PROFESSIONAL ATTRIBUTES OF

MANAGEMENT CONSULTANT
MANAGEMENT CONSULTANT

Refers to a person who is qualified by education, experience,

technical expertise to advise and assist businessmen on a
professional basis in identifying and solving specific management
problems regarding business operation.
MANAGEMENT CONSULTANT

Reasons for hiring Management Consultant:

A consultant is considered independent, objective and detached
to the problems of the organization.
A consultant possesses special knowledge and skills that are not
normally available from company personnel
A consultant serves as a catalyst for much needed changes that
are not normally perceived by company personnel
In certain business situations, hiring consultants are less
expensive than hiring full-time managers.
MANAGEMENT CONSULTANT

According to Professor J. Owen Cherrington of Brigham

Young University a management consultant must possess the
following broad areas of skills:

• Technical Skills
• Interpersonal Skills
• Consulting Process Skills
I. TECHNICAL SKILLS

Understanding and experience in a technical

discipline such as information technology,
marketing, engineering and organizational behavior
I. TECHNICAL SKILLS

EDUCATIONAL REQUIREMENT:
A. Technical Training
a) Length of Education
b) Type of Education
B. Common Core Requirement
a) Communications
b) Mathematics and statistics
c) Computer data processing
II. INTERPERSONAL SKILLS OR
DEVELOPED ATTRIBUTES

Personal attributes that make an individual

amiable among people and effective in
accomplishing desirable objective through people.
INTERPERSONAL SKILLS OR DEVELOPED
ATTRIBUTES

• Intelligence or capacity for logical thinking and reasoning

• Integrity
• Objectivity
• Understanding of people
INTERPERSONAL SKILLS OR DEVELOPED
ATTRIBUTES

• Judgement
• Courage
• Ambition
• Psychological maturity
• Psychological equilibrium
INTERPERSONAL SKILLS OR DEVELOPED
ATTRIBUTES

• Relationship-building skills
• An ability to build rapport and trust with the client
• An ability to question effectively
• An ability to communicate ideas succinctly and
precisely
• An ability to negotiate objectives and outcomes
RELATIONSHIP-BUILDING SKILLS

• An ability to convince through verbal, written and visual

mediums
• An ability to use information to make a case for a
particular course of action
• An ability to develop selling strategies
• An ability to work effectively as a member of a team
RELATIONSHIP-BUILDING SKILLS

• An ability to listen as a member of a team

• Actively concentrate
• Mentally summarize the key themes
• Keep an ear out for particularly relevant ideas or facts
• Identify and mentally record key phrases
• Note the speakers use of metaphor and imagery
• Use your own paralanguage and body language to encourage the speaker
• Ask questions to explore key points
• Summarize the speakers points and ask to confirm your understanding
• Note taking
• Avoid concentrating on preparing your own response while the other person is
speaking
RELATIONSHIP-BUILDING SKILLS

• An ability to demonstrate leadership

• Focus
• Direct the individual
• Not an inherent and fixed property
• It is situational
COMMON BARRIERS TO EFFECTIVE
COMMUNICATION BETWEEN THE CLIENT AND
THE CONSULTANT

• Know-it-all-attitude and/or prejudice of some

personnel of the client
• Inability to understand technical language
• Inadequate background or knowledge
• Resistance to change
• Information overload
INTERPERSONAL SKILLS OR DEVELOPED
ATTRIBUTES

• Project Management skills

• An ability to define objectives and outcomes
• An ability to develop formal plans
• An ability to sequence and prioritize tasks
• An ability to manage the financial resources that are to be
invested in the consulting project
• An ability to recognize the human expertise necessary to
deliver the project
• An ability to manage personal time
INTERPERSONAL SKILLS OR DEVELOPED
ATTRIBUTES

• Analysis Skills
• An ability to identify what information is available in a particular
situation
• An ability to identify what information is needed in a particular
situation
• An ability to process that information to identify the important
relationships within it
• An ability to draw meaning from that information and use it to
support decision-making
• An ability to recognize the business’s profile of strengths and
weaknesses and capabilities
ANALYSIS SKILLS

• An ability to recognize the opportunities and challenges

the environment offers the business
• An ability to assess the business’s financial situation
• An ability to evaluate the business’s markets and how
they are developing
• An ability to assess the business’s internal conditions
• An ability to analyze the way in which decision-making
occurs within the business
III. CONSULTING PROCESS SKILLS

These involves the ability to understand and

use the following approach in solving the business
problems:
1. problem definition phase
2. identification of alternative solution
3. selection of the most desirable alternative
4. presentation
5. implementation phase
MAS PRACTICE STANDARD AND
ETHICAL CONSIDERATIONS
MAS PRACTICE STANDARDS

1. Personal Characteristics
In performing MAS, a practitioner must act
with integrity and objectivity and be independent in
mental attitude.
MAS PRACTICE STANDARDS

2. Competence
Engagement are to be performed by a
practitioner should have competence in the
analytical approach and process, and in the
technical subject matter under consideration.
MAS PRACTICE STANDARDS

3. Due Care
Due professional care must be exercised in the
performance of a MAS engagement.
MAS PRACTICE STANDARDS

4. Client Benefit
Before accepting an engagement, a practitioner
is to notify the client of any reservation he has
regarding anticipated benefits.
MAS PRACTICE STANDARDS

5. Understanding with Client

Before undertaking an engagement, a
practitioner is to inform his client of all significant
matters related to the engagement.
MAS PRACTICE STANDARDS

6. Planning, Supervision and Control

Engagements are to be adequately planned,
supervised and controlled.
MAS PRACTICE STANDARDS

7. Sufficient Relevant Data

Sufficient relevant data is to be obtained,
documented and evaluated in developing
conclusions and recommendations.
MAS PRACTICE STANDARDS

8. Communication of Results
All significant matters relating to the result of
the engagement are to be communicated to the
client.
ETHICAL CONSIDERATIONS

Professional accountants as defined in the

Code of Ethics are those persons who hold valid
certificate issued by the Board of Accountancy,
whether they be in public practice, industry,
commerce, the public sector or education.
ETHICAL CONSIDERATIONS

Section 100.4 describes the Fundamental

Principles that every professional accountant, whether
he1she be in public practice, private industry, academe
or government services must observe:
1. Integrity
2. Objectivity
3. Professional Competence and Due Care
4. Confidentiality
5. Professional Behavior
CODE OF ETHICS FOR
MANAGEMENT CONSULTANT
CODE OF ETHICS FOR MANAGEMENT
CONSULTANT

1. Competence
2. Confidentiality
3. Integrity
4. Credibility
1. COMPETENCE

Maintain an appropriate level of professional

competence by ongoing development of their knowledge
and skills
Perform their professional duties in accordance with
relevant laws, regulations, and technical standards.
Prepare complete and clear reports and
recommendations after appropriate analysis of relevant
and reliable information
2. CONFIDENTIALITY

Refrain from disclosing confidential information

acquired in the course of their work, except when
authorized, and legally obligated to do so.
Inform all relevant parties regarding appropriate use of
confidential information. Monitor subordinates' activities
to ensure compliance.\
Refrain from using confidential information for
unethical or illegal advantage.
3. INTEGRITY

Avoid actual or apparent conflict of interests and advice all

appropriate parties of any potential conflict.
Refrain from engaging in any activity that would prejudice
their ability to carry out their duties ethically.
Refuse any gift, favor or hospitality that would influence or
would appear to influence their actions.
Abstain from engaging in or supporting any activity that
might discredit the profession.
Communicate unfavorable as well as favorable information
and professional judgement or opinion.
4. CREDIBILITY

Communicate information fairly and objectively.

Disclose all relevant information that could reasonably
be expected to influence an intended user's
understanding of the reports, analyses, or
recommendations.
RESOLUTION OF ETHICAL
CONFLICT
RESOLUTION OF ETHICAL CONFLICT

• Discuss the issue with your immediate supervisor except

when it appears that the supervisor is involved. In that
case, present the issue to the next level.
RESOLUTION OF ETHICAL CONFLICT

• If you cannot achieve a satisfactory resolution, submit the issue to

the next management level. If your immediate superior is the chief
executive officer or equivalent, the acceptable reviewing authority
may be a group such as the audit committee, executive committee,
board of directors, board of trustees, or owners. Contact with
levels above the immediate superior should be initiated only with
your superior's knowledge, assuming he or she is not involved.
Communication of such problems to authorities or individuals not
employed or engaged by the organization is not considered
appropriate, unless you believe there is a clear violation of the law.
RESOLUTION OF ETHICAL CONFLICT

• Clarify relevant ethical issues by initiating a confidential

discussion with an IMA Ethics Counselor or other
impartial advisor to obtain a better understanding of
possible courses of action.
RESOLUTION OF ETHICAL CONFLICT

• Consult your own attorney as to legal obligations and

rights concerning the ethical conflict.
RESOLUTION OF ETHICAL CONFLICT

• If the ethical conflict still exists after exhausting all levels

of internal review, there may be no other recourse on
significant matters than to resign from the organization
and to submit an informative memorandum to an
appropriate representative of the organization. After
resignation, depending on the nature of the ethical
conflict, it may also be appropriate to notify other parties.
THE END