Consultation

Examples of Consultation in the following topics:

• Overview of Inputs to Strategic Planning

  • Strategic plans can take the form of business or marketing plans, and consultants and industry experts are used in their development.
  • Industry experts: Whether internal employees or external consultants, a few individuals with extensive experience in a given industry are valuable resources in the planning process.
  • Consultants: Consultants are commonly brought in during strategy formulation and for a variety of other reasons.
  • Review the various tools for effective plan development, including stakeholder input, consultants, and data collection

• Decision-Making Styles

  • He does not consult with anyone else or seek information in any form.
  • Consultation: The leader explains the situation and provides relevant information to a group or individual, and together they generate and evaluate many alternatives.
  • The leader may consult with others before the meeting in order to prepare his case and generate alternatives that are acceptable to everyone involved.

• Financial Rewards for Managers

  • These may include coaching, higher education, mentoring, reflective supervision, technical training, and consultation.
  • Consultation – Consulting assesses employee abilities through observing performance, reflecting upon these observations, and suggesting methods for improvement.

• Leadership and Decision Making: The Vroom-Yetton-Jago Model

  • CI – Consultative Type 1: The leader seeks input from select followers individually based on their relevant knowledge.
  • CII – Consultative Type 2: Similar to CI, except the leader shares the problem with relevant followers as a group and seeks their ideas and suggestions.

• Behaviorism: Follett, Munsterberg, and Mayo

  • Mary Parker Follett (September 3, 1868 – December 18, 1933) was an American social worker, management consultant, and pioneer in the fields of organizational theory and organizational behavior.
  • She also distinguished herself in the field of management by being sought out by President Theodore Roosevelt as his personal consultant on managing not-for-profit, non-governmental, and voluntary organizations.

• Team Roles

  • The consultant Meredith Belbin studied high-performing teams and devised a typology based on how members contributed to the group's success.

• Team Building

  • The human resources department may coordinate team building, though sometimes companies hire consultants or trainers skilled in facilitating those types of activities.

• Shared Leadership

  • Team members consult each other in a group that employs shared leadership.

• The Organizational Chart

  • New employees or managers can then know with whom to consult about particular issues, as well as understand the distribution of authority within the company.

• Employee Selection

  • Some organizations may hire consultants or firms that specialize in developing personnel-selection systems rather than developing them internally.