in optimizing the attraction and use of such a key factor for any organization as human resources.

In this regard, HR consultants should consider next questions. The first one is principle of personnel selection. In this case, consultants try to prepare a description of the “ideal” performer who has a certain vocational training, qualifications, experience required to perform this work. Based on this, methods for assessing, selecting and placing personnel are being developed. The main methods of personnel selection are testing and interviews.

Second question - planning of recruitment and development of personnel. In this direction, the consultant usually solves the following problems:

• determination of the basic requirements for various categories performers;
• analysis of the educational, cultural and social challenges that employees must overcome in performing their jobs;
• determination of the organization's policy in the field of staff development and professional growth.

• improving the psychological climate in the organization;
• enriching the content of the work;
• establishing a system of rewards and incentives.

5. Marketing consultants provide managers with assistance in solving a vital task for any enterprise operating in a market economy: ensuring its functioning in such a way that there is effective demand for the goods and services it produces. They are engaged in market research and provide decision-making in the areas of sales, pricing, advertising, new product development, after-sales service, etc. Since in market economy The most difficult problem for an enterprise is not production, but the sale of products; marketing is one of the most important areas of business consulting.

Marketing is the area in which a firm communicates with external economic entities (customers and competitors), so the survival of the firm depends on how well it manages to adapt to market conditions.

Typically, a company tries to find new potential markets, new products for existing customers, new customers to sell existing products, and study the activities of potential competitors.

There are five marketing problems that a consultant faces:

1) sales service management. It is necessary to constantly monitor the level of training and motivation of sales agents, as well as the level of sales work in general, so that it satisfies the interests of consumers;
2) advertising. Usually the company receives recommendations for this type of activity in its advertising agency, but as an alternative the client may seek advice from an independent consultant;
3) distribution channels. In this case, an alternative to contacting enterprises directly is usually considered. retail instead of using wholesale enterprises. When purchasing goods bypassing wholesalers, a large number of sales agents are involved, but this leads to additional costs. Therefore, a consultant required to do this work for consumer goods manufacturers must expend considerable effort in studying the problems and opportunities of wholesale and retail trade;
4) packaging of goods. In this case, design consultants are involved;
5) inventory turnover. Inventory turnover is key commercial enterprise. The consultant's task in such cases is to check methods for monitoring the state of inventory. Different types of goods (grocery, gastronomic, durable, industrial, etc.) require different inventory management systems.

The production process requires decision-making on the part of the manager in order to obtain products of the right quality, in the right quantity, on time and with minimal costs. Thus, the consultant's task is to help find optimal ways to achieve these goals.

The production management consultant needs to analyze the following aspects:

1) the product itself. Indeed, some qualities of the product itself may determine the efficiency of its production, and therefore the consultant must find out:
• what parts does the product consist of?
• whether parts of it can be improved or standardized;
• is it possible to replace some components with cheaper ones (especially in the chemical and cosmetic industries);
• Is it possible to improve the equipment on which the product is produced?
In addition, in each specific case, the consultant can improve the quality control system by establishing:
• availability and frequency of inspections;
• use of sampling techniques;
• level of consciousness of employees;
2) methods and organization of production. First, the consultant should research and improve the equipment layout, while finding out:
• whether installed machines and equipment affect the quality of workplace organization;
• are there elements of congestion in some areas, while others seem underutilized;
• whether production space is being used appropriately.
Thus, he must collect information about the space requirements for equipment, storage facilities, work in progress, assess the actual space requirements, etc. Secondly, the consultant must make inquiries about the methods of operation and repair of machinery and equipment. Thirdly, he must check that the development of production is carried out using simpler and more effective methods. Fourthly, the consultant must deal with issues production planning, which is related to the forecast of demand and the use of working time in general;
3) frames. The personnel issue is decisive in any operation. There are two main areas of production management consulting that need to be considered in this regard.
The first is the physical working conditions, which include the safety measures necessary to protect workers from harmful effects, such as increased or decreased temperature, air pollution, excessive noise levels, etc., and all technical measures to prevent accidents.
The second area is motivation and job satisfaction, which often play an important role in improving product quality and increasing productivity.

Information technology is essential for modern organizations. But the changes that accompany the use of new information technologies are associated with the very organizational foundations of the enterprise, such as the principles of constructing its structure.

A management consultant is not just a computer technician; it should help the client understand the capabilities and limitations of computers, provide information and bridge the gap between technical staff and the end user computer programs. Information systems often cause complaints from the administration regarding the lack of relevant information or delays in receiving it.

Therefore, the consultant must carefully examine the nature of the relationship between information and various types management actions and try to increase the usefulness and accessibility of information; consider in detail the decision-making system.

All organizations have a wide variety of information systems, both formal and informal, with varying numbers of levels and degrees of effectiveness and relevance. Therefore, the consultant should:

• bring into line existing system providing information at the right level and in the right form;
• determine the degree of compatibility of all systems;
• prepare recommendations for improvement (in terms of reliability, presentation form, content, etc.) of existing systems;
• select equipment (hardware);
• develop management systems for databases, communications and forms of data processing (software);
• select personnel and plan the necessary professional retraining frames.

• what the system is designed for;
• how the system’s tasks are coordinated with the user;
• how the user participated in the development of the system, and then try to establish what the user actually received from the system.

As an example, consider the features small business consulting. There are the following three factors that influence the small business consulting process:

• the company is usually financed from personal funds or funds of one family;
• the manager works in close personal contact with all employees of the enterprise;
• the company operates in a geographically limited region.

• the manager of a small company solves both strategic and operational problems in relative isolation;
• it may pay low wages, offer low levels of job security, and few opportunities for benefits and incentives;
• he is limited in his ability to increase initial capital and obtain loans, since the company is not protected from economic downturns;
• when the need for important changes arises, the manager may be busy with current operational problems;
• a manager is not always able to correctly understand and interpret government regulations, acts and other documents to his advantage.

Methods for conducting consultations on small businesses are extremely varied, they include assistance in implementing the recommendations themselves, and informal training.

In addition to the definition of management consulting, there are 11 more types professional services in economics and management, which are included in the concept of “consulting” in the broad sense of the word: 1) audit; 2) accounting services; 3) legal services; 4) provision of information technology; 5) engineering; 6) investment banking; 7) recruiting; 8) advertising and public relations; 9) business information; 10) lobbying; 11) training. Let's take a closer look at them.

Audit. The word “audit” translated from Latin means “listening” and is used in world practice to denote verification and audit.

Acting as auditors, specialists in accounting check the financial statements of the company and provide an expert assessment (opinion) regarding its correctness, reliability and compliance with generally accepted standards. The auditor's report is published in the manner prescribed by law in the company's annual report along with its official balance sheet. For their activities, audit firms usually receive special powers (licenses, certificates) from government bodies that monitor the activities of joint-stock companies. Audit plays an essential role for investment instruments such as markets valuable papers and stock exchanges. Its task is to show potential investors, shareholders, creditors and business partners how financially reliable a particular company is.

Recently, the term “audit” has come to be used abroad to refer not only to accounting, but also to any other verification of the state of affairs at an enterprise or organization, carried out by independent experts. Therefore, concepts such as “management audit”, “investment audit”, “business audit”, “economic audit”, “energy audit”, etc. are used.

Accounting services- these are services provided by accounting firms external to the client that maintain or restore his accounting records. This function can also be supplemented by consulting services on organizing and improving accounting.

It should be noted that in some countries audit and accounting services act completely separately: they have adopted special legislative acts, prohibiting auditors from providing their clients with any other accounting services, including consulting.

Legal services.

Legal, i.e. legal services historically arose earlier than many other types of professional business services.

Lawyers provide services both in the form of advice (legal consulting) and by directly managing the affairs of their clients: representing their interests in courts and other authorities, conducting negotiations, drawing up contracts, etc. They can also provide expert opinions on the compliance of an action or document with legal norms, in which their function is similar to that of an auditor. On certain issues, the law requires the expertise of independent lawyers.

The specificity of legal consulting compared to economic consulting, which is carried out by management consultants, is determined by the difference in the professions of economist and lawyer. An economist gives advice on what needs to be done to solve a particular problem (for example, produce this or that product, enter such and such a market, carry out structural restructuring, etc.), and a lawyer explains what is impossible or possible do from the point of view of legislation (for example, it is prohibited to carry out such and such financial actions, it is prohibited to sell this product to such and such countries, you cannot exceed permissible pollution standards during production, you can include such and such a clause in the contract, etc.). Lawyers are guided by written laws - regulations states, and economists and management specialists - primarily by the laws of the market and human behavior.

So, legal advice is aimed at form, and economic - on content business processes.

Providing information technology. Information technology (IT) refers to methods of automated information processing. Currently, such processing is carried out on the basis of electronic computing devices, so we are usually talking about information and computer technologies: the development and use of computer programs, the creation of databases, computer networks, etc.

There are four groups of entities providing such services:

1) special software development companies;
2) management consulting and accounting firms providing services on the use of new IT in management, adapting standard programs to the needs of enterprises, selecting equipment and integrating computer systems;
3) companies servicing computers. Their services include computer systems design, programming, user training, data network management, systems integration, etc.;
4) manufacturers computer equipment. They were the last to get involved in IT activities, but immediately became active in this direction, developing IT focused on the use of the equipment they produced.

Engineering— these are services for engineering preparation and support of the production process, construction and operation of various facilities. The entire range of engineering services is divided into two groups: 1) services related to the preparation of the production process; 2) services to support the production process itself. Engineering services turn out to be specialized firms, as well as construction and industrial companies.

Consulting on engineering issues is one of the types of consulting services (see paragraphs 6.04 and 8.04 of Table 1).

Investment services (investment banking). These include the activities of special credit and financial institutions - investment banks and companies for the sale and purchase of securities (shares, bonds). Investment banks accumulate Money private investors by issuing their own securities (liabilities) and investing this money in shares and bonds, i.e. act as intermediaries between companies issuing securities and investors. In addition to their core functions related to the placement of securities, most of these types of firms offer a wide range of advisory services in the field of general and financial management(see section 1 and 3 of table 1).

Recruiting- These are personnel selection and assessment services. This area of ​​services has developed as a separate type due to the constantly growing need for management personnel and other specialists. These services are provided by specialist recruitment firms or special divisions of multidisciplinary consulting firms. In the latter case, recruitment may be carried out as part of a broader package of services related to enterprise reorganization or human resource management.

A recruiting firm acts as a service that uses, in the area of ​​production it serves, special interviewing methods and personnel assessment techniques, proposal development and negotiation techniques to attract qualified candidates.

When implementing investment projects Firms of this profile can provide comprehensive services for the selection of a complete “team” of managers for a newly created enterprise.

Recruiting firms are expanding the scope of their activities by providing a range of additional services. In particular, services are provided for the selection of temporary management personnel and the search for new jobs for senior management personnel, moved due to the structural restructuring of production. Such firms can also provide consulting services on all aspects of personnel management (see Section 4 of Table 1).

Advertising and Public Relations. The goal of this field of activity is to create a positive and at the same time specific image (image) of a product or company in the eyes of the public, different from competitors. The creation of an image is carried out through the media (ads, interviews, articles, publication of financial reports, etc.), direct mailing of advertising materials, as well as through various events (conferences, presentations, charity events etc.).

The targets of these activities are the general public, government agencies, shareholders and the employees of the firm themselves.

Advertising and public relations consultants are invited to create a memorable positive image of the company, contributing to the creation of a favorable external and internal environment for its functioning.

Public relations consulting services are provided in areas such as general management, administration, socio-economic research and forecasting. However, they can also provide advice in other areas to the extent that they are related to the company's image.

Business information. This type of service consists of providing economic, technical, social, legal and other information, both on request of individual enterprises and in the form of publications available for free sale: manuals, reference books, articles, magazines, reviews, digests, etc., as well as providing information in electronic form.

On the market information services their producers are information agencies, centers and foundations for socio-economic research, research organizations, the media, publishing houses, libraries, advertising and reference agencies and consulting firms.

An important aspect of information services is the provision of information about the reliability of companies.

At the client's request, the following information can be provided:

• financial condition (balance sheet data, profit and loss statements, comparison of financial indicators over recent years, etc.);
• legal form of the company, its number tax office, bank details, legal and actual addresses;
• capital structure, types of activities, history, information about managers, information about branches;
• practice and timing of payments;
• court decisions, cases of pledges of property and other financial obligations, as well as other information of a notification nature;
• position of the company in a specially developed rating showing its financial position and the degree of commercial risk of cooperation.

Russia hosts the annual exhibition-fair of information services "INFORMEXPO", which is organized by a number of government agencies and private firms.

Lobbying- this is a legally exercised influence on government bodies (legislative and executive) to create optimal conditions for the company’s activities. This type of activity differs from public relations, like marketing, in its more specific focus. It is aimed at organizing interaction with the authorities when implementing a particular project or function of the company. If in our country the concept of “lobbying” is still associated with something illegal and is considered almost synonymous with corruption, then in countries with developed economies the corresponding firms provide their clients (enterprises, industry associations, etc.) with services for interaction with government agencies on a professional basis. These are services in the field of preparation and adjustment of bills and regulations in accordance with the needs of business, substantiation of positive decisions on certain appeals of businessmen to the authorities. The advantage of the services of lobbying specialists is compliance with complete legality and knowledge of methods of influencing government officials. Relevant consulting services can be associated with all the services presented in Table. 1.

Active professional development (training). This type of service closes the list and is borderline between consulting and training. Advanced training for managers is carried out in the form of courses, conferences, seminars and practical training; which can take place both with and without interruption from production. The difference between training and consulting is that the management trainer does not recommend to managers management decisions on specific problems, but only conveys to them his knowledge of how to take them and provides information on the relevant issues.

The difference between training programs and traditional educational events is that they are carried out in a form as close as possible to practice (business games, psychological training, situational analysis, etc.), based on the practical knowledge of consultants-trainers accumulated in the process of diagnosing and solving problems at other enterprises. Training methods allow you to introduce knowledge not only through consciousness, but also through the subconscious, forming skills and abilities from abstract concepts. In addition to carrying out the training function, the training helps to establish contacts and subsequent interaction between consultants and managers. In this way, the training is close to educational consulting (see paragraph 8.01 of Table 1). An integral part training is psychotraining - a form of training with managers and staff, which allows you to strengthen and develop their psychological qualities, teach more effective methods behavior and communication.

There are several classifications of consultants.

According to the profile of consultants, it is customary to divide consultants into:

Generalists are generalist consultants; as a rule, they negotiate with clients, assess problems, and perform coordinating functions.

Specialists are highly specialized consultants who specialize in certain areas of consulting.

In relation to the organization there are:

External consultants are independent consulting firms or individual consultants who provide services to clients on a contractual basis.

Internal consultants are specialists working on the staff of a particular company.

The reasons for the appearance of internal consultants in enterprises are as follows:

awareness of the technical and methodological advantages of consulting;

availability of consultations at any time;

knowledge of the internal characteristics of the organization, management style, culture, company policies;

the cost of services of an internal consultant is 30-50% cheaper than the cost of services of external consultants.

1. Types of consulting firms.

The following types of counseling are distinguished:

1. Large multifunctional consulting firms. They have about 1,000 consultants and have branches in different countries world, can cope with various problems.

2.Services consulting for large audit firms(Big Four firms).

3. Small and medium-sized consulting firms. Abroad, the number of consultants in such companies reaches 50 people, in Russia – 20 people. They are engaged in management consulting in one or more areas.

4. Organizations providing special technical services. These organizations offer specialized services in the areas of strategic research, modeling, forecasting, and analysis. They can be independent, or they can be part of a research institute.

5. Advisory units in banks and organizations. They are created as part of consulting organizations, leasing their personnel to a given company to train its managers.

6. Single consultants. Solo consultants may be generalists who emphasize their broad expertise in management, problem solving, or specialists working in a niche area. The services of a single consultant are usually cheaper.

7. Consulting teachers.

8. Non-traditional sources of counseling services. These are firms that provide consulting services as a complement to their other services.

1. Professional associations of consultants. Code of Consultants.

A professional association of consultants is a voluntary association of consultants that represents their interests and regulates their activities.

The purpose of such associations is to provide methodological support for the activities of consultants.

They perform the following functions:

Development and adjustment of the total body of knowledge;

Definition of minimum qualification requirements for newcomers;

Adoption of a code of professional conduct;

Considering complaints from customers and taking appropriate action;

Dissemination of information about the services of association members.

The result of the activities of associations may be a “Code of Conduct”. A code of conduct is the voluntary acceptance by members of associations of standards of conduct. Violation of this will result in punishment.

MANAGEMENT CONSULTING

(exam)

History of development of consulting and current state of consulting.

The first consulting firm was established in 1885 and specialized in accounting consultations.

1914 Chicago - "Business Research Service" Edwin Boose.

Classic managers stood at the origins of management consulting. The need for enterprise management is changing, and interest in consulting in the field of human relations is emerging. Consulting evolves along with management.

In the 20s of the 20th century, consulting appeared in Russia, but in a specific form - research institutes of instructors. The main work was carried out in the training of instructors, who were taught rational methods of work.

The development of consulting resumed in the post-war years.

The first wave of consulting in Russia was the 70s.

1976 – Section of sociology of organization.

The first management consultants are Estonians Jaak Leymann, Madis Habakuk, Raul Juksvärav.

Official mention in the press of “management consultant” - August 19, 1982 in the Pravda newspaper.

1991 – Association of Management and Organizational Development Consultants.

992 - the first school of consultants at the Academy of National Economy.

The first consulting firms appeared in the early 90s. In parallel with them, Western consultants are coming to the Russian market. The first direction in their activity is expert consulting and audit.

Big Four firms that exist today:

· Price Waterhouse Coopers;

Deloite

In 1998, a crisis occurred - Western firms left the Russian market. The number of firms in Russian consulting is decreasing. There is practically no consulting activity.

2000 – 2003 – years of growth of consulting in Russia. Consulting for medium-sized businesses.

2004 – 2007 – massive turn to consulting.

2001 – 2002 – stunning growth in information technology consulting services.

2002 – 2003 – the years when companies turned to consulting from just information technologies.

Unipravex - developed a consulting map for 2003.

RA Expert.

Consultants collaborate – subcontract.

Consulting firms IT professionals work in the following areas:

· business consulting;

· reengineering;

· unification of motivational schemes and processes;

· budget management;

· implementation of business applications;

· optimization of management structures;

· setting up IFRS, creating internal control systems;

· certification for quality systems;

· development of a number of management processes for government bodies;

· regulatory consulting for the public sector;

· personnel direction: development of personnel leasing programs, outsourcing, etc.

Classic HR consultants:

· increasing productivity;

· problems of personnel development.

Strategic consulting:

· full planning and consulting support for the implementation and implementation of projects;

· optimization of the structure of government bodies;

· regulation of processes and activities of government bodies;

· results-based management;

· development of strategies and programs for the socio-economic development of the constituent entities of the federation.

The most closed areas for IT consultants:

· grade;

· tax consulting;

· legal consulting

Marketing consulting occupies a special place in consulting.

Siberian market lags behind the Russian market by 2-3 years.

Moscow firms are actively advancing.

Most consulting firms are concentrated in Novosibirsk. The demand for optimization of business processes is constantly growing.

Industry priorities have changed slightly. Personnel training, formation of sales strategies, logistics audit, financial consulting.

Consultant.

1. Consultant as a professional in providing management services.

1.1. Types of consultants.

1.2. Types of consulting firms.

2. Professional associations of consultants. Code of Conduct.

Question: Consultant as a professional providing management services

Criteria for consultant professionalism:

* knowledge and skills, competence;

* interests of the client;

* impartiality and objectivity;

* ability to critically evaluate one's knowledge and skills;

* good product for good money;

* ethics in marketing;

* public interests

Criteria for professionalism of consultants:

1. Knowledge and skills of consultants.

2. Service and public interest.

3. Ethical standards. They determine which behavior in the provision of services is correct and which is not.

4. Self-discipline and self-control.

5. The ability to critically evaluate your knowledge and skills. It is considered unprofessional to jump into any task if the consultant does not understand the problem. Figuratively speaking, a consultant is a person who takes someone else's watch to tell him what time it is.

6. Impartiality and objectivity.

7. Confidentiality.

8. "Good product for good money." It is believed that a highly professional consultant should be paid at the level of the director of an enterprise. It is considered unprofessional to ask a high price from an uninformed client.

Internal information cannot be used for the personal interests of the consultant.

You cannot offer the client’s employees jobs at your place (lure them away).

If the consultant is late in solving problems, he must warn the client about this in advance.

The consultant must organize his work in such a way as to make it more convenient for the client (take into account the client’s interests).

There is no need to fear that the client's employees will become competitors, since a professional consultant is constantly evolving.

Additional reward or reward based on results. Some countries prohibit additional remuneration for a consultant. For example, in the United States, from 1972 to 1981, the consultants' code prohibited performance-based compensation.

Ethics in marketing include not speaking ill of other consultants or creating a false impression of your firm's capabilities.

Public interests. If the client's interests may conflict with the interests of society, the consultant must explain to the client the socio-economic consequences of these decisions. If the client cannot be persuaded, then the consultant should refuse to provide services.

Types of consultants

Consultants include management consultants, engineering consultants, legal consultants, financial consultants, accounting consultants, etc.

Consultants can also be divided into two groups:

1. Station wagons– consultants of a wide profile.

2. Specialists– consultants with a specific focus.

For example, in most consulting firms there is a division of labor between specialists and generalists. Specialists are familiar with all the new products in a particular industry. Generalists pay attention to coordination various areas management. As a rule, generalists prepare and coordinate large tasks, diagnose and plan tasks, and prepare reports. In general, they perform supervisory and management functions.

There are two more types of consultants:

1. Internal consultants. These are the consultants who are on the staff of the organization.

2. External consultants. External consultants come to the organization from outside.

Today, the number of internal consultants is increasing. This recognizes the power of the consultative approach.

External consultants view internal consultants as dependent and therefore subjective.

Reasons for internal consulting:

1. Awareness of the technical and methodological advantages of consulting.

2. Availability of a consultant at any time.

3. Knowledge of all the features of the internal affairs of the organization: management style, culture and company policies, as well as confidentiality.

4. Cost factor. Internal consulting is 30% - 50% cheaper than external consulting if there is enough work involved.

External consultant:

· has information about problems and solutions;

· owns methods and technologies that are constantly being improved;

· focuses on solving the problem rather than on staff development;

· the goal is to make a profit.

Recently, internal and external consultants have been working together. Internal consultants determine the terms of reference of external consultants, can evaluate the professionalism of external consultants, participate in discussions of the project, and in assessing its implementation. While working with external consultants, they train, improve their qualifications and competence.

Types of Consulting Firms

There is a wide variety of companies providing a variety of consulting services.

Types of consulting firms:

1. Large (international) multifunctional companies. The scale of a company is determined by the number of employees. If the number of employees exceeds 1000 people, then this company is a giant. Most large companies have branches in different countries. Their size allows you to work with any problem. These are full service firms.

2. Consulting services for large audit firms(Ernst&Young, PricewaterhouseCoopers, Arthur Andersen, etc.).

3. Small and medium-sized consulting firms with a staff of 50 to 100 people. They advise small and medium-sized firms to a limited extent and specialize in one or more areas (e.g. strategic development companies, personnel management, job complexity assessment, production management system, marketing, etc.). You can also observe specialization by focus or industry affiliation.

4. Firms providing special technical services(mathematics, computers, econometrics, operations research, strategic research, consumer demand models, production process automation, etc.). Such firms can be either independent or associated with technical centers.

5. Consulting units in organizations and banks.

6. Single consultants. Their services are usually cheaper and they mostly serve small businesses.

7. Consulting teachers.

8. Non-traditional sources of consulting services. This group includes organizations that provide consulting services as a complement to other goods and services (banks and investment companies, insurance companies).