University of San Carlos School of Business and Economics Department of Accountancy Course No.

: AC 526 Course Title: Management Consultancy Credit: 3 units Pre-requisite Courses: AC 521 Technical Writing: Business and Accounting Applications Overview of the Course The primary thrust of this course is to develop a framework for understanding the creative and technical strategic positioning of delivering management counselling tasks to organizations in the public and private sectors. This course will provide in-depth coverage of key management consulting principles, concepts, tools, methods, and processes. It is designed for students who may opt to work either as internal or external management consultant in a variety of organizational settings and industries. The knowledge and skills acquired in this course will also be valuable to you in a wide range of other positions that require the ability to understand and solve problems to enhance the effectiveness of a work unit or organization. Course Description This is an integrative course designed to introduce students to the skills needed to be good at consulting as an external management consultant or as an employee working inside a consulting firm or a potential consulting client company. It covers the basic considerations in management advisory services, the basics of management consulting (internal and external) practices, the accountants role in MAS engagements, determining the scope of services by MAS practitioners, stages of MAS engagements, ethical behaviours, principles and standards. Students will also be exposed to case analysis, strategic and business planning, as well as project feasibility studies with emphasis in financial feasibility and developing a financial plan. Course Objectives During the semester, the students are expected to: 1. Describe the fundamentals of the art and science of providing consulting services to organizations in the public and private sectors. 2. Discuss the basic concepts, principles, methods and tools used in management consulting. 3. Integrate and apply the knowledge previously gained in the other areas of business and management. 4. Demonstrate consulting skills in the application of management consulting tools and in the problemsolving and intervention formulation processes. Class Schedule: Venue: Instructor: Consultation Hours and Location:

Classroom Management 1. Attendance is a MUST. You may incur only seven (7) absences for MW or TTh schedules. Otherwise,
you will automatically be dropped from class and receive a grade of either NC (No Credit) or a failing grade of 5.0 whichever is applicable. 2. Students who incur three (3) absences will be asked by the instructor to see the Department Chair to secure permission to be re-admitted to class. A re-admission slip should be properly accomplished for this. 3. Tardiness is discouraged. Make sure that you come to class on time. It is a source of irritation and class disruption when students arrive late. Students who arrive 15 minutes after the time are considered tardy. Please note that three (3) tardiness is equivalent to one (1) absence. 4. A permanent seat plan will be made at the start of the semester. You are advised to keep to your assigned seating arrangement, otherwise you will be marked absent for the day. 5. Classes should always start and end with a short prayer. The instructor can opt to lead the prayer or assign students to do this alternately. 6. Students should assist in maintaining orderliness and cleanliness of the classrooms. Graffiti writing is strictly prohibited. Any student found violating this rule will be punished with the appropriate sanction. Before leaving the classroom, the instructor with the help of the students, should ensure that no litter/garbage is left behind and that chairs are in their proper order. Should the class be the last

schedule for the day, the instructor should arrange that the lights and air conditioning units are switched off. 7. Going out of the classroom at any time is strictly discouraged. Make it a habit to go to the restroom during your vacant period or before the start of your classes. If you must visit the restroom, permission should be sought from the instructor. 8. Use of mobile phones inside the classroom is strictly prohibited. Switch them off or place them under silent mode before entering your classes. The instructor has the right to confiscate mobile phones that ring and/or used during class hours. The confiscated unit can only be claimed from the Deans office at the end of the semester. 9. The teacher reserves the right to ask the student to leave the room if his behavior is disruptive in class. 10. It is your responsibility to properly schedule your classes so that meals and snacks will be taken at its proper time. 11. Students are encouraged to see the instructor during consultation hours for any concerns, questions and assistance with regards to the course. Instructors should ensure that they are available on these hours and at the agreed location (preferably at the Faculty Room). 12. Timely submission of assignments and written requirements will be strictly followed. 13. Maximize the use of the library resources. The library hours are: Monday to Saturday 7:30 a.m. to 8:00 p.m.

Suggested Learning Experiences a. b. c. d. e. f. g. h. Guided Lecture Feedback Lecture Group Dynamics Internet research Fieldwork/data gathering Class interaction Sharing of researched data Exposure to new knowledge areas

Course Requirements: 1. 2. 3. 4. 5. Regular attendance Active Class Participation Passing Grades Completion and submission of reaction papers and case studies Right attitude towards the course

Transmutation Table
95-100 94-93 92-91 90-89 88-87 86-85 84-83 1.0 1.1 1.2 1.3 1.4 1.5 1.6 82-81 80-79 78-77 76-75 74-73 72-71 70-69 1.7 1.8 1.9 2.0 2.1 2.2 2.3 68-67 66-65 64-62 61-59 58-56 55-53 52-50 49 & below 2.4 2.6 2.6 2.7 2.8 2.9 3.0 5.0

Evaluation and Grading System

Evaluation and Grading System Midterm Period Mid-Term Grade Equivalent Essay Examination Assignments/Mini-Case Strategic Planning Case Presentation Reaction Paper Class Recitation/Deliberations Post Midterm Performance (Finals Period) Post-Midterm Grade Equivalent (Finals Period) Essay Examination Strategic Planning Case (Written Output) Financial Feasibility Study Business Plan Reaction Paper Class Recitation/Deliberations Total (Post-Midterm Grade) FINAL GRADE 1/3 Midterm Grade + 2/3 Post Midterm Grade = FG 1/3 25% 15% 25% 15% 20% 2/3 10% 20% 20% 30% 10% 10% 100%

Specific Objectives Week 1: 3 hours Session #1: ORIENTATION & INTRODUCTION Class Orientation and Introduction At the end of the session, students should be able to: 1. Render queries and clarifications regarding their output/requirements, coverage and research resources. 2. Enumerate classroom policies in connection with department and university policies. 3. Explain expected output, course requirements and the grading system. 4. Explain the major components of the coverage consisting of foundation topics and interim or intervening topics. _________________________________ Session #2: ORIENTATION & INTRODUCTION At the end of the session, students should be able to: 1. 2. 3. 4. Justify in perspective, the AC 526 course from their previous accounting, audit, and managerial course already taken in the lower years. Ask specific books, journals, and references as regards the coverage of the course. Go over the listed references, related literature sources, journals and websites provided by the teacher in charge. Arrange themselves into specific groups. WEEK 1: 3 hours

Contents

Session #1: ORIENTATION & INTRODUCTION Class Orientation and Introduction 1. USC Vision-Mission Statement; University Thrusts 2. Classroom policies/department policies vis-a-vis school policies 3. Student output and grading system 4. Requirements and Expectations of the course 5. Coverage of the Course on Management Consultancy 6. Overview of the subject matter and its integrative aspects with previous courses 7. Statement of Objectives/Aims/Intended Learning Outcomes/Learning & Teaching Methods/Assessment/Indicative Key Learning Resources _________________________________ Session #2: ORIENTATION & INTRODUCTION 8. Presentation and Orientation of Specific Topics* 9. Rationalization of Topic Coverage in the Course 10. Presentation of references, related literature, journals and websites 11. Division of class into specific groups/Group dynamics

Week 2: Basic Considerations in Management Advisory Services (MAS); Areas of MAS Practice, Its Organization and Management Session #3: At the end of the session, students should be able to: 1. 2. 3. 4. 5. 6. Discuss the evolution, trends and prospects of management consulting services. Relate the consulting industry and career structure in consulting firms. Describe the nature of Management Advisory Services by independent accounting firms. Distinguish between consultations and engagements. Explain the rationale for using management consultants Discuss the CPAs role and objective in an MAS engagement.

Week 2: Basic Considerations in Management Advisory Services (MAS); Areas of MAS Practice, Its Organization and Management Session #3: 1. Management Consulting Services: Rationale 1. Nature of MAS by Independent Accounting Firms 2. Independent Accounting Firms Role in MAS 3. Objectives in Engaging in MAS 4. Traditional Services vs. Emerging Consulting Services 5. Classification of MAS and determining the scope of services

Session #4: Session #4: At the end of the session, students should be able to: 1. Discuss the guidelines in selecting the scope of services that a CPA may render to the clients. 2. Describe the types of clients served. 3. Explain how consulting adds value to the client. 1. 2. 3. 4. 5. 6. Types of Clients Served Sources of MAS Engagements Types of MAS Engagements: full-scope engagement vs. Special study engagements Phases of the Approach Used in MAS Engagements Stages in MAS Engagements Organization of MAS Division (e.g. staff pyramid, billing rate/fee arrangements; problem areas in rendering MAS; financial management of MAS Practice)

Week 3: Attributes and Technical Competencies Session #5: At the end of the session, students should be able to: 1. 2. 3. 4. Give and explain the professional attributes that a consultant must possess. Describe the technical, interpersonal and consulting process skills of a management consultant. Relate how the required skills may be acquired by a person aiming to be a management consultant. Explain the Ethical Standards in the conduct of consulting practice as provided for in the MAS Practice Standards and Code of Professional Ethics for Non-Assurance Services and the IMA Statement of Ethical Professional Practice.

Week 3: Attributes and Technical Competencies Session #5: 1. 2. Professional Attributes of Management Consultants (technical, interpersonal and consulting process skills Personal Characteristics of Successful Consultants Ethical Standards in the Conduct of Consulting Practice (MAS Practice Standards; Code of Professional Ethics for NonAssurance Services; IMA Statement of Ethical Professional Practice principles of honesty, fairness ,objectivity; competence, confidentiality, integrity and credibility; and, Resolution of Ethical Conflict or Steps in Resolving Ethical Dilemmas; Institute of Management Consultants of the Philippines or IMPHIL)

3.

Session #6: At the end of the session, students should be able to:

Session #6: 1. 2. 3. 4. 5. 6. Introduction to Strategic Planning Case Study Approach to Problem Situations Business Coaching Finding Your Consulting Niche; Developing Competencies Trends and Future Prospects of Management Consulting Services Perspectives of Corporate Governance vs. Strategic Planning

1. Develop an understanding of the elements of 2.

the strategic planning process, research and theories. Learn how to apply the strategic planning process to real life business cases, including current world/business news, and develop recommendations to help firms create and sustain competitive advantage. Develop an appreciation for the consultants cross-functional perspective of complex problems and the decision making process required to build strategy in organizations. Explore basic approaches in business coaching. Describe various consulting niches and competency areas. Describe future prospects of management consulting services. Connect the rudiments of corporate governance versus strategic planning.

3.

4. 5. 6. 7.

Week 4: The Strategic Planning Process Session #7: At the end of the session, students should be able to: 1. 2. Identify and describe the steps in strategic planning. Relate the benefits of strategic planning, products of strategic planning, and learning the keys to successful

Week 4: The Strategic Planning Process Session #7:

(note: assign short strategic cases to groups during the start of the topic for them to have enough time to analyze and be ready to present at the end of the topic) 1. Strategic Planning Process or Steps Involved in Strategic Planning (includes Role of the Planning

planning and implementation.

Consultant; Situation Analysis; Plan Development; Values Scan; Knowledge Analysis; VisioningMissioning; Business Modelling; Strategy Development/Formulation; Performance Audit; Line of Business Analysis; SWOT Analysis; Risk Assessment; Gap Analysis)
Session #8: 1. Vision-Mission Statements; Values Statement 2. Objective Setting 3. Situation Analysis Environmental scanning SWOT analysis Political, economic, social and technological (PEST) Analysis Porters Competitive Forces (Industry Analysis) Week 5: The Strategic Planning Process cont. Session #9: 1. a. Strategy Formulation Classification of Business Strategies: cost leadership, product differentiation, and focus b. Techniques used to reduce costs and time: process engineering/business process improvement; lean manufacturing; supply chain management; strategic alliances and online/Ecommerce; business process outsourcing (BPO) 2. Strategy Implementation

Session #8: At the end of the session, students should be able to: 1. 2. 3. 4. Discuss the essence of vision-mission statements and the values statement. Apply the mechanics in objective-setting. Identify critical elements in the conduct of situational analysis. Relate these critical elements into actual or real settings.

Week 5: The Strategic Planning Process cont. Session #9: At the end of the session, students should be able to: 1. 2. 3. Apply the mechanics in the formulation of business strategies and specific techniques in the carrying out of these strategies. Relate these formulation procedures and their identified niched functions into real situational settings. Identify and address common bottlenecks in the implementation of business strategies.

Session #10: Case Presentation At the end of the session, students should be able to: 1. 2. Concretize the different strategic components in the case being presented. Connect these strategic variables as a whole leading to the recommended resolutions of the case.

Session #10: Case Presentation

Week 6: The Strategic Planning Process Session #11: Case Presentation At the end of the session, students should be able to: Assign evaluation and control points in a specific case. Analyze these evaluation and control points that have bearing in the implementation of the recommendations of the case. Week 7: The Strategic Planning Process Session #13: Case Presentation - Strategic Case Problem presentation (group output) At the end of the session, students should be able to: Concretize the different strategic components in the case being presented. 2. Connect these strategic variables as a whole leading to the recommended resolutions of the case. Session #14: Case Presentation - Strategic Case Problem presentation (group output) At the end of the session, students should be able to: 1. 2. Concretize the different strategic components in the case being presented. Connect these strategic variables as a whole leading to the recommended resolutions of the case. 1. 1. 2.

Week 6: The Strategic Planning Process Session #11: Case Presentation 3. Evaluation and Control Session #12: Case Presentation - Strategic Case Problem presentation (group output) Week 7: The Strategic Planning Process Session #13: Case Presentation - Strategic Case Problem presentation (group output)

Session #14: Case Presentation - Strategic Case Problem presentation (group output)

Week 8: The Strategic Planning Process Session #15: Case Presentation - Strategic Case Problem presentation (group output)

Week 8: The Strategic Planning Process Session #15: Case Presentation - Strategic Case Problem presentation (group output)

At the end of the session, students should be able to: 1. 2. Concretize the different strategic components in the case being presented. Connect these strategic variables as a whole leading to the recommended resolutions of the case.

Session #16: Case Presentation - Strategic Case Problem presentation (group output) At the end of the session, students should be able to: 1. 2. Concretize the different strategic components in the case being presented. Connect these strategic variables as a whole leading to the recommended resolutions of the case.

Session #16: Case Presentation - Strategic Case Problem presentation (group output)

Week 8: MIDTERM EXAMINATION

Week 9: MIDTERM EXAMINATION Session #17 Session #18 Week 10: Financial Feasibility Session #19

Week 10: Financial Feasibility Study Session #19 At the end of the session, students should be able to: 1. 2. 3. 4. 5. 6. Discuss the nature of a project feasibility study. Relate the benefits that may be derived from the preparation of a project feasibility. Identify the sources of data for a feasibility study. Identify the composition of a project team who will conduct the feasibility study. Enumerate and explain briefly the different areas covered by the study. Enumerate the steps involved in preparation of a project study.

(note: assign in advance a feasibility case or past feasibility study as case study for the students to develop or revise the financing and financial structure appropriate in a project feasibility study, after which, a financial planning is prepared for implementation testing of the financing/financial content of the PFS)
1. Project Feasibility Study (PFS): Basic Concepts; 2. Significance; Objectives; Components) a. Steps in Conducting the PFS b. Project Background, Marketing, Economic, and Technical Aspects

Session #20 At the end of the session, students should be able to: 1. 2. a. b. c. 3. 4. Identify the projected financial statements prepared in a project feasibility study. Apply the procedures in preparing: Projected Income Statement Projected Balance Sheet Statement Projected Cash Flow Statement Determine the financing required and their sources Apply the various commercial profitability criteria in evaluating proposed business ventures such as: net present value; internal rate of return, break-even time or discounted payback period; simple rate of return; break-even analysis, financial analysis, and sensitivity analysis.

Session #20 1. Statement of Assumptions, Financing and Financial Aspects 2. Project Feasibility Evaluation

Week 11: Financial Feasibility Study cont. Session #21: At the end of the session, students should be able to: 1. 2. 3. Identify the procedures and techniques in developing the financing and financial components of a feasibility study. Simulate these procedures and techniques into specific concerns as manufacturing, multi-product retailing, and service-oriented entity. To refine and/or improve the financial components of an existing feasibility study previously prepared.

Week 11: Financial Feasibility Study cont. Session #21:

1.

Developing the Financing and Financial Structure of a Feasibility Study (Case Study) a. Manufacturing Concern b. Multi-Product Merchandising c. Service-Oriented Entity

Session #22: At the end of the session, students should be able to:

Session #22: Draft submission of the Financial Plan

1. Point the possible revisions and improvements of the

submitted drafts.

Week 12: Financial Feasibility Study Session #23: At the end of the session, students should be able to: 1. 2. Highlight the sensitive significance and functional value of the financing and forecast financial statements of a feasibility study. Apply the theoretical aspects in financing and financial study into actual case settings.

Week 12: Financial Feasibility Study Session #23: Presentation of Financing & Financial Study

Session #24: At the end of the session, students should be able to: 1. 2. Highlight the sensitive significance and functional value of the financing and forecast financial statements of a feasibility study. Apply the theoretical aspects in financing and financial study into actual case settings.

Session #24: Presentation of Financing & Financial Study

Week 13: Financial Feasibility Study Session #25: At the end of the session, students should be able to: 1. 2. Highlight the sensitive significance and functional value of the financing and forecast financial statements of a feasibility study. Apply the theoretical aspects in financing and financial study into actual case settings.

Week 13: Financial Feasibility Study Session #25: Presentation of Financing & Financial Feasibility Study

Session #26: At the end of the session, students should be able to: 1. 2. Highlight the sensitive significance and functional value of the financing and forecast financial statements of a feasibility study. Apply the theoretical aspects in financing and financial study into actual case settings.

Session #26: Presentation of Financing & Financial Feasibility Study

Week 14: Financial Feasibility Study Session #27: At the end of the session, students should be able to: 1. 2. Highlight the sensitive significance and functional value of the financing and forecast financial statements of a feasibility study. Apply the theoretical aspects in financing and financial study into actual case settings.

Week 14: Financial Feasibility Study Session #27: Presentation of Financing & Financial Feasibility Study

Session #28: At the end of the session, students should be able to: 1. 2. Highlight the sensitive significance and functional value of the financing and forecast financial statements of a feasibility study. Apply the theoretical aspects in financing and financial study into actual case settings.

Session #28: Presentation of Financing & Financial Feasibility Study

Week 15: Business Planning & Business Plan Session #29: At the end of the session, students should be able to: 1. 2. 3. 4. Recall the salient features of a business plan. Differentiate a business plan from a feasibility study Recognize the basic procedures in business planning. Emphasize the benefits and uses of a business plan.

Week 15: Business Planning & Business Plan Session #29: Define Business Planning What is a Business Plan Generic Attributes of a Business Plan Benefits and Uses of a Business Plan 5. Basic Segments and Contents of a Business Plan Session #30: 1. a. b. c. 2. Distinctions between: A Business Plan and Tactical Plan Short-range plan and long-range plan A business plan and marketing plan How To Develop a Financial Plan 1. 2. 3. 4.

Session #30: At the end of the session, students should be able to: 1. 2. Distinguish a business plan and a tactical plan; shortrange plan and long-range plan; and, a business plan and marketing plan. Identify the components of a Financial Plan.

Week 16: Business Planning & Business Plan Session #31: At the end of the session, students should be able to:

Week 16: Business Planning & Business Plan Session #31: Presentation of BP Case

1. 2.

Highlight the sensitive significance and functional impact of a Business Plan document. Apply the theoretical aspects in Business Plan into actual case settings.

Session #32: At the end of the session, students should be able to: 1. 2. Highlight the sensitive significance and functional impact of a Business Plan document. Apply the theoretical aspects in Business Planning into actual case settings.

Session #32: Presentation of BP Case

Week 17: Business Planning & Business Plan Session #33: At the end of the session, students should be able to: 1. 2. Highlight the sensitive significance and functional impact of a Business Plan document. Apply the theoretical aspects in Business Planning into actual case settings.

Week 17: Business Planning & Business Plan Session #33: Presentation of BP Case

Session #34: At the end of the session, students should be able to: 1. 2. Highlight the sensitive significance and functional impact of a Business Plan document. Apply the theoretical aspects in Business Planning into actual case settings.

Session #34: Presentation of BP Case

Week 18: Recap/Review of Management Consultancy, Business Planning Fundamentals, Business Plans and Financial Plans (Deliberation of Issues) Session #35: At the end of the session, students should be able to: 1. Recall the fundamental features of business planning fundamentals, preparing business plans and developing financial plans and their applications in actual consulting practice. Connect concepts in business planning with industry practices.

Week 18: Recap/Review of Management Consultancy, Business Planning Fundamentals, Business Plans and Financial Plans (Deliberation of Issues) Session #35: 1. 2. 3. 4. Management consulting as a professional practice. Basic features and technical procedures in business planning. Salient features of business plans. Impact of Financial Plans

2.

Session #36:

Session #36: FINAL EXAMINATION

1.

Conclusion

REFERENCES A. BOOKS A. Textbook:

658.1511 G19 B.

Garrison, Ray H. Managerial Accounting, 12th ed., Mc-Graw Hill Co. Inc., C2010 Schneider & Sollenberger . Managerial Accounting: Manufacturing and Service Applications, 4th ed., Cengage Asia Pte Ltd, c 2009

Reference books:

657.4076
R68 657.4.1 M43

Roque, Rodelio S. Reviewer in Management Advisory Services. C 2011.

Matz & Usry. Cost Accounting, Planning & Control, 14th ed., Custom Publishing, c 2008 Horngren, Charles T., et al. Cost Accounting: A Managerial Emphasis, (latest edition), Pearson Education Asia Pte Ltd. Cabrera, Ma. Elenita Balatbat. Management Accounting Vol. I, 2010 ed., GIC Enterprises & Co., Inc., C2010. Weygandt, Jerry J., Kieso Donald E. & Kimmel, Paul D. Managerial Accounting Tools for Business Decision Making. 3rd ed., John Wiley & Sons, Inc., C2008 Barfield, Raiborn & Kinney. Cost Accounting Traditions & Innovations, 5th ed., Southwestern Thomson Learning. C 2008.

657.4076.1 Mejorada, Nenita. Management Services Part I, 3rd ed.. M47 Goodwill Trading, Co., Inc., C 2008. 658.1511.1 Moore, Carl T,. Anderson, H. K., Jaedicke, R. K. Managerial M78 Accounting. Southwestern Publishing Co., 7th ed. Jiambalvo, James. Managerial Accounting. John Wiley & Sons, Inc. C2001.

658.1511
ed, C 1997. 657.4076 H22 657.44 SK58

Atkinson, Anthony, et. al. Management Accounting. Prentice- M31

Hall International, Inc. 2nd

Harina, Ricardo M. Management Advisory Services, 2nd ed., C(1991) 2003.

Skousen, Stice & Stice. Intermediate Accounting. 14th ed. Larson and William. Financial and Management

657 W25 657 W54

Warren Carl, Reeve James, Fess, Accounting. edition,C2005 Weygant, Jerry J., Kieso, Donald G: Accounting Principles, 5th Edition, C 1998 E., Kell,

21 st Walter Philippine and Fess, E., Management Accounting. Kell, Walter

Accounting Standards Council, PICPA: Financial Reporting Standards, Vol. 1, 2005 ed. Larson and Accounting. 657 W25 657 W54 657.95 B21 Warren Carl, 21st edition, C2005. William. Reeve Financial James, Donald

Weygant, Jerry J., Kieso, G: Accounting Principles, 5th Edition.

Lopez, Rafael Jr., M., Fundamentals of Accounting Pefianco, E.,Mercado, Principles and Problems. 3rd Edition. R. Accounting Process:

Gelinas Jr. U. J., Sutton, S. G., and Hunton, J., Accounting Information Systems, 6th ed., Thomson South-Western., C2005 657.02854 B63 658.4038 O6G 658.0558 H14 657.285 W54 Bodnar, G.H. and Hopwood, W. S., Accounting Information Systems, 9th ed., Pearson Prentice Hall, C2005 OBrien, J. A., Introduction to Information Systems Essentials for the eBusiness Enterprise, 11th ed., McGraw-Hill Irwin, C2003 Hall, J.A., Accounting Southwestern., C200 Information Systems, 4th ed., Thomson

Wilkinson J. W. and Cerullo, M. J. Accounting Information System: Essential Concepts and Applications, 3rd ed, John Wiley & Sons, Inc., C1997

Skousen, K. F., Stice E. K. Stice, J. D., Intermediate Accounting. 15th edition, South-Western College Publishing, C2004. Statement of Financial Accounting Standard. Compiled by the Accounting Standards Council, PICPA. Kinnel, Kieso & Weygandt, Financial Accounting. 11TH edition, John Wiley and Sons, Inc., C2004. Valix & Peralta, Financial Accounting. 2005 edition. Epstein B. J., Mirza., International Accounting Standards. C2001. Statement of Financial Accounting Standard. Compiled by the Accounting Standards Council, PICPA. Kinnel, Kieso & Weygandt, Financial Accounting. 3rd edition, John Wiley and Sons, Inc., C2004. Valix & Peralta, Financial Accounting. 2005 edition. Epstein B. J., Mirza., International Accounting Standards. C2001.

C. Internet Sources

http://en.wikipedia.org/wiki/Management_consulting http://en.wikipedia.org/wiki/Management_consulting http://management.corporatemanagementsolution.com www.accenture.com /us-en/consulting www.bls.gov /ooh/Business-and-Financial/Management ...

D.

Relevant Journals and Published Research Works

Appendix A Performance Assessment Essay Examination and Assignment Research Papers

AC 526 MANAGEMENT CONSULTANCY Expanded Syllabus Grace Socorro Larcena-Yomo

CRITERIA (ESSAY EXAMINATION & ASSIGNMENTS)

ESSAY TYPE OF EXAMINATION Content & Development 25 pts Poor 10 pts Does not meet assignment objectives Poor - Content is incomplete. - Major points are not clear and /or persuasive. Questions were not adequately answered. Fair 20 pts Assignment objectives minimally met Fair Good 30 pts Meets assignment ojbectives Good Excellent 40 pts Exceeds assignment objectives Excellent

- Content is not - Content is accurate and - Content is comprehensive, comprehensive and /or persuasive. accurate, and persuasive. persuasive. - Major points are stated. - Major points are stated - Major points are addressed, - Responses are adequate and clearly and are well but not well supported. address assignment. supported. - Responses are inadequate - Content and purpose of the - Responses are excellent,

or do not address assignment. writing are clear. - Content is inconsistent with regard to purpose and clarity of thought. Organization & Structure 5 pts Poor - Organization and structure detract from the message of the writer. - Paragraphs are disjointed and lack transition of thoughts. Fair Good

timely and address assignment including course concepts. - Content and purpose of the writing are clear. Excellent -Structure of the paper is clear and easy to follow. - Paragraph transitions are logical and maintain the flow of thought throughout the paper. - Conclusion is logical and flows from the body of the paper. Excellent - Paper follows all designated guidelines. - Paper is the appropriate length as described for the assignment. -Format enhances readability of paper. Excellent

- Structure of the paper is not - Structure is mostly clear easy to follow. and easy to follow. - Paragraph transitions need - Paragraph transitions are improvement. present. - Conclusion is missing, or if - Conclusion is logical. provided, does not flow from the body of the paper. Fair - Paper follows most guidelines. - Paper is over/ under word length. Good - Paper follows designated guidelines. - Paper is the appropriate length as described for the assignment. -Format is good. Good

Format 5 pts

Poor - Paper lacks many elements of correct formatting. - Paper is inadequate/excessive in length. -Paper is not double spaced

Grammar, Punctuation & Poor Spelling 5 pts - Paper contains numerous grammatical, punctuation, and spelling errors. - Language uses jargon or conversational tone.

Fair - Paper contains few grammatical, punctuation and spelling errors. - Language lacks clarity or includes the use of some jargon or conversational tone.

- Rules of grammar, usage, - Rules of grammar, usage, and punctuation are followed and punctuation are with minor errors. followed; spelling is correct. Spelling is correct. - Language is clear and precise; sentences display consistently strong, varied structure.

Additional Notes: To guide the teacher handling the Management Consultancy course, the essay type of examination (which is less rigid than the Reaction Paper required in some assessment schemes of the course), the following guidelines will also simplify the evaluation of an essay examination: Require students to provide memorized facts in a context that shows broader understanding; be well worded to avoid the potential for misinterpretation; reflect major ideas that have been adequately covered in class lectures, reading, written assignments, discussions and group seminars; be scored primarily on correctness, organization, logic and thoroughness; and printed output and grammar are secondary unless they inhibit communication.

Appendix B.1 Evaluation Rubric Guide for Students Reaction Paper To The Strategic Planning Case Analysis and Presentation
AC 526 MANAGEMENT CONSULTANCY Expanded Syllabus Grace Socorro Larcena-Yomo
The following rubric will be used for the evaluation of team presentations of strategic management cases. Note that the component areas of a thorough case presentation are listed on the left column, and levels of performance are listed across. This listing can help the faculty and mentor better assess the students case analysis and presentation through a Reaction Paper. Evaluation criteria are listed for both the content presentation and the process aspects (e.g., teamwork, presentation style)

Component Case Analysis

Acceptable (B- to B) Good (B+) 2 points 3 points vague mission Mission Statement statement, does not clear & distinctive no mission (concise statement of what distinguish mission statement with business you are and are not in, statement organization, no clear 1-3 components key components of mission) components 5-6 factors, External analysis limited discussion (description of external change of external factors (1-2, 3-4 external factors described with identified and described examples, related to drivers: political, economic, poorly described, no with examples organizational events demographic, technological, examples) and performance social, legal, etc.)

Unacceptable (C) 1 point

Excellent (A- to A) 4 points mission clearly tied to key strategic factors, 4+ components 7-10 factors, described with related examples, prioritized relevant to the firm

Internal analysis (description of functional departments & relationships: finance, marketing, R&D, manufacturing, HR, etc.)
SWOT, integration of information (Internal Strengths & Weaknesses, external Opportunities & Threats)

limited discussion 2-3 factors of internal factors (1 described, with described, no examples examples) adequate but no comparison or separate listing of integration of internal internal and external and external factors factors

4-5 described, with 6+ described, prioritized, examples reflecting key show systemic connections processes cross tabulation or other integrated presentation of I/E factors

Integrated presentation of factors with clear implications for strategy more than one scenario considered, one well described, clearly related to organization, clear outgrowth of SWOT, key factors clear, well defined,

Strategic alternatives or scenarios no alternatives (possible future scenarios and/or provided alternative recommendations for responding to strategic needs)

single alternative, vaguely described

single alternatives, well described, clearly related to organization

Decision criteria

no criteria

at least one, poorly at least two, well

(bases for deciding on strategic identified alternatives) Evaluation & measurement no performance (identification & measurement evaluation criteria of key indicators of performance and change) Implementation & transition management no consideration of (strategy for reducing resistance implementation to change & facilitating transition for various stakeholders) Presentation unclear roles, poor Teamwork transitions, team (demonstrated ability to work tension or conflict together effectively, cuing, transitions, shared discussion) apparent, excuses

defined criteria poorly measurable criteria (e.g., specific, behavioral, objective, measurable)

defined criteria

multiple criteria, key factors key areas, clearly measurable, IT linkages, key personnel

clearly measurable criteria

analysis of stakeholders, listed suggestions listed suggestions culture, and stages of and explained rationale for implementation and transition with for impementation and transition corresponding transition recommendations

team members have sequence of well coordinated and equivalent roles, smooth individual presentations prepared presentation transitions, cross references to each other's parts,

Appendix B.2 Teachers Evaluation Rubric Guide On Strategy Case Analysis Presented by the Reporting Group
AC 526 MANAGEMENT CONSULTANCY Expanded Syllabus Grace Socorro Larcena-Yomo

Evaluative Criteria

Factual Knowledge

Does Not Meet Expectations (1) Shows little knowledge of case facts, makes factual mistakes Misuses industry analysis models or misconstrues SWOT elements Fails to incorporate financials into case analysis or shows only limited attempt to understand financials Neglects to identify case issues; recounts facts of case with little analysis

Application of Strategic Analytical Tools

Application of Financial Analysis

Identification of Case Problems/Issues

Generation of Alternatives

Identifies weak or infeasible alternatives with little attention to case issues Offers weak recommendations or pays little attention to addressing case issues

Recommendations

Business Judgment

Shows little attention to presenting sound arguments or backing up ideas with analysis; offers I think statements

Comments:

Meets Expectations (2) Shows solid understanding of case facts Appropriately applies competitive forces, driving forces, and SWOT analyses Shows knowledge of ratios and trend analysis; demonstrates understanding of firms financial standing Clearly identifies the key issues in the case and demonstrates understanding of companys decision situation Generates 2-3 feasible alternatives for resolving the key issues of the case Provides well-reasoned recommendations that follow from the preceding analyses and clearly address case issues; no surprises Provides good arguments backed up with factual knowledge, analysis, and persuasive rationale Total

Exceeds Expectatio (3) Shows thorough grasp of case facts and o kn co Shows strong understanding and applicati tools, concepts, and techniques

Applies ratios and trend analysis to develo about company situation and prospects; p analysis professionally

Develops a well-integrated statement of th the case and demonstrates understanding

Develops 2-3 insightful alternatives for re offers specificity and originality

Integrates alternatives into a well-develop specificity, priorities, and sequencing of a

Provides strong rationale and convincing demonstrates sound business judgment

Appendix B.3 Teachers Evaluation Rubric Guide On Students Reaction Paper On Case Analysis Presented by the Assigned Group
AC 526 MANAGEMENT CONSULTANCY Expanded Syllabus Grace Socorro Larcena-Yomo

CONTENT Analysis (50 points)

Above Average Average Below Average

Offers own analysis mostly Some analysis but relies on study Little to no analysis; relies rather than relying on study questions mostly solely on repeating case questions material ORGANIZATION - Effective, Persuasive (20 points)
Above Average Average Below Average

Connects sentences and paragraphs logically to convey ideas clearly and strongly

Connects sentences and Does not connect sentences or paragraphs logically on an paragraphs logically -ideas inconsistent basis but main ideas unclear. are discernible. WRITING - Effective Style (10 points)
Average Below Average

Above Average

Avoids wordiness, jargon, clichs, vague language, and redundancies

Uses wordy, vague, and redundant language (including overuse of personal pronouns); uses jargon and clichs

Uses extensive wordy, redundant, and vague language (including overuse of personal pronouns); overuses jargon and clichs.

Maintains professional tone Needs to use more professional Does not convey professional and avoids passive voice tone and limit passive voice tone; uses passive voice construction. construction. extensively. WRITING - Grammar and Mechanics (20 points)
Above Average Average Below Average

Uses correct grammar (noun-pronoun agreement, parallel structure, etc.) Uses correct spelling and punctuation

Has several grammar errors

Makes numerous grammatical errors

Has several spelling and punctuation errors

Makes numerous spelling and punctuation errors

Appendix D Evaluation Rubric for Financial Feasibility

AC 526 MANAGEMENT CONSULTANCY Expanded Syllabus Grace Socorro Larcena-Yomo

Financial Components 1. Balance Sheet Analysis

Fails to Meet Expectations (1) Incorrect or inappropriate data used Incorrect or inappropriate data used Incorrect or inappropriate data used Unable to identify information and issues needed Incorrect or inappropriate data used for ratio calculation; vague and minimal knowledge of financial ratios Inappropriate competitor identified; incorrect comparison and conclusion drawn

Meets Expectations (2) Correct data used with minimal errors Correct data used with minimal errors Correct data used with minimal errors Mostly able to identify information and issues needed Correct data used with minimal errors; mostly accurate interpretation of financial ratios Correct competitor identified; generally correct comparison and conclusion drawn

Exceed Correct data used w

2. Income Statement Analysis

Correct data used w

3. Statement of Cash Flows Analysis 4. Notes/ Supporting Schedules Analysis 5. Ratio Analysis

Correct data used w

Able to identify in

Correct data used w assumption(s) mad accurate interpreta

6. Industry Comparison

Correct competitor comparison and co

Appendix E Evaluation Rubric for Business Plan (Group Output)

AC 526 MANAGEMENT CONSULTANCY Expanded Syllabus Grace Socorro Larcena-Yomo

Criterion
Overview / Summary Description

4 A-level qualities (90100)

3 B-level qualities (8089)

2 C-level qualities (7079)

Describes and analyzes market and states objectives and mission statement in an adequate manner

Describes and analyzes market very clearly Describes and analyzes market well; and thoroughly; chooses objectives that are objectives and mission statement are most relevant and states them clearly; well stated mission statement is very well stated and complete Strategic plan is complete and clearly stated, including all of the following: value chain, targeted segment(s), target market, design offer, distribution plan, and communication plan Describes marketing mix fully and well, including specifics of product/service, pricing, distribution tiers, media, Customer Relationship Management plan, and Management Information System plan Strategic plan is almost complete, including most of the following: value chain, targeted segment(s), target market, design offer, distribution plan, and communication plan Describes marketing mix, including most of the specifics of product/service, pricing, distribution tiers, media, Customer Relationship Management plan, and Management Information System plan

Strategic Plan

Strategic plan is somewhat complete, including some or many of the following: value chain, targeted segment(s), target market, design offer, distribution plan, and communication plan Describes marketing mix with some omissions of specifics of product/service, pricing, distribution tiers, media, Customer Relationship Management plan, and Management Information System plan Presents financial information that in some ways is not specific, realistic, and/or appropriate; the budget and/or five-year forecasts of costs and revenues are not complete Identifies key performance metrics of the business plan in an adequate manner

Implementation: Description of Marketing Mix

Financial Information

Presents detailed, realistic, and appropriate Presents specific, realistic, and financial information including a budget and appropriate financial information five-year forecasts of costs and revenues including a budget and five-year forecasts of costs and revenues Identifies key performance metrics of the business plan in a complete and clear manner Resources used to prepare plan are effectively used and are clearly attributed Identifies key performance metrics of the business plan in an above-average manner

Plan Evaluation

Documentation and support

Plan is generally supported; attribution is Although attribution is present, some mainly clear statements are unsubstantiated and the source of some ideas is unclear Writing lacks some clarity or conciseness and contains some errors

Writing demonstrates a sophisticated clarity, Writing is accomplished in terms of Writing mechanics conciseness, and correctness clarity and conciseness and contains only a few errors

Note: Criteria are evaluated on a 4-3-2-1 basis. Total rubric points are converted first to a letter grade and then to a numerical equivalent based on a 0100 scale:2428 = A (93100); 2223 = A (9092); 21 = B+ (8889); 1620 = B (8387); 15 = B (8082); 14 = C+ (7879); 913 = C (7377); 8 = C (7072); 4 7 = D (6069); 03 = F (below 60).