Examining The Role Of Management Consultants Health care Organisations


Management consultancy is a management activity where a business or company offers expert or professional advice in a particular field. Consultant can be explained as a specialist who provides expert advice in modern business issues (Wickham & Wickham, 2008). Design of assignment is based on consultant role as facilitator and advisory in solving the creation capacity related issues at the element of Medicare private limited. Medicare is a small and medium enterprise (SME) running a business of pharmaceutical processing and marketing. Insufficient qualified staff and size of SME's owners are progressively more forced to avail the services of exterior consultants (Cheok 1991).

The essay clarifies that what specialist is and role of talking to and management in company. Further in article problems with the company are identified, explanation of the connections between expert and customer, key skills and responsibility of specialist and what decision making methodology is implemented by specialist is discussed. Each one of these aspects are covered with reference to issues identified at Medicare private limited.

Who is Consultant?

Consultants are experts acquiring program and sell specific knowledge applied or acted on by their clients. However they have specific clients to whom explicit private information is furnished and usually bound by a arrangement that requirements confidentiality (Wickham & Wickham, 2008)

A consultant is an expert at recognizing problems and shaping answers to those problems. The need for problem solvers among large and smaller businesses worldwide hasn't been greater. The ever-changing moods of the customer plus the myriad of crisis situations that people face almost daily have created a "seller's market" for the alert advisor. (Victor Pryles)

The pursuing is a short and formal explanation of expert and consultants

An expert has understanding and understanding of business environment. He's a professional middleman between knowledge suppliers and its users.

A consultant can be an expert who posses, formulate and sells specific and private knowledge and charge fee because of their advice.

Identification of Issues:

Theories of Consulting and Management roles

According to Henry Fayol, a management master, consultant functions can be detailed in to following basic functions.

Organising: In proper conditions organising means making certain the organisation composition is appropriate because of its strategy and environmental situation (Wickham & Wickham, 2008)

Planning: Planning is the main function as they have direct effect on future of business and planning assists with deciding the near future plan of action. Planning and execution is a intricate managerial job. For advisor planning includes critical research of situation identifying key factors impacting situation, creative execution.

Staffing: Staffing is one another important detriment of manpower planning and their positioning. Proper staffing ensures the look and controlling the right person at right place. In modern techniques staffing function is often linked with human source of information management functions

Controlling: Good consultant programs to optimise the use of resources available. Resources can be of various form viz. manpower resources, money, inventory resources and distribution network etc. In the current competitive business world specialist must be sufficiently alert to new means of achieving the path of success. Today managing likewise incorporate sustainability and environmental aspects.

Role of Specialist:

As per Wickham & Wickham the key skills of consultants can be explained as follows

As the shape suggest we can determine consultant as a specialist who provides his/her professional advice in all business

Interaction between consumer and consultant

Henry Mintzberg described consulting and client role into three categories such as interpersonal roles, informational assignments and decisional jobs. Interpersonal assignments are related with the conversation of consultant with different company. The primary Interpersonal roles will be the figure head, the first choice and the liaison (Wickham & Wickham, 2008).

The Figure brain: Expert as a manger in amount head role represents an company in a formal manner. While representing as the figure head of the organisation consultant should be thorough with every aspect of the business which will permit him/her in effective decision making.

The leader: The leader role includes to a innovative understanding about of character of subordinates, delegation of obligations, motivating employees and working in such a way that employee's moral become high.

The Liaison: Many consultants have a role in liaisoning with various organisation people etc and their main responsibility include getting some source of information from other organisation.

The Screen: The role as a keep an eye on includes identification and airing key information on behalf of organisation.

The Spokesperson: Role as a spokesperson requires the showing of information with outdoors world. In an organisation employees require in sales and marketing field, procurement play a substantial role as spokesperson in writing product information etc.

Key skills of consultants:

Key skills of Consultant

Source: (Wickham & Wickham, 2008)

1. Analysis Skills

Analysis skills include understanding deep down information about business, analysing them and lastly working on them to get the effect that could advantage the client

Consultant must have a good knowledge of durability, weakness, opportunities and hazards to the business enterprise. Swot analysis with a consultant can provide rise to develop power and opportunities in business and minimise weakness and threats.

Business is with the capacity of performing well in the market if its inner conditions are adaptable to change, , responsive to new possibilities and most important of all is financial and manpower resources should be in a good shape. As advisor is also responsible in value addition to consumer, he should posses an potential to analyse the task in which decision making occurs within the business.

2. Task skill management

It was a major obstacle for the specialist to build a strong romantic relationship with your client because the majority of the days employees in the organisation feels that services of consultants may damage their own interest and benefits and because of this which they try to create needless hurdles in consultants strategy. Specialist is a connecting website link between its own organisation and client and role of specialist is very important and essential as he must satisfy overall expectation of his own organisation and the client as well.

3. Romance building skills

Apart from research skills and project management skills advisor should develop a rapport and trust with your client. People having good rapport included in this can work along effectively. Romantic relationship building skills likewise incorporate good communication skills, management, negotiation, oratory and writing skills therefore the consultant must have practitioner insight of all areas of business.

Responsibilities of consultant

Every expert has duel responsibility the first is towards his/her own company and another into the organisation he is working for. Matching to Caroll (1979, (wikham pg 16 ch1)) financial responsibilities includes the role of consultant is to have a vision of long-term financial development of the business enterprise.

Legal responsibility: Every sensible business should abide the law of the land. This is the responsibility of consultant to check out legal implication after implementation of given advice.

Moral responsibility: Moral responsibility of business is to manage social and environmental implication after implementation of suggestion created by consultant. It also include the common moral issues to be accompanied by consultant

Decision making approaches:

It is a consultant's responsibility to affect decision making however, not to change your choice made by customer organisation. Decision making style varies in one organisation to another. Therefore it is essential of expert to comprehend how decisions are being manufactured in the organisation.

Traditional model of organisational decision making

Source: (Wickham & Wickham, 2008)

Decision making is a very important process of all professional activities. In any organisation decision making does not depends upon specific group or amount of people but it includes the involvement of individuals. This involvement leads to proper interaction, conveying the information, analysing the complete issue and finally negotiation. Above mentioned model is a traditional model of decision making in organisations and points out that how decision making occurs in an organisation. In real terms the decision making within an organisation may different from the picture shown. According to the traditional style of decision making consultant analyses the situation and provide the information to the client, therefore of which consumer provides his opinions in what action can be taken after.

The second step will involve the rendition and submitting the advice by expert and also to this once again customer requires the responses about the possible course of action.

Third step requires providing the responses by advisor in conditions of options avaiable before client and another move by consumer is the responses of consultant about what is required to be accomplished.

Fourth step includes the authorisation of the advisor in terms of providing the answer to the precise situation and this is followed by another move of consumer in taking feedback of specialist on the specialist.

Final step consists of the correct execution of the problem and convincing the client about what has achieved actually and lastly its enough time to use proper action towards the problem fixing techniques.

Change process


Cheok, J. 1991. The Growing Management Consultancy Industry. Productivity Digest, February


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