Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

Mgf3621 > Wk4 - Client/Consultant Relationships > Flashcards

Wk4 - Client/Consultant Relationships Flashcards

1
Q

Who is a change consultant?

A
  • leads or guides process of change
  • create planned change within organisation
  • trained in behavioural sciences - define and clarify problems, issues, values, resources
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

What sort of people can be change consultants?

A
  • external specialists
  • internal consultants
  • line managers
  • teams
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

What are the three types of consulting as defined by Schein?

A
  • purchase of expertise
  • doctor-patient
  • process consulting
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

Explain the purchase of expertise consulting type?

A
  • paid to investigate and report to the business
  • assumes management knows what they are looking for
  • needs must be accurately communicated
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

Explain the doctor-patient consulting type?

A
  • external consultant brought in to diagnose problems
  • based on diagnosis course of action recommended
  • ‘patient’ may not accept recommendations
  • needs accurately determined, right consultant and accuracy of information all important
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

Explain process consulting as defined by Schein?

A
  • focus on joint diagnosis

- hybrid of other approaches - purchase of expertise and doctor-patient

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

What are the elements of process consulting?

A
  • process - how things are done

- content - what is done

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

What are some of the strategies used in process consultation?

A
  • clarifying/summarise
  • synthesising and generalising
  • probing and questioning
  • listening
  • reflecting feelings
  • providing support
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

What are the benefits of using a consultant?

A
  • specialist knowledge and skill
  • intensive professional help on temporary basis
  • impartial outsider
  • justification of management decisions
  • learning and competence development
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

What are some of the influence strategies that may be used?

A
  • rational persuasion
  • inspirational appeal
  • consultation
  • ingratiation
  • personal appeal
  • coalition
  • legitimating
  • pressure
  • exchange
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

What are the advantages of using external consultants?

A
  • objectivity
  • external viewpoint
  • degree of influence and status
  • freedom of operation/independence
  • can support internal consultant
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

What are the disadvantages of using external consultants?

A
  • limited knowledge of clients systems
  • difficult to gain information
  • unfamiliar with business - culture, communication networks, politics/power distribution
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

What are measured on the axes of the consultant style matrix?

A
  • emphasis on morale

- emphasis on effectiveness

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

Explain the consultant style matrix and it’s five change consultant styles?

A
  • cheerleader - high morale, low effectiveness
  • pathfinder - high morale, high effectiveness
  • stabiliser - low morale, low effectiveness
  • analyser - low morale, high effectiveness
  • persuader - in the middle
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

What are the characteristics of the following consultant style: cheerleader

A
  • focuses on motivation and morale
  • non confrontational
  • assumes high employee satisfaction leads to effectiveness
  • avoids conflict and smoothes over differences
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

What are the characteristics of the following consultant style: pathfinder

A
  • high emphasis on morale and effectiveness
  • problems solved through teamwork
  • confrontation and conflict may improve effectiveness
  • collaborative problem solving approach
17
Q

What are the characteristics of the following consultant style: stabiliser

A
  • low profile
  • emphasis on survival
  • follows top management direction
18
Q

What are the characteristics of the following consultant style: analyser

A
  • emphasis on efficiency rather than employee satisfaction
  • rationalist approach - facts lead to solution
  • maybe confrontational
  • technical specialist - expertise to solve problems
19
Q

What are the characteristics of the following consultant style: persuader

A
  • low risk approach as mid point on both dimensions
  • aim is to satiate - something is good enough
  • satisfies different forces so outcome may be ‘weak’ or watered down
20
Q

Explain Nielsen’s model of client practitioner relationships?

A
  • apathetic mode
  • gamesmanship mode
  • charismatic mode
  • consensus mode
21
Q

What are the axes of Nielsen’s client practitioner relationship model?

A
  • feelings and assumptions: kept to self, open to others

- responsibility for behaviour: given to others, take by self

22
Q

Explain the following mode of client practitioner relationships: apathetic

A

Do as they are told.
Sharing ideas have little value.
Change comes from higher authority, and viewed with skepticism.
low responsibility, low sharing

23
Q

Explain the following mode of client practitioner relationships: gamesmanship

A

Favours change when aligned with personal interests.
Manipulate strategic factors to own advantage.
high responsibility, low sharing

24
Q

Explain the following mode of client practitioner relationships: charismatic

A

responsibility is low - look for cues from leaders to provide direction
high sharing, low responsibility

25
Q

Explain the following mode of client practitioner relationships: consensus

A

perceptions and ideas shared openly.
differences are resolved through collaboration.
high sharing, high responsibility

26
Q

What are the eight rules of thumb for change agents?

A
  • stay alive
  • start where the system is
  • never work uphill
  • innovation requires good idea, initiative and friends
  • load experiments for success
  • light many fires
  • keep optimistic bias
  • capture the moment
27
Q

What is the Lewinian view of change?

A
  • linear
  • destination focused
  • create disequilibrium
  • planned and managed by people separate from client system
28
Q

What is the East asian view of change?

A
  • cyclical
  • journey orientated
  • restoring/maintaining equilibrium
  • at one with client system

Mgf3621 (11 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions