《管理咨询经典1英》PPT课件
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管理顾问入门英文课件
As businesses become more global, management consultants will be in high demand to help navigate international markets and cultural differences
Technology impact
01
The job responsibilities of management consultants
Strategy development: Management consultants are responsible for advising clients on the development of their strategic plans This includes analyzing market trends, competition, and the client's current position to identify opportunities and threats
Change leadership: Management consultants lead organizational change effects by developing change strategies, mobile resources, and managing the change process
They are experts in different areas of business management, such as strategy, finance, marketing, human resources, and information technology
Technology impact
01
The job responsibilities of management consultants
Strategy development: Management consultants are responsible for advising clients on the development of their strategic plans This includes analyzing market trends, competition, and the client's current position to identify opportunities and threats
Change leadership: Management consultants lead organizational change effects by developing change strategies, mobile resources, and managing the change process
They are experts in different areas of business management, such as strategy, finance, marketing, human resources, and information technology
管理咨询核心课件英文
❖ Ranking Scales
make comparisons between or among objects, events or persons, and elicit the preferred choices and ranking among them.
Rating Scales
❖ dichotomous scale ❖ category scale ❖ Likert scale ❖ numerical scales ❖ semantic differential scale ❖ itemised rating scale ❖ fixed or constant sum rating scale ❖ Stapel scale ❖ graphic rating scale ❖ consensus scale
Sometimes Hardly ever
Source: Zikmund (2000:292)
Likert Scale
S tr o n g ly D is a g r e e N e ith e ra g r e e A g r e e S tr o n g a g r e e
d is a g r e e
1
Very m uch interested
4
234
This is an unbalanced rating scale which does not have a neutral point.
Fixed or Constant Sum Rating
Scale
Respondents are asked to distribute a given number of points across various items, eg:
make comparisons between or among objects, events or persons, and elicit the preferred choices and ranking among them.
Rating Scales
❖ dichotomous scale ❖ category scale ❖ Likert scale ❖ numerical scales ❖ semantic differential scale ❖ itemised rating scale ❖ fixed or constant sum rating scale ❖ Stapel scale ❖ graphic rating scale ❖ consensus scale
Sometimes Hardly ever
Source: Zikmund (2000:292)
Likert Scale
S tr o n g ly D is a g r e e N e ith e ra g r e e A g r e e S tr o n g a g r e e
d is a g r e e
1
Very m uch interested
4
234
This is an unbalanced rating scale which does not have a neutral point.
Fixed or Constant Sum Rating
Scale
Respondents are asked to distribute a given number of points across various items, eg:
管理咨询核心课件英文(ppt 26页)
• Rating Scales
– have several response categories and are used to elicit responses with regard to the object, event or person studied.
• Ranking Scales
n o rd is a g r e e
1
2
3
4
5
Indicate the extent to which you agree or disagree with the following statements:
My work is very interesting
12345
Life without my work would be dull 1 2 3 4 5
+3 +2 +1 Adopting modern technology –1 –2 –3
+3 +2 +1 Product innovation
–1 –2 –3
+3 +2 +1 Interpersonal skills
–1 –2 –3
Graphic Rating Scale
Ranking Scales
• Explain the different forms of validity • Discuss what ‘goodness’ of measures means,
and why it is necessary to establish it in research
Rating and Ranking Scales
Sometimes Hardly ever
– have several response categories and are used to elicit responses with regard to the object, event or person studied.
• Ranking Scales
n o rd is a g r e e
1
2
3
4
5
Indicate the extent to which you agree or disagree with the following statements:
My work is very interesting
12345
Life without my work would be dull 1 2 3 4 5
+3 +2 +1 Adopting modern technology –1 –2 –3
+3 +2 +1 Product innovation
–1 –2 –3
+3 +2 +1 Interpersonal skills
–1 –2 –3
Graphic Rating Scale
Ranking Scales
• Explain the different forms of validity • Discuss what ‘goodness’ of measures means,
and why it is necessary to establish it in research
Rating and Ranking Scales
Sometimes Hardly ever
知识管理培训和管理咨询(英文版)(ppt 27页)
leads,MT
documents
abstract and sanitize best documents and send to
KS
review documents and allocate
to the relevant (GMT, CoE, CA, Disc.) KBases
PoAs
Germany UK France USA etc.
Strategy • CAs
GMTs (Industries)
Telecom & Media
Consumer Goods
Chemicals
Life Sciences
Financial Services
Energy
Transport/ Tourism
InterCon
• German subsidiary of a global management and technology consulting company
• The IKM project • Virtual project team • IT
Organisational Structure of InterCon
CoE, CA, PoA, Discipline Knowledge Champion
CoE, CA, Disc., GMT Expert Team
and KS
ALL
Strategic Direction
Project Knowledge Capture
At Project Start
Before Project End
The management consultant
• The management consultant is a special breed of consultant.
documents
abstract and sanitize best documents and send to
KS
review documents and allocate
to the relevant (GMT, CoE, CA, Disc.) KBases
PoAs
Germany UK France USA etc.
Strategy • CAs
GMTs (Industries)
Telecom & Media
Consumer Goods
Chemicals
Life Sciences
Financial Services
Energy
Transport/ Tourism
InterCon
• German subsidiary of a global management and technology consulting company
• The IKM project • Virtual project team • IT
Organisational Structure of InterCon
CoE, CA, PoA, Discipline Knowledge Champion
CoE, CA, Disc., GMT Expert Team
and KS
ALL
Strategic Direction
Project Knowledge Capture
At Project Start
Before Project End
The management consultant
• The management consultant is a special breed of consultant.
管理咨询教案ppt课件
咨询公司、波士顿咨询集团等都是将科技、知识智慧变成
财富的智囊。全球经济一体化、网络化、数字化的飞速发
展促使已经发达的企业谋求新的战略目标与市场定位；面
临困境的企业急于找到起死回生的契机；管理不善的公司
寻求调整其内部机制的“灵丹妙药”等。绝大部分企业越
来
9
亿美元；我国广东今日集团花1 200万元人民币请麦肯锡 做战略谋划，结果麦肯锡提供了一个300页以“造就一个 中国非碳酸饮料市场的领导者”为题的咨询报告；深圳平 安保险公司用4 000万元人民币向麦肯锡“问路”。如今， 麦肯锡、波士顿咨询集团公司、罗兰•贝格、安德逊等国 际知名咨询公司纷纷落户上海和中国的其他城市。有资料 显示，现在境外的管理咨询公司已经瓜分了80%左右的中 国咨询市场份额。
13
《企业管理咨询实务》和《企业管理咨询案例分析》2个 科目。】面对国内巨大的企业管理变革、创新和发展需 求，中国咨询业的发展却严重滞后，与国外庞大的咨询产 业规模相比，国内咨询业的企业规模都还很小，可以说， 仍始终徘徊在起步阶段。
改革开放以来，我国也相继成立了具有自己特色的咨 询机构，其中著名的（大型的）有：①中国企业管理咨询 公司、②中国国际工程咨询公司（成立于1982年8月）、 ③中国投资咨询公司（成立于1986年3月）、 ④北京大学 光华管理学院纵横管理咨询公司（成立于1996年）、 ⑤ 北京新华信商业风险管理有限责任公司与北京南洋林德投 资顾问有限公司重组后成为国内最大的集信用资料服务与 信用管理、市场研究、管理咨询、投资咨询服务于一体的 管理咨询公司——北京新华信管理顾问有限公司（自124 005
12
询师人才严重匮乏。【注：2002年6月20日人事部、国家 计委联合发出《关于注册咨询工程师（投资）执业资格认 定工作及有关问题的通知》，决定在我国实行注册咨询工 程师（投资）执业资格制度。人事部《管理咨询人员职业 水平评价暂行规定》和《管理咨询师职业水平考试实施办 法》（国人部发[2005]71号）规定：“管瑞著段盛华译中国标准出版社科文香港出版有限公司200122第二章咨询程序与咨询的基本方法和基本技能第二节咨询的基本方法和基本技能一定性分析方法四5w2h思考法或解析分析法5w2h表或解析分析表分析内容及项目现状如何标准为什么问题能否改善原因如何改善对象what干什么为什么干这个可否干别的应该干什么目的why干的目的是什么为何那么干有无别的办法干应做什么场所where在哪儿干为何在那里干可否在别处干应该在哪儿干时间when何时干为何那时干可否在别的时间干应该何时干人员who谁干为何由那个人干可否由别人干应该谁干手段how用什么方法干为何用那种方法干有无其他方法应该怎么干费用howmuch成本是多少为何成本是这么多成本能否降低应该是多少成本23案例一
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➢ Selected Methods (frameworks)
➢ Research (some basics)
➢ Graphics (from data to chart)
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2
AGENDA
➢ Introduction/Expectations
➢ Example consultant company
➢ Consulting: Nature, Trends, C areers
➢ Selected Methods (frameworks)
➢ Research (some basics)
➢ Graphics (from data to chart)
2021/1/21
3
zccy: MISSION AND VISION
1997 •Andersen Consulting cr eates a global network of communications-focus ed solution centers in an effort to set the st andard for speed and qu ality of performance •$6.6. Billion • 53,000 employees
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1994
1995
1996
9
1997 1998
zccy IN ASG
Americas
EMEAI
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ASG – Austria, Switzerland, Germany
Hamburg
Dü sseldorf
Berlin
Frankfurt
Asia/ Pacific
10
Zü rich
2021/•1/2R1espect for the Individual5 – Treat each person as we would like to be treated.
zccy: IMPORTANT MILESTONES
1989 •Andersen Consu lting becomes a separate bus iness unit fro m Arthur Ander sen •$1.6 billion •21,400 employe es
Lecture – Management Cons ulting: An Introduction
© Andersen Consulting 2000
1
2021/1/21
AGENDA
➢ Introduction/Expectations
➢ Example consultant company
➢ Consulting: Nature, Trends, C areers
(U.S. Billions)
$4,224 $3,452 $2,876
$5,30 2
$6,64 7
$8,3
1993 1994 1995
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1996 1997 1998
8
zccy: GLOBAL PERSONNEL GROWTH
32,711
38426
Our Mission: Our Vision:
Helping our clients create their future.
To become one of the world's leading companies, bringing innovations to improve th e way the world works and lives.
• Nearly 75% of Fortune 200 global comp anies
2021/1/21• 100 of the most sig7nificant “Industr y Standard” Internet companies
zccy: DEVELOPMENT OF REVENUES
2021/1/21
6
1991
1998
•Horizon 2000 I •$8.3 billion
zccy GLOBALLY
▪ Employees: over 65,000
▪ Countries: 48
▪ Revenue ‘99:
8,9 Billion USD
▪ Clients:
• The vast majority of Fortune 30 most profitable global public companies
• Integrity – Act with openness and honesty. Always. • Stewardship – Think future oriented; act and invest
to build a stronger firm for tomorrow.
• Best People – Are highly competent and make a commit ment to excellence, teamwork, and the success of our clients.
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4
zccy: CORE VALUES
• Quality Client Service – Understand and meet client expectations 100 percent of the time.
• One Global Firm – Act to enhance the collective valu es of the global partnership, while sustaining local culture.
Mü nchen
Wien
• 2,750 Employee s
• 7 Offices
Global Competitive Overview
Strategy Organization Processes
Information Technology
Andersen Consulting
IBM
Computer Sciences
EDS
McKinsey
Boston Consulting
Booz Allen
Digital Equipment
Cap Gemini Sogeti