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The work it is a consulting project performed in an Educational Institution. For its elaboration was necessary to make a diagnosis of the institution to identify the positives, negatives, threats and opportunities that the institution has, so this way you can identify the needs that the company is well able to develop a project advisory with the tools necessary to improve the institution in its performance.
The project also shows the reasons why these improvements were proposed, with a schedule of delivery of project milestones.
2 THEORETICAL - CASE STUDY
2.1 Analysis of business
The Educational Institution was founded in 1994 in the state of Sao Paulo. The institution has always sought quality in higher education, adapting to the needs of the labor market. With that achieved by students profile and teaching quality. He kept his professional qualified in education and encouraged the improvement of their knowledge.
He won other units in the region, increasing the number of students, administrative workers, teachers in higher education led to new undergraduate and postgraduate. In 2003 was organized as a publicly traded company, where he was the successor. With legal basis for the transformation of each one in educational societies, such as corporations, organizational form for the opening of its capital on the Stock Exchange. With that she experienced several phases of growth: expansion of their masters, optimization and qualification of their curricula and teaching projects, structural reorganization, administrative and financial openness of its capital stock exchange in Sao Paulo. It was the first of its kind to open its capital in Latin America. Keeps your mission, vision and institutional beliefs that are highly valued. IE develops projects of social responsibility, provides students with greater knowledge in educational projects, programs have self-assessment, in which students, teachers and staff make their criticisms, suggestions and assessment.
Today, IE - Institution of Higher Education has more than 4,000 employees, divided into several departments, Dean, Administrative Director, Human Resources, Secretary, Coordination, Academic Department, Legal Department, Finance Department, Libraries, General Services, Service Center student, Language Lab, Computer Lab, Laboratory experiments, chemistry and physics, among other sectors Cal Center.
The institution is always trying to expand its business by opening new courses, more students and greater recognition within and outside the institution.
With the competitor and developed market like today, it is essential that the company has a good organization to its internal space is well used and organized, so that the company can have better incomes, greater recognition and a maximum efficiency in developing their tasks.
The company must also have good employees, trained and aware of their responsibilities, so you can have good organizational and hierarchical structure, addressing real organizational needs of the company.
1.3 Anah lysis performance
Purpose of the institution Improving the quality of higher education seeking improvement and qualification of professionals from Education. Improving infrastructure with adaptations for disabled access, ramps and facilities, own bathroom. Improving the means of communication within the company among employees, to circulate important information for all sectors, creating rules, routines and regular meetings.
Training and understanding the functions of each employee within the company.
Encourage and motivate employees to perform well at work, looking for ways to increases and bonuses.
Improve and enhance the making of carteirinhas and your registration for student access.
3.2 Causal Analysis
We conducted a detailed diagnosis of the institution, its processes and people, it was observed that the company is failing in some administrative tools, requiring, therefore, methods and models in their administrative and structural organizational part, so that we can better organize internally and develop their activities with greater convenience, speed and better quality services.
First problem: employees motivated:
We used a questionnaire to assess the institutional climate in house staff, containing closed and open questions, and allowed the consultant to give a better view of the problem.
It was found that the institution applied training through satellite remote mechanism, so many problems occurred, such as delays, lack of signal, poor image quality and sound. Running out the possibility of application of dynamics and feedback.
Second problem: Complaint of students in the acquisition of carteirinhas.
The student to realize his matriculation at the institution will have access to your RA number, the department sends the registration to the area of ??computer cook the cards, did this for their students sends the information to the library to register in the system.
Thus there is a large bureaucracy and delay in finalizing the process, generating much disruption to the students and the institution.
With the lack of student ID card is unable to access the drive that is controlled by turnstiles without the membership card is also possible to borrow books from the library. In addition, the student faces problems such as external and social benefits of law students.
3.3 Selection of Interventions / Recommendations
With the lifting of the diagnoses, the need for intervention related to training, which should be in person and with professionals from different areas addressed by the company, offering a space for feedback and exposure of the questions and suggestions made by employees.
In addition to training more focused and organized, it is important also to greater interaction between the area of ??HR and leadership in employee relations.
Improving the communication channel through regular meetings with the area manager and his team, strengthening the team, and encourage your employees with benefits.
Hiring an outside company for the manufacture of carteirinhas, streamlining the process and product quality. It was also found that the cost / benefit is advantageous. Appointed to office as a sector responsible for the control and collection services provided by third party.
3.4 Manage the project
Gather data for assessment: Evaluation after each workout; Evaluation in improving the performance every six months; Evaluation o employee satisfaction in relation to their managers Statistics of the decrease in complaints from students regarding the organization and meeting deadlines.
3.5 Evaluation of results / advice
It was found that the training carried out following the suggestions of a successful, satisfying the goals of the institution, managers and employees. Because it had more interaction between the trainer and trained thereby providing greater motivation.
It was noticed further strengthen the team, because the results of evaluations have demonstrated an increased rate of organizational climate.
The students' complaints decreased significantly since the new process provided a temporary ID card at enrollment, allowing the student access to all services immediately.
Consultancy work enables companies to achieve significant results in a short time and with an affordable and worthwhile investment.
The consultant provides the tools and controls necessary for organizations to become more competitive, to achieve positive results with their staff achieving success in business.
The training consultants organization
According to Gill, he reports in his article on consulting, which he defines as an individual consultant who borrows your watch to tell the client the time and still take away the clock, in fact, the consultancy serves to highlight the reality of organizations, your ability to use own resources.
The consultant should be compared as a facilitator of the learning process aimed at training the client to establish and manage the organization's self-diagnosis.
The consultancy will necessarily result in learning through reflection and concept development, resulting in interventions.
The consultants' purchase of specialized services, "has its timeliness in the sense that the client organization correctly diagnose the problem and will undergo a therapeutic action.
The second type of consulting "physician-patient" assumes that the client is not able to identify for himself the problems faced, needing help only for the mapping and diagnosis of the weaknesses of the organization and then perform the deployment .
The third type is the consulting process, focused on the identification of organizational blocks to establish a self-diagnosis of their weaknesses, ie, that centered on inter personal processes.
The emergence of consultants or facilitators managers, seems to be recognition that renewal, more than mere organizational change should be an ongoing process in the organization and the organization or counselor who does not understand this process will not be able to develop a project consulting effectively.
The Toledo himself says in his article on the training of consultants, about the consultant's work can be seen on different approaches, where we can view them by area.
We can arrange the steps in contact consulting, contract, entry, data collection, diagnosis, intervention planning, action, monitoring and evaluation outputs.
According to Turner, the objectives of the consultancy are eight: 1. Promote information to a client; 2. Solving the problems of a client; 3. Perform diagnostics; 4. Make recommendations based on diagnoses; 5. Assistance in implementing the recommendations; 6. Achieving consensus and commitment around corrective action; 7. Facilitating the learning of the client; 8. Promote a permanent organizational effectiveness;
For these reasons the training of consultants is important, and these should always be encouraged in their training skills with both technical and behavioral involved in an intervention.
The training programs for consultants should be differentiated, depending on the level in which they are participants.
After reading these two articles, we can use as a comparative measure that was seen during the module in management consulting people, where the authors report the profile, role and relationship with the client, where the consultant should be seen as a facilitator the process of change within the organization.
The profile of people management consultant (internal or external) must meet to cultivate knowledge and skills essential to professional success, always guiding ethical conduct.
The consulting process can be seen riding through five stages an architectural model, demonstration of the gap, identification of causes, select interventions, change management and evaluation.
Thus, after the consultation process, we have to start the operation of this process, based on some pre-requisites, identify the object of work, establish links with the client and select the best intervention processes.
This article deals with the Corporate Astrology adjusting the time and space for decision making within the organization, serving as a consultant in business in its various aspects (suggestions about the most appropriate time to launch products, create promotional events, make investments, make changes and even in the administration about hiring staff), by observing the movement of the stars and astronomical cycles, thus establishing correlations with the occurrence of life on Earth.
According to the magazine Business Administration is important is that there are clear correlations between the positions of celestial bodies and human events.
The use of Business Astrology fits into this context of change and need to lead it, being an innovative and extremely useful in making decisions in any area of ??business life, because it allows you to enter information that would otherwise not could be obtained. The possession and use of a technology that provides relevant information and exclusive unavailable to their competitors eventually set up a competitive advantage cyclical.
Since the book management consultancy focused on three people for the exercise of virtues to be practiced consultancy from the initial conception of projects: Identify the object of the work; Establish links with the client, and Select the best intervention processes.
There are also some interventions advocated by this book to be applied within the organization:
Intervention at the individual level ( assessment individual performance evaluation, job training, coaching and mentoring);
Intervention group level; When the silos across the organization;
When the intervention envelops the entire organization (behavior, norms, philosophy, rules, paradigms, rituals, symbols and history);
When interventions are transactional content.
We emphasize that the manager (client) need not know the techniques, but able to decide, with the support of the consultant in which he is not responsible for the decisions of the manager, but should contribute the most to the results of your customer and the organization.
Who's afraid of ECT? Identity, convulsive therapies and organizational change.
The authors Thomaz Wood Jr. and Michael P. Caldas report, a comparative form the so-called Radical Change Process (MRP), organizations have suffered in the course of a few years Electroshock (ETC) treatments administered to patients with severe depression.
When a theme (PRM) and its consequences have been linked to another (ECT) created a bridge, where it was possible to portray the changes that organizations are suffering, and these changes as a wave of shock and convulsions.
This analogy came to the concern over the results with unknown and potentially negative changes, in which the authors support the thesis that the PRM methodology are high risk and long-term effects are still unknown.
For better understanding, we first used the concept of "identity" applied to organizations in which includes the shared beliefs of individuals about what is central, distinctive and enduring organization.
When there is comparison between individual identity and organizational identity, we can compare the behavior of the individual organizational culture and, therefore, there are different ways to analyze companies, therefore, the identity can not be perceived as a closed concept, an attribute that organizations have.
We used the following arguments to the analogy between PRM and ECT: can be considered; fads, dangerous and self delusional.
When you talk about the "waves of organizational change" the authors report the development of methodologies, as well as the emergence of new gurus emerged from obscurity, bringing the banner of radical change.
Both in the article, as studied in the book room "Consulting Personnel Management," is considered the competitiveness factor the reason for using such methodologies.
It is worth mentioning that the book also mentions studying other interesting aspects of the current scenario that we can relate to being PRM: Increasing complexity of business; Accelerated evolution of technology;
Relating what we learned in the classroom, with the argument, we can understand the importance of consulting work, to the extent that new forms of management and performance are now required in the current scenario.
We have seen that to use a consulting organization, one must know the dynamics of various levels of change in perspective.
The radical changes, according to the book studied in class, usually occur when the organization (in whole or in part) reaches an extreme situation and does not abound more alternatives. In the paper, the authors consider to have character fad and a constant solution for immediate solutions.
Finally, the analogy of the themes and ECT PRM intended to show that, as ECT is returning, generating debate about the impact on the individual, the DRP's should be better discussed.