Principles of Management Consulting Article. Goals, objectives, approaches to management consulting. Management Consulting as a Business Service

The principles constitute the skeleton of management consulting, on the basis of which an appropriate methodological framework can be formed.

1. Scientific character. It is unacceptable to carry out the process of consulting, relying only on experience, which does not always correspond to the provisions of management science and the theory of Criminal Code. The consultant can rely on scientific truth supplemented by personal experience... The results of the counseling themselves will show the scientific truth or falsity of the counselor's recommendations.
2. Flexibility. The variety of CM tools, the implementation of constant monitoring allow you to quickly change the consulting scheme, determine a wide range of CM applications in various control systems and in various specific situations.
3. Progressiveness. The dynamism of management systems in accordance with the constant complication of the content and forms of economic activity and changes in legal norms requiring the permanent development and improvement of the theory and practice of the Criminal Code.
4. Continuity. Constantly developing and improving, the Criminal Code retains the most effective techniques and the methods of consultants of different generations and introduces innovations growing on the basis of new experience and traditions of the management company.
5. Preservation of the system. The influence of the consultant on the client organization in the process of consulting up to the stage of mastering the results of the CM should not violate the qualitative parameters and mode of functioning of the organization.
6. Changing the system. The implementation of the results of the CM in a client organization at the stage of mastering the results of consulting should significantly change its qualitative parameters and mode of operation.
7. Concreteness. The effect of consulting is largely due to the timeliness of its implementation and compliance with the conditions of the economic environment. Responding to the needs of practice, the CM should forecast clearly and specifically the economic situation in which the recommendations of the consultants and the degree of change in the economic situation will be implemented.
8. Publicity. The practical implementation of the consultants' recommendations largely depends on the attitude of labor collectives towards them. Therefore, the work of consultants at all stages of the CM should be in the sight of the teams and with their direct participation in the development and development of innovations.
9. Competence. Decisions on management consulting for a client organization are made only if there are competent consultants-professionals on specific problems of the organization.
10. Dynamism. The consultation process should bring the necessary dynamics into the life of the client organization, which remains in it after the completion of the consultation.
11. Scientific perspective. The emergence of new scientific ideas is possible in the process of QM. In accordance with this, consultants not only implement new knowledge in economic activity, but also determine promising directions for the development of the theory of CM.
12. Creativity. For the Criminal Code, once and for all established rules, techniques, methods are unacceptable. The consulting process requires constant creativity, the search for non-standard solutions and non-traditional approaches. In various management situations, often dead-end, consultants use unique, invented by them methods and techniques.
13. Efficiency. The conditions of activity of management consultants are such that they are constantly looking for ways to improve the efficiency of the management company, because the customer constantly keeps his finger on the pulse and evaluates the quality of the service. The incentive to improve the effectiveness of the CM is the existing hierarchy of consultants, built in accordance with qualifications and appropriate remuneration.

The content of the Criminal Code can be fully disclosed when developing a typology of consulting activities. The compilation of a typology is associated with the study of the relationship between the CM and innovation - a field of science that studies innovation processes. The need for such a study was especially manifested in the conditions of the functioning of commodity-money relations, which most effectively stimulate innovation processes. Innovation, combining the efforts of various specialists - economists and philosophers, engineers and sociologists, psychologists, lawyers, and management consulting are essentially inseparable from each other, since consulting is the provision of an innovative process.

Innovation and innovation are linked by management consulting, and this link is clearly shown in Fig. one.

At the same time, managerial innovation (UP) is included as an element in the Criminal Code, and it can be considered the core of the Criminal Code.

The life cycles of innovation and innovation (according to the stages proposed by A.I. Prigozhin) are located on different horizons and are connected in a kind of innovation ring. Innovation processes at an enterprise can be intensified in the presence of a holistic innovation triad - innovation - UK - innovation. The basis for this statement is the fact of stagnation in innovation processes under the conditions of the command-administrative management system and unsuccessful attempts to implement the CM in this system. The old economic mechanism could not create an appropriate situation in which "... the system will only be open to innovations when their development becomes a condition for its preservation." This can happen under conditions market economy when the struggle for self-preservation of any organization will automatically accelerate the integration of elements (stages) of the innovation process and life itself will require the creation of a new management infrastructure in general and consulting firms in particular. Each enterprise has its own innovative potential, which is a rich ground for generating ideas, inventions, rationalization proposals. In practice, the effectiveness of any management system is determined by the abilities and skills of the leader and his "team" to create favorable conditions for generating ideas. The maximum implementation of the innovative potential of the organization is the general direction of applying the efforts of managers and consultants. Thus, another direction of the management company is emerging - specific activities to initiate and accelerate innovative processes in the organization.

Innovative processes in production are developing in two directions, corresponding to the management of the types of activity - scientific and technical and socio-economic. Scientific and technical activities should be understood as the management of mechanisms for the development of new engineering technologies and new products. Socio-economic activity is understood as legal, economic, organizational and managerial impact on the object of management. Both components of management are influenced by new pedagogical (teaching) technologies, and the CM is equally directed to both components, especially since innovations and innovations are specifically implemented in each of them and differ significantly from each other.

Differences in consulting scientific, technical and socio-economic innovations and innovations are manifested in the fact that socio-economic consulting deals with objects, the parameters of which are not defined, so it is difficult to calculate the economic effect; the collective is involved in socio-economic counseling, and the results of counseling are more dependent on personal and collective groups users; socio-economic counseling is carried out at an existing, real facility, and not in a laboratory, etc. At the same time, both types of innovations are closely interrelated, since the more radical the scientific and technical innovation, the more significant the scientific and technical innovation, the more changes it brings to organizational ties and norms, and, consequently, the role of consulting socio-economic innovations increases. and vice versa, the more radical the socio-economic innovation, the more opportunities for the implementation of scientific and technological achievements.

Management Consulting is a contractual advisory service that provides services to organizations with the help of specially trained and qualified individuals who help the client organization identify and analyze management problems, advise on how to solve them, and assist in implementing solutions when necessary.

Definitions of the concept of "management consulting":

1. Highly qualified assistance to managers aimed at improving the performance of organizations, which is provided by independent (not part of the organization) experts specialized in a particular field

2. A kind of expert assistance to the leaders of the organization in solving the problems of restructuring management in the changing external and internal conditions

3. Activity and profession; The content of management consulting is to help managers solve their problems and in the implementation of scientific achievements and best practices.

4. In a certain way organized process of interaction between the consultant and the personnel of the enterprise (organization), the result of which is carried out on it organizational change or a project for its implementation.

5. Services provided by independent and professionally trained specialists (consultant or their group) in order to help the head of the organization in the diagnosis, analysis and practical solution of managerial and production problems.

6. A service provided by a consultant to help an enterprise diagnose, analyze and solve problems in practice.

7. An effective form of rationalization of production management based on the use of science and advanced experience.

8. Professional assistance from specialists in managing business leaders and management personnel of various organizations (the client) in solving problems and the functioning of their development, carried out in the form of advice, recommendations and jointly developed solutions with the client.

Characteristic features of management consulting:

1. Consulting is called managerial, since its purpose is to provide real assistance to the head (leaders) of a particular business organization. It is associated with the management of the resources of a business organization and the processes that take place in it. This is what makes management consulting different from other types of consulting. For example, technical, in the development, implementation and improvement of existing or new technical means and technology; design, in the design, implementation and updating of various projects, etc.

2. High qualification is, according to the majority of researchers of the theory and practice of management consulting, its most essential feature. Management consulting, in addition to high qualifications, requires the formation and constant development of a whole range of personal qualities. This is, first of all, the ability to work on a partnership basis in a team of employees of a business organization. Ability to work individually with management. The ability to accumulate knowledge about various management situations that are characteristic not of traditional organizational concepts and schemes of entrepreneurship, but entrepreneurship in the new economy.

3. Management consulting is non-prescriptive assistance. advice and suggestions of a management consultant, his opinion, assessment, analysis, provision of information, solution of a specific problem, training, etc., cannot be mandatory in a business organization, due to the fact that a management consultant does not have administrative power.

4. As a result of management consulting assistance, the efficiency of the functioning and management of the business organization is increased.

5. The independence of the management consultant, manifested in the fact that he acts as an expert. The advisory nature of the opinion of a management consultant implies responsibility for its completeness and objectivity, high quality, as well as a deep conviction that the advice and recommendations offered by him are the most optimal at the moment.

6. Independence of the expressed opinion and specific proposals in view of the fact that the management consultant is not on the staff of the business organization and does not yield to official pressure from formal and informal leaders.

7. Specialization of a management consultant in a certain area of scientific and practical knowledge, as a warning to the heads of a client business organization from the help of those specialists who show a willingness to provide consulting services in all areas and promise high and immediate results.

8. Management consulting creates the prerequisites for the leaders of the client business organization to develop a broader view of the surrounding problems in order to anticipate and eliminate the emergence of a number of them.

Domestic and foreign researchers state that management consulting is an advisory service that works under a contract and provides services to organizations with the help of specially trained and qualified persons who help the customer organization to identify and analyze management problems, give recommendations on their solution and assist, if necessary, implementation solutions.

According to the research of domestic scientists in our country, management consulting was previously called "the introduction of science into production."

Characteristics consultants:

1. By assisting managers in a wide variety of situations, counselors acquire skills in identifying general trends and recognizing specific causes of problems. Professional consultants constantly follow the literature on management problems and the development of theories of methods and management systems, as well as the market situation. Thus, they are the link between management theory and practice.

2. Consultants not only diagnose the problem, but also advise. They do not have the authority to make decisions about changes in the firm's work and implement them, but are only responsible for the quality and effectiveness of the board. The client is solely responsible for the results of applying this advice.

3. Counseling must be independent. A specialist consultant assesses the problem, offers objective recommendations for its solution, without thinking about how this may affect his own interests. In the psychological and management literature, the term "consultant" is defined as "a specialist in business or function in this organization is to help other people (clients) to achieve certain goals within the framework overall strategy activities of this enterprise ".

Consultants are divided into:

· External consultants. The profession of a consultant presupposes possession of two basic skills. The first of them is the ability to conduct an analysis, the second is the ability, based on this analysis, to develop recommendations that will subsequently be implemented in practice. Hiring external consultants gives the enterprise the opportunity to get new ideas as a result of a fresh perspective on problems.

Benefits of an external consultant:

1. Availability of a methodological base that provides a systematic approach to analytical work; possession of a methodology that allows you to make the analysis comprehensive, highlighting the most significant issues for the company; the ability to identify the key problems of the client. This makes it possible to make the development of the enterprise most efficient and fast, achieving tangible success in a shorter period of time.

2. Impartiality of the analysis as a consequence of an outside view: the consultant does not depend on the head of the enterprise and is not subordinate to him. He should strive to give an objective assessment of the situation, and not try to please anyone in the organization.

3. Extensive experience in conducting analytical work at various facilities related not only to this industry, but also to related industries.

4. Ability not only to describe what is happening, but also to develop recommendations, and they must be such that the client can actually implement them. Thus, the analytical work of the consultant is always practically oriented.

5. Possession of a large amount of preliminary information for analytical work in a specific area. It is especially important that the consultant has information on the firm's strategy, marketing research, etc., as well as the best practices in this area, which can accelerate the implementation of the consulting project.

However, the lack of a guarantee of the quality of the services provided, the use of standard schemes that are not adapted to the characteristics of a particular company, is a drawback of inviting external consultants.

· Internal consultants. They are full-time specialists in economics and management of an organization. The advantage of an internal consultant is that he knows the organizational structure of the company, its problems. The disadvantages are that even with the best relations with the management, the internal, “in-house” consultant values his place in the company most of all. His experience is limited - this is a vision from the inside, distorted by all stereotypes, habits and traditions that have developed in the company.

According to the well-known classification, consultants are divided into:

· Subject consultants specialize in one aspect of the firm's activities, for example, in optimizing financial flows and workflow, or in debugging a product's production technology.

· Trainers "treat" the problem with action, for example, train managers in the art of negotiation. However, if the client cannot determine which aspect of the firm's activities needs improvement, then no amount of training will help him.

· Management consultants (or system consultants) are able to see the whole problem as a whole. At the same time, the state of individual systems is considered by them as a consequence of the general organization of the business.

Management consultants can be divided into

1) specialists who propose innovations, since they are interested in all innovations in a specific area of knowledge. They provide normative or “value” counseling. Most often, managers encounter specialists in regulatory consulting - these are economic, legal, organizational and technical consultations, when experts, auditors, developers, advisers, educators or innovators transmit recommendations to the client for specific changes using such working methods as audits and other special checks. , development, documentation, training, calculations. In “value” consulting, specialist consultants (ideologists, innovators, trainers) “inculcate” new value orientations in the client organization through training, socio-psychological trainings, negotiation technologies, and group work. This consulting is typical with the participation of consultants in the work on "total" quality in management, on the orientation of the organization to the client.

2) The generalists who offer developed, tested methods and deal with several areas of management, focusing on their interaction, coordination and integration.

Generalists carry out problematic consulting of a process or a project. They usually deal with preliminary organizational diagnostics, planning and coordinating assignments, drawing conclusions, presenting final proposals to clients, etc. The generalists perform control and management functions. When consulting a project, the consultant diagnoses problems and proposes solutions.

Generalists provide consulting in the following main areas: the goals of the organization; organization strategy; organizational structure; organizational culture; type of development of the organization; leadership; conflicts.

Types of consulting activities:

Project consulting - the consultant himself analyzes, diagnoses, develops and proposes a project for solving the problem;

Consulting the process - the consultant organizes the group work of the employees of the client organization to find the right solution to the problem, using active training methods;

Consulting through reflection - the consultant, after analyzing the enterprise, provides the manager with a picture of his own activities, then, using special techniques, helps the manager, as it were, go beyond this activity and observe it from the outside;

Consulting through peer learning - a consultant on a special program organizes a direct exchange of skills and achievements between managers;

Educational consulting - a consultant in a classroom setting demonstrates to management specialists worked out ways and means of solving various non-trivial tasks;

Expert consulting - narrow specialists (lawyers, sociologists, etc.) act as consultants, and the client provides them with information, monitors their activities, learns recommendations and makes appropriate management decisions

The client should seek advice if:

1) the enterprise, in the future intends to rebuild the entire system associated either with the expansion or with a change in the form of ownership, or with a radical change in the range of activities of the enterprise and its reorientation to more promising and (or) profitable directions business;

2) the enterprise, in order to establish its position in the market and create the necessary image in the eyes of potential partners, conducts an audit of its activities;

3) the enterprise is in a critical situation and cannot get out of this situation on its own due to the lack of experience and internal resources for an adequate and timely response to the situation; the services of a consultant (consulting firm) in this case are in the nature of crisis consulting

Consulting service.

“Consulting is an activity carried out by professional consultants and aimed at serving the needs of commercial and non-profit organizations, ... individuals in consultations, training, research work on the problems of their functioning and development ”.

Consulting is a complex of knowledge related to scientific research, conducting research, setting up experiments in order to expand existing and obtain new knowledge, test scientific hypotheses, establish patterns, scientific generalizations, scientific substantiation of projects for the successful development of an organization. Consulting is a very complex multifactorial social phenomenon, the importance of which is constantly increasing with the development of society and market relations.

Management consulting is both an activity and a profession. Its content is to help managers in solving management problems.

"Management consulting is to provide independent advice and assistance on management issues, including identifying and assessing problems and / or opportunities, recommending appropriate measures and helping to implement them."

Management consulting is widely used in developed countries, where consulting firms operate effectively and the activity of a professional consultant has become commonplace. Inviting professional consultants has become one of the sides of the firm's business culture; the client is involved in working with a consulting company, takes part in the consulting process, which ensures high efficiency of the whole process.

The consulting process is understood as a sequential series of actions, measures taken by the consultant to achieve positive changes within the client organization, resolve problems or create conditions under which the client will have the opportunity to do this on his own.

Insufficient knowledge of the scientific foundations of management, skills of management culture often prevent managers from identifying the fundamental shortcomings of the organization in time and finding the right solutions. This is especially typical for Russia, where, despite some progress in development, consulting has not yet received proper distribution.

The basis of management consulting is the achievements of economics, sociology, psychology and other sciences. A professional consultant, along with a special education, must have extensive experience in this area. The basis of the consultant's activity is special knowledge, analytical skills, mastery of methods and technologies. modern governance... One of the main features of professional consultants is their flexibility. They should act in exactly the quality that the client needs at the moment.

The product of consulting activities is a consulting service, that is, any advice, forecast, possibly a recommendation in the area of client's interests. It is reflected in the changes in the client organization, carried out by the joint actions of the object and the subject of consulting, that is, the client and the consultants.

The consulting product is distinct from both the product of the industry and the product of the service industries. The service has no storage facility. The client can, and often even must, get a consulting service in advance (various forecasts, development strategies).

The quality of services differs not only for different consultants, but can also vary for the same firm. Consultants should explain to clients the essence and nature of the problems they face, inform clients about any doubts they have regarding the possibility of applying the recommendation, give an objective description of the feasibility of their solution; show the necessary conditions and alternative solutions to problems.

consulting consulting management russia

Consulting. Characteristics and principles

One of the most important factors in the effective functioning of a market economy is the formation of an adequate economic environment, the most important element of which is the market infrastructure. Such infrastructure is an interconnected system of enterprises and organizations that serve the movement of flows of goods, services, money, securities, labor and provide a significant acceleration of their turnover. Particular attention should be paid to the management infrastructure as one of the components of the infrastructure complex. The administrative infrastructure creates the necessary conditions for the high-quality and efficient functioning of the serviced spheres of the national economy and contributes to the formation and close interaction of all elements of the infrastructure complex. The objects of the administrative infrastructure must develop faster than other elements of the infrastructure complex in order to actively influence its formation as an integral system.

In the context of the integration of the Russian economy into the world, issues related to business services are of great importance for enterprise managers. All of them are faced with the transformation of forms of ownership on the basis of denationalization and corporatization of enterprises, with rising prices, foreign investment and the intertwining of Russian and foreign capital, as well as a change in their internal structure, with its approaching the proportions that are characteristic of the world economy as a whole. Only after this can the country begin to move towards the world level of economic efficiency, which is the main goal of the reforms.

Management consulting organizations and firms, or consulting firms, constitute the backbone of the management infrastructure.

In the broadest sense of the word, consulting as a form of giving independent advice in everyday practice has existed for as long as humanity has existed. However, as a type of professional activity, it originated relatively recently.

Other types of professional services in business predate consulting. Historically, the first type of professional external services was legal: entrepreneurs have not been able to do without the services of lawyers and notaries for several hundred years. Later, at the end of the 19th century, as the economy became more complex and the economic sciences developed accordingly, a new area of professional services began to form - consulting in economics and management, that is, management consulting in the proper sense of the word.

There are many definitions of management consulting. There are two main approaches to counseling.

In the first case, a broad functional view of counseling is used. Fritz Steele defines it as: "By the process of consulting, I mean any form of assistance with respect to the content, process or structure of a task or a series of tasks in which the consultant is not himself responsible for the task, but helps those who are responsible for it."

The second approach considers counseling as a special professional service and identifies a number of characteristics that it should have. According to Larry Grainer and Robert Metzger, “Management Consulting is a contractual advisory service that provides services to organizations with the help of trained and qualified individuals who help the client organization identify, analyze, and advise on management issues and assist, if necessary, in the implementation of decisions ”.

Both of these approaches complement each other quite well. The European Federation of Associations of Economics and Management Consultants (FEACO) defines the following: management consulting is the provision of independent advice and assistance on management issues, including the identification and assessment of problems and opportunities, recommendation of appropriate measures and assistance in their implementation.

The American Association of Consultants in Economics and Management (ACME) and the Institute of Management Consultants (IMC) adhere to the same definition.

If you try to bring all these definitions to a common denominator, you get something like the following: consulting is a type of intellectual professional activity, in the process of which a qualified consultant provides objective and independent advice that contributes to the successful management of a client organization.

Like any other professional activity, consulting has its own special principles, according to which any activity in this area should take place. This is:

competence;

reputation;

compliance with ethical standards;

observance of the interests of the client;

orientation towards broad public interests;

system change;

involvement of personnel;

scientific character;

flexibility;

creativity;

concreteness and objectivity;

efficiency;

maintaining relationships at the proper level.

Western theorists of management consulting distinguish the following characteristic features of management consulting.

First, consultants provide professional assistance to executives. Experienced consultants go through many organizations and learn to use the experience gained by assisting new and old clients in a variety of situations. Consequently, they are able to recognize general trends and common causes of problems. Moreover, professional consultants constantly follow the literature on management problems and the development of theories of methods and management systems, as well as the market situation. Thus, they act as a link between management theory and practice.

Secondly, consultants mainly give advice. This means that they are only advisors and do not have direct authority to make decisions about changes and implement them. The consultants are responsible for the quality and completeness of the advice. Clients bear all the responsibility that results from the acceptance of the advice.

And thirdly, counseling is an independent service. The consultant assesses any situation, offers objective recommendations as to what the client should do, without thinking about how this could affect his own interests. The consultant must have the following types of independence: financial; administrative; political; emotional.

Introduction

Chapter 1. Theoretical basis management consulting

1.2 Methods of Management Consulting

1.3 Characteristics of independent consultants

1.4 Stages of formation of management consulting in Russia

1.5 Stages, stages and phases of interaction between the consultant and the personnel manager

1.6 History of HR management consulting

2.3 Analysis of the practice of using independent consulting in the management system

2.4 Analysis of the structure of personnel management in JSC "Silvinit" by methods of independent consulting

3.1 Study description

Conclusion

Bibliography

Applications

Handout

Introduction

Dynamic external environment in modern conditions requires enterprises to adequately respond to changes. His response can be developed both by his own efforts and with the help of an external force, under which in this study consulting assistance is understood. However, regardless of how the changes were made at a specific management object, under their influence the following occurs: the formation of new management models that make changes in management practice; an increase in the load on a specific management system, which actualizes the problem of forming a new theoretical and methodological basis for management as a whole.

The need for timely adaptation of Russian enterprises to modern economic conditions predetermined the research interest in management consulting as an area of public practice. Management consulting is currently characterized by dynamic development, both in the West and in Russia. Moreover, in the current economic conditions of Russia, the development of its most complex, integrative type is acquiring special significance: consulting on the restructuring of Russian enterprises.

Many experts rightly believe that management consulting owes its appearance to the interest of entrepreneurs in increasing production efficiency, and interest in it increases significantly in cases where consulting becomes an attribute of a competitive advantage. The variety of types of business involves quite wide range of services, i.e. from the very beginning of its appearance, this type of social activity was diversified.

In our opinion, it is this characteristic of management consulting, as a special type of diversified activity, that has led to the fact that in the presence of a number of consulting schools developing their approaches and methods of consulting, a unified position has not been formed in defining the essence of consulting. This fact is clearly confirmed by studies of theoretical and practical issues of management consulting in the works of domestic and foreign authors: V.I. Aleshnikova, M. Kubra, A.E. Luzin, V.I. Marsheva, V.Yu. Ozira, A.P. Posadsky, A.I. Prigogine and others.

In our opinion, modern research in the field of management consulting is mainly aimed at: analyzing typical situations in management and consulting activities and developing practical recommendations for consultants and managers on the use of management and consulting techniques and technologies developed based on the results of this analysis; dissemination of practical and methodological experience in consulting both among consultants and among managers; improving the training process for managers and consultants; analysis of the results of approbation of new techniques and technologies of consulting and management; analysis of existing concepts of counseling; generalization of the practical experience of consulting and management to theoretical positions; formation of a common understanding of the typical problems of organizations and a common understanding of the methods of solving them among the leaders of organizations and among consultants.

Some foreign researchers believe that in the consulting industry there is not a large gap between the formulation of recommendations and their implementation, since consultants, regardless of their specialization, recognize the responsibility for making effective changes in the client organization. In our opinion, this position characterizes the desired rather than the actual state of this field of activity, both in Russia and in the West. In this regard, the question arises of improving management consulting.

The increasingly complex conditions of modern management require constant development of theoretical management concepts and applied management technologies. The bearers of new theoretical and applied knowledge on management problems are specialists in management consulting, who play an increasingly significant role in the management process. Management consulting as a special area of professional activity is expert assistance from management specialists and is designed, on the basis of a scientific analysis of specific production situations, to develop the most appropriate ways to improve the efficiency of an enterprise and ways to implement them, using the achievements of modern management science.

In difficult Russian conditions, the combination of scientific developments with real management activities becomes an urgent need. It is the need of management practice for a professional consultant who is well acquainted with both production and management science and is called upon to combine science and practice through management consulting, and the relevance of the study is determined.

Purpose of the research: to study the practice of using consulting methods and attracting independent consultants in the management system.

Research objectives:

1. Study of theoretical sources on the research topic.

2. Analysis of the practice of using consulting methods in management practice.

3. Analysis of the existing system of personnel policy at JSC Silvinit by methods of operational management consulting.

Chapter 1. Theoretical Foundations of Management Consulting

1.1 Essence, purpose, objectives and stages of management consulting

There are many definitions of management consulting. There are two main approaches to counseling.

In the first case, a broad functional view of counseling is used. Fritz Steele defines it as: “By the process of consulting, I mean any form of assistance with respect to the content, process or structure of a task or a series of tasks in which the consultant is not himself responsible for the task, but helps those who are responsible for it”.

The second approach considers counseling as a special professional service and identifies a number of characteristics that it should have. According to Larry Grainer and Robert Metzger, “Management Consulting is a contractual advisory service that provides services to organizations with the help of trained and qualified individuals who help the client organization identify, analyze, and advise on management problems, if necessary, implementation of decisions ”. These two approaches can be considered complementary.

In particular, the European Federation of Associations of Economics and Management Consultants (FEACO) defines the following: “Management consulting is the provision of independent advice and assistance on management issues, including the identification and assessment of problems and / or opportunities, the recommendation of appropriate measures and assistance in their implementation ”. The American Association of Consultants in Economics and Management (ACME) and the Institute of Management Consultants (IMC) adhere to the same definition.

In order to fully disclose the concept of consulting activities, we consider it appropriate to analyze changes in the existing formulations of management consulting (Appendix 1) and changes in the basic principles of consulting activities (Appendix 2). If in the early 1980s. they contained only principles concerning professional characteristics consulting services, then as we moved to a market economy, they were supplemented by the characteristics of consulting as an entrepreneurial activity.

The analysis of the presented formulations does not give grounds to take any of them as a model, since each of them fixes only a certain aspect of the consulting activity. Therefore, the symbiosis of the wording of the consulting activity as a specific form of activity can give a more complete and more systemic definition.

We offer the following definition of consulting activities.

Management consulting is a type of intellectual professional activity, in the process of which a qualified consultant provides objective and independent advice, contributing to the successful management of a client organization.

Western theorists of management consulting distinguish the following characteristic features of management consulting.

And thirdly, counseling is an independent service. The consultant assesses the situation, offers recommendations on what to do to the client, without thinking about how this could affect his own interests. The consultant must have the following types of independence: financial, administrative, political, emotional. All this makes high demands on the quality and efficiency of consulting services and makes them focus on the interests of the client.

The ultimate goal of counseling is to help the client make progressive changes in his organization. The consultant helps to identify and solve specific technical problems, while addressing human problems and aspects of organizational change.

The main task of consulting is to identify and find ways to solve existing problems. Consulting services are carried out both in the form of one-time consultations and in the form of consulting projects. There are many divisions of the consulting process into stages (,,, etc.). Any consulting project includes the following main stages:

· Diagnostics (identification of problems);

· Development of solutions;

· Implementation of solutions.

Posadsky A.P. notes] that the consulting process, in addition to the design stage, includes the pre-design and post-design stages. The first step in the pre-project stage is the client acknowledging that he has a problem that he would like to solve with the help of consultants. This recognition is the result of a two-way process: on the one hand, the client's awareness of the problem as such, on the other, the formation of the manager's desire to entrust the development of a solution to the problem to consultants. Usually, the client, on a competitive basis, selects from several offers the one that suits him best in terms of quality and price, after which he concludes a contract with the consultant of his choice.

The post-project stage consists in analyzing the changes that have occurred in the client organization, resolving issues related to the possible expansion of the project in connection with new problems - either identified during the implementation of the project, or arising as a result of the organization reaching a new state as a result of the project. As part of this stage, the final financial settlements of the client with the consultant and introspection of the consultant's activities are also carried out in order to comprehend the experience gained for use in other projects.

A consulting project can take from several days to several months. When solving problems, an integrated approach is used, which takes into account the relationship of various aspects of the enterprise's activities. To achieve maximum efficiency in the implementation of consulting projects, a project team is created, which includes experts in various subject areas and managers who manage the course of the project. When making decisions, diagnosing problems and making recommendations, methods of organizing the collective work of the project team are widely used.

The main task of the consulting project is to achieve the highest possible quality of solution to the problem, while observing financial and time constraints. Process consulting is a method of developing and changing organizations. The purpose of this method is to increase productivity and / or improve the psychological climate in the organization, achieved with the participation of an independent, external consultant. The focus is not only on solving urgent problems of the organization, but also on acquiring the skills of analyzing, evaluating and solving client problems. In this sense, the consultant must perform two tasks: on the one hand, to monitor the solution of existing problems, on the other, to show the organization's ways to independently solve pressing issues in the future. The degree of client involvement in a consulting project varies from the types of consulting services. By measuring the time spent by the client's staff and the results of the consultant's work, it is possible to determine the required degree of staff involvement in the consultant's activities.

The effectiveness of the consultant's work will be minimal if the client does not participate in it at all. Further, this efficiency increases as the client's involvement increases, and after reaching the optimal point, the efficiency begins to decline, therefore, the client begins to perform his work for the consultant. Of course, the curve of this schedule will vary depending on the type of problems being solved, on the stage or phase of the consulting project and, of course, on the very type of consulting services.

In expert consulting, the client provides the consultant with information, controls his activities, assimilates his recommendations and makes appropriate management decisions. In the case of the process, the client, in addition to the above, takes part in the development of recommendations and, in the training, the client's staff spends additional time on training sessions. In specific projects or at their various stages, combinations of all three of the listed types of consulting can be used, and then it becomes expert-process, process-training, expert-training, etc. The work of a consultant begins with the fact that some condition is recognized as unsatisfactory and there is an opportunity to correct it. Such work ends when a change has occurred in this condition, which can be considered as an improvement. The work of a consultant includes the interaction of various types of business activity, affects the technological, economic, financial, legal, psychosocial, political and other aspects of the organization. All changes, conceived and implemented with the help of a consultant, should contribute to improving the quality of leadership and increasing the efficiency of the organization.

There are several typical consulting assignments, depending on the quality or level of the situation faced by the client organization:

· A task to correct a situation that has worsened;

· A task to improve a situation that already exists;

· The task of creating a completely new situation.

It should also be noted that there are two sides to possible changes in the client organization:

· The technical side, concerning the nature of the managerial or commercial problem faced by the client; the consultant finds ways to analyze and solve it;

· The human side, i.e. the relationship between the consultant and the client, the reaction of people in the client's organization to changes; the consultant assists in planning and implementing these relationships.

Effective counseling shows how to deal with these two aspects of change in an organization. These problems are interrelated and the consultant should understand this. "Change is the raison d'être of management consulting. If the various forms of consulting assignments have one thing in common, it is helping to plan and implement changes in client organizations."

The characteristics of the changes are as follows:

· To what extent it is important that they are approved by staff for their successful implementation;

· How deep is the impact of changes on the enterprise;

· How ready the enterprise is for changes.

1.2 Methods of Management Consulting

Management consulting refers to professional assistance from management specialists to business leaders and management personnel of various organizations, consisting in jointly developed solutions based on an analysis of existing problems of functioning and / or the potential for further development of organizations. The management of any company has to reckon with the changing business environment.

Consulting activity is a field of professional services. The expert nature of such assistance means that it is carried out by order of an interested manager and is advisory in nature. The consultant helps, promotes, develops, trains, etc. The consultant does not make decisions, he prepares, calculates alternatives. All responsibility for making a decision rests with the head of the organization. The advantages of counseling over training lie in a specifically individual, “piece” approach. The consultant develops and barks only what, in his opinion, is necessary for this organization in this situation. Management consulting connects the science of management with management practice: if research and design organizations offer standard recommendations, then the management consultant “ties” them to the specifics of the client organization.

The advantage of management consultants over managers lies in the independence and impartiality of views, in a broader outlook. They have extensive information in the most diverse areas of management and management (due to less workload with problems current management), are guided by a broad study of the problem and the transfer of the experience of other organizations (this mainly concerns external consultants). Management consulting is carried out by specialists in various fields. Consulting lawyers, economists, marketers, analysts, psychologists and sociologists.

Outsourcing and “hire of directors” are some of the newest and most promising types of consulting on our market. Outsourcing is based on the full or partial transfer of routine functions of an enterprise (for example, such as accounting, tax calculation, personnel management, etc.) to a consulting firm in order to focus its own efforts on solving key strategic tasks. “Hire of directors” is used when there is a temporary absence of management or a recent dismissal. Organizational development and record keeping or administration, although they are separate types consulting, we referred to management consulting.

Services such as corporate finance management and management accounting are also relatively new and are very relevant in the transition to Western standards of financial resource management. The main goal of creating a management reporting system is to provide enterprise managers with timely and necessary information to make effective management decisions... The implementation of almost all services is based on the analysis of the existing and expected financial flows of the enterprise. The most effective and recommended methodology is the effective Business Toolkits adapted to Russian conditions, prepared by a group of foreign companies, among which are Arthur Andersen, Carana Corporation, Deloitte Touche Tohmatsu International, as well as specialists from the International Executive Service Corps.

1.3 Characteristics of independent consultants

The object of consulting for management consultants is always the first person of the organization (manager) with all his problems - financial, personnel, social, etc. Management consultants can be divided into at least two groups: specialists and generalists or generalists. Experts suggest innovations. They keep themselves informed of all new developments in a particular area of expertise.

The generalists offer methods. They deal with several areas of management and focus on their interaction, coordination and integration. In "value" consulting, specialist consultants (ideologists, innovators, trainers) "inculcate" new value orientations in the client organization through training, socio-psychological trainings, negotiation technologies, and group work. This consulting happens with the participation of consultants in the work on "total" quality, in management, orientation of the organization to the client.

Generalists carry out problematic consulting of a process or a project. They usually deal with preliminary organizational diagnostics, negotiations with clients, planning and coordinating assignments, drawing up conclusions, presenting final proposals to clients, etc. The generalists perform control and management functions. When consulting a project, the consultant diagnoses problems and proposes solutions. The generalists provide consulting on: the goals of the organization, the strategy of the organization, organizational structure, organizational culture, type of organization development, leadership, conflicts, etc.

In management consulting, the universal creates a situation for the organization's personnel, who himself reveals his condition, and, realizing it, finds ways to solve his problem, difficulties, ideas.

However, the point is not in opposing generalists and specialists, but in combining their skills and abilities to achieve a greater total effect. Many consulting firms have both specialists and generalists, between whom there is a certain division of labor.

There is also a division into external and internal consultants. External consultants are distinguished by their independence, rich experience and provide services to clients on the basis of an appropriate contract. Internal consultants are full-time specialists in economics and management of an organization.

We recognize the key qualities of consultants: broad public interest; self-confidence: objectivity, prudence, mental and intellectual balance; flexibility of mind: validity and perseverance in finding solutions, analytical skills, tactical and strategic thinking; technical skills: academic background, practical work methods; experience: from work in enterprises, from activities as a consultant; knowledge of the industry and the subject of consulting: theoretical, practical.

Consider the main tasks that consultants perform.

1. General management consultants solve problems related to the very existence of a business and its prospects.

2. Management consultants solve problems associated with doing business, ie. help to optimize the management of the organization.

3. Financial management consultants provide assistance in solving three main tasks: finding sources of funding and its effective use; analysis of the financial activities of the organization and increasing its efficiency; prospective strengthening of the financial position of the organization.

4. HR consultants assist managers in optimizing the attraction and use of human resources.

5. Marketing consultants facilitate the functioning of the organization in which the manufactured products will be bought by the consumer.

6. Consultants on the organization of production solve problems related to engineering, audit and quality control, etc.

7. Information technology consultants solve problems related to the design and implementation of information technology at the enterprise.

8. Consultants for specialized services solve specialized problems that are not associated with any of the listed types of services, and differ from them in methods, objects or the nature of the knowledge being introduced.

To be successful, the consultant should (ideally): know the methods that are used when working with the organization in various aspects of organizational activity; know the areas of application of these methods and their limitations, be able to choose them depending on the task and taking into account the existing conditions (restrictions) and systematically, comprehensively apply; maximally technologize your work, reducing your activity from art to technology, know the sequence of steps that are most likely to lead to success in consulting, clearly formulate the result of work and ways to achieve it; do not be afraid to apply Information Technology and be able to determine which of them are most effective in each case.

Firms and teams of consultants can satisfy these requirements, having at their disposal experienced multidisciplinary specialists with systems thinking, who are able to look at the problem as a whole and offer an effective solution that takes into account all aspects of the problem.

Necessary conditions for the effectiveness of the solution:

The complexity of the approaches used, that is, the application of methods from various areas of management consulting, taking into account their mutual compatibility and a specific situation

• completeness of the solution in the sense that the solution should contain not only recommendations on how and what to do, but also a set of measures for their implementation, and moreover, the solution should be implemented in practice (otherwise it is not a solution in the full sense of the word ). This requires from the consultant not only the ability to "come, understand and offer something", but also the ability to implement in a specific organization what he proposed (using again complex of methods).

1.4 Stages of formation of management consulting in Russia

The beginning of the development of management consulting technologies in Russia dates back to the twenties of this century, when the movement for the scientific organization of labor was gaining strength everywhere, which was the prototype of management consulting in modern form, and also developed organizational theory, studied the Western experience of improving production. Such organizations as the Central Institute of Labor, the "Installation" trust, "Orgstroy", the TsIT experimental station, the Orga-station, the Orgburo worked in this direction.

The main directions of the development of management science were the systems approach, mathematical analysis and modeling, the activities of the service for the study and improvement of the production and management process, the concept of the "mechanism of service relations", social engineering, the doctrine of organizational schedules, the system of material incentives for leaders, professional selection, central awareness -research bureaus, creation of "databases" and other developments of the first quarter of the century. The main thing in the activities of the Russian institutes and laboratories of NOT was the creation of systematized concepts in the field of labor organization and management. At the same time, the combination of methodological and specific applied research became the most important regularity in the development of NOT and management in the 1920s. Academic research during this period was closely intertwined with practical work. Most of the research institutes were also rationalizing centers. Of particular interest are the ways of introducing scientific knowledge into production, the experience of rationalization and advisory work of self-supporting consulting trusts, such as "Installation" of the Central Institute of Labor, "Orgstroy" of the Institute of Management Technique and others.

In the twenties, the so-called “orga-games” were used to train organizers, one of the initiators of which was V.V. Dobrynin. And in 1932, under the leadership of M.M. the first business game in the world was developed and conducted on the topic “Deployment of production of the assembly shop of a newly built typewriter plant in the start-up period”.

In fact, NOT members were the prototypes of internal and external consultants in enterprises. In the thirties and fifties, all activities to improve management were curtailed.

In the sixties, the situation changed. The economic reform has contributed to the expansion of self-sufficiency. The stimulation of personal initiative prompted the study of not only economics, but also management theory, patterns of development of labor collectives, and methods of managing them. Therefore, the revival of interest in the NOT movement, the appearance of translations of works by Western scientists on management, marketing, management consulting, management psychology, and analysis of Western management systems looked quite natural. The most important of these works are discussed in the first section.

On the the present stage In the development of management consulting, the institution of external and internal consulting is being formed and approved, and a market for professional consulting services is being formed. Professional communities are emerging, such as the Association of Management and Organizational Development Consultants (AKUOR), the Association of Economics and Management Consultants (AKEU), the Moscow Club of Business and Policy Consultants, as well as the only School of Management Consultants in Russia ...

Currently in Russia there are many views on the problems of management consulting. There are many schools, approaches, methodologies that consider the problems of the organization and build ways to solve them. The consulting services market that has been emerging in Russia lately is a vivid example of this.

One of the features of governance in Russia is the underestimation of social technologies. This is connected both with the historical conditions of the country's development and with the structure of the established government. This attitude is also due to the isolation of scientific research from practice, from the specific tasks of specific industries, while science, engaged in the development of fundamental problems, is able to provide priority in the creation of new technologies and products, expand the resource and information base of production, increase the role of human creative participation in dynamics of organizational and technical systems. In particular, consulting technologies can be significantly enriched by turning to sociology, sociological knowledge.

The last decade in Russia is characterized by an increase in the number of specialized firms that provide clients with a range of services in the field of management consulting: reengineering of business processes; selection and implementation of corporate information system, management of organizational change. This range of services helps clients improve internal processes, thereby increasing the efficiency of the company. Management consulting is the joint work of a consultant and a client on the development of an enterprise, the result of which is a real improvement in the work of the firm.

Collaboration can consist of several stages: study of the enterprise and its diagnostics: analysis of the management structure of the enterprise, financial analysis of the enterprise, analysis of the psychological climate, analysis of information flows, analysis of commodity circulation problems; implementation of recommendations: conducting regular consultations with the managers of the enterprise on the implementation of the action plan; regular monitoring of the results of the work carried out; summing up and discussion of the report on the work done by the management of the company. Additional services: organization of training programs and internships, both in Russia and abroad, organization of presentations, organization of advertising and PR campaigns. Business process reengineering is aimed at conducting a thorough analysis of existing processes and implementing business process improvements that can quickly provide positive results for the company, as well as form the requirements for the future information system of the enterprise. One of the main problems of companies operating in Russia is the low efficiency and reliability of management information.

1.5 Stages, stages and phases of interaction between the consultant and the personnel manager

The success of consulting assistance largely depends on the correct preparation of the consultation process. The process model proposed below reflects its stages, which in turn consist of a number of sequential stages. It is not uncommon for the steps to overlap or run in parallel. And not every consulting service follows the "perfect" flowchart. The logic of building a consulting process largely depends on both the consultant and the client. The design of the consulting process can be influenced by the relationship "consultant-client", as well as external factors (economic, financial, political situation, etc.).

The consulting process is proposed to be divided into stages: preliminary, pre-design, design and post-design.

At the preliminary stage of the counseling process, the manager realizes the existence of the problem and the need to resolve it and recognizes that it is necessary to engage an external consultant to resolve the problem. At the same stage, the search for sources of information about consultants is carried out, the collection and analysis of information about the consultants themselves, their services, basic conditions of cooperation. At this stage, Russian consultants are now experiencing the greatest difficulties. The paradox is that, on the one hand, the company is in dire need of diagnostics and analysis of problems, development of recommendations for overcoming the crisis, in attracting investments for business development, and on the other hand, it is not able to attract qualified consultants, pay for them. work, and therefore, the company is forced to remain in the conditions of an aggravating crisis.

The main procedures that are solved at each stage of counseling are presented in table. one.

Table 1

Stages, steps and procedures of counseling

Stages	Stages	Procedures
Pre-design	Training	Contact with the client Awareness by the client of a problem Preliminary diagnosis of the problem Definition of tasks (planning of tasks) Technical and financial proposal to the client Consulting contract
Design	Diagnostics	Identification of problems Collecting data at the facility and their processing (analysis, synthesis) Systematized (detailed) definition of the problem Establishing feedback with the client Diagnostic report
Development of solutions	Evaluation of alternatives Selection of recommended solutions Presenting solutions to the management of the client firm Planning the practical implementation of the solution
Implementation of solutions	Development of an implementation program Implementation Control over implementation Correction of proposals Evaluation of project results Final completion
Post-project	Completion	Evaluation of what was done (analysis of the changes made in the client's organization; introspection of the consultant's activities) Final report Final financial calculations of the client with the consultant

1.6 History of HR management consulting

The emergence of management consulting was caused by the constant search by entrepreneurs for new means of increasing production efficiency, attempts on the part of management specialists to find a commercial application to their abilities, the logic of the development of organizational science and practice.

Knowledge of history helps to understand current opportunities, effectiveness and disadvantages of counseling.

Management in human society has existed from time immemorial. Any state structure, any organizational activity presupposes that there is an object of control (that which is controlled) and a subject of control (the one who controls).

Management science began to develop intensively only from the beginning of the twentieth century. From the earlier periods of human activity, only fragmentary scattered information has come down to us, containing an analysis and generalization of the experience of management.

For example, the book "The Teaching of Ptahhotep" (Ancient Egypt, 2000-1500 BC) contains advice to the chief - the subject of management: "... be calm when you listen to the words of the supplicant; do not push him away before he relieves his soul from what he wanted to tell you. A person struck by misfortune wants to pour out his soul even more than to achieve a favorable solution to his question. " Similar advice can be found in modern management literature.

In ancient Greece, Plato spoke about the need to specialize production processes. Socrates, analyzing the activities of managers in various spheres of activity, spoke about the general, which forms the basis of their work: "The main task is to put the right person in the right place and to achieve the fulfillment of their instructions."

In ancient Rome, Cato the Elder (234 -149 BC) advised the owner of the land to see how far the work had progressed, what was done, and what remained to be done. After that, he must demand from the manager a report on the work done and an explanation of why some of it has not been done. " It was also advised to give the manager a work plan for the year.

Management know-how was passed down from generation to generation in narrow circles of the management elite.

The Italian statesman Machiavelli (1469 - 1527) made a significant contribution to the development of management thought. In particular, he said: “The mind of a ruler is firstly judged by the kind of people he brings to him; if these are people devoted and capable, then you can always be confident in his wisdom, for he was able to know their abilities and keep their devotion. "

Machiaveli also owns this brilliant managerial thought: “Many believe that some of the sovereigns who are reputed to be wise owe their glory not to themselves, but to the good advice of their entourage, but this opinion is erroneous. For the rule, which knows no exception, says: "It is useless to give good advice to a sovereign who himself does not possess wisdom."

Reforms played a significant role in Russia government controlled Peter I, which affected various areas of management. The recommendations to the head of production of that time are interesting: “The manager, at the end of each year, namely in the month of December, needs to compose statements about supplies and workers no later than the 20th, so that about purchases of supplies at fairs and other things, one can judge the definition without wasting time, commit. "

Management thought received rapid development after industrial revolution, which took place in Europe in the middle of the 16th century. The technical and methodological approaches to simplifying work processes and raising the efficiency of labor and work of the enterprise of the researchers were different and in some cases even contradicted each other. However, they all believed in using the scientific method to solve production problems.

For example, for the United States of the period 1850 - 1915. this period was characterized by the rapid development of industry. The development of the railroad network turned the tailcoat into one huge market for a workforce that needed efficient management. First of all, those enterprises where entrepreneurs paid due attention to management methods flourished.

F. Taylor proposed a system of “scientific management”, which he characterized as follows: “Science instead of traditional skills; harmony instead of contradiction; collaboration instead of individual work; maximum performance instead of limiting performance; development of each individual worker to the maximum productivity available to him and maximum well-being. "

Taylor's followers also made significant contributions to the development of scientific management methods. For example, the Gilbreths developed a method for analyzing micro-movements of a worker with the subsequent determination of their standard sequences and sets. They identified 17 basic hand movements, called terbligami (Giloret in reverse reading).

G. Gann introduced a linear schedule into management practice, which allows planning and checking the performance of rather complex work complexes. Charts, or as they are otherwise called "Gantt charts", became the predecessors of the network diagrams widely used in planning practice, being their integral part. Gantt charts are widely used in modern scheduling of enterprise activities.

The consulting that emerged from the scientific management movement focused mainly on the productivity and efficiency of the factory, rational organization labor, study of labor movements and time expenditures, elimination of waste and reduction of production costs.

This entire area was given the name originally "organization of production". Practitioners, often referred to as “performance experts,” were respected for their commitment, methodology, and results. However, their intervention has often caused fear and resentment among workers and trade unionists, as they often behaved ruthlessly. But over time, new areas of management appeared and, accordingly, the work on the organization of production and labor decreased.

Not all problems of factories and plants could have been solved with the help of production organization and efficiency experts. This has led to an increased interest in other aspects of business organization and the birth of new areas of consulting. One of the first consulting firms modern type was founded in Chicago in 1914 by Edwin Boose under the name Business Research Service.

In the 1920s, E. Mayo, who conducted the Hawthorne Experiment, gave impetus to research on consulting in the field of relationships between team members. M. Parker Follett initiated important advisory work on human resource management and motivation. Interest in more effective sales and marketing was piqued by people such as the Englishman G. Watthead, author of The Principles of Trading, written in 1917. In the 1920s, a number of consulting firms were founded.

Financial advice, including financing businesses and financial control behind operations also began to develop rapidly. The new consultants had an accounting background and experience working with firms of certified private accountants. One of them was James O. McKinsey, a proponent of general management theory and careful diagnosis of the business enterprise, who founded his own consulting firm in 1925.

In the 1920s - 1930s. management consulting has won recognition not only in the USA and Great Britain, but also in France, Germany, Czechoslovakia and other industrialized countries. However, its scope and applications remained limited. There were only a few firms, prestigious, but rather small, and their services were used mainly by large industrial corporations.

The consultants remained unknown to the vast majority of small and medium-sized firms. On the other hand, orders for assignments began to come from governments: this was the beginning of consulting for the public sector. Consulting for governments and armies played an important role during World War II. The United States realized that war is the main threat to governance and that the best governance forces in the country must be mobilized to win the battlefield.

In addition, operations research and other new methods, initially used for military purposes, quickly found their way into the management of companies and society, which changed the work of consultants.

Post-war construction, the rapid growth of business activity coupled with the acceleration of technological change, the rapid development of the economies of some countries, the internationalism of industry, trade and finance in the world have created especially favorable opportunities and demand for management consulting. 1950-1960 - the “golden years” of consulting - the period when most of the consulting organizations that exist today were founded, when the consulting business acquired the power and technical reputation that it now enjoys.

Currently, management consulting has become one of the most effective forms of business. Over the past years, the audit and consulting industry has been one of the fastest growing in the global economy. The average annual growth was more than 10%, while the leading companies in the market reached 20%.

Chapter 2. Analysis of management consulting at JSC "Silvinit"

Open Joint-Stock Company Silvinit is the largest Russian mining and industrial complex for the extraction and production of potash fertilizers and various types of salts. The enterprise develops the only in Russia (second in the world) Verkhnekamskoe deposit of potassium and magnesium salts, the commercial reserves of which amount to 3.8 billion tons of ore (in terms of 100% K2O). Silvinit OJSC is the legal successor of the Solikamsk Potash Plant (1934), which is the founder of the Russian potash industry.

JSC Silvinit today is a modern mining and industrial complex, which includes three mining departments with a complete production cycle, a mine construction department, an industrial port, and a railway transport department.

The products of JSC Silvinit are in steady demand within the country and on the world market. Potash fertilizers are supplied to all regions Russian Federation and exported to more than 60 countries around the world. Enriched carnallite, which is the raw material for the "winged" magnesium metal, provides the production of half of the metal magnesium produced in Russia. Every third ton of technical salts of the country is produced by JSC Silvinit. The international certificate for the quality system ISO 9001: 2000, received by the company in 2000, became a guaranteed confirmation of the ability of JSC Silvinit to produce high quality products.

2.1 History of creation of JSC "Silvinit"

In 1907, Nikolai Ryazantsev, a technician at the Troitsk salt plant, collected samples of yellow, red and dark red salts while drilling the Lyudmilinskaya well in Solikamsk. Local pharmacist Vlasov determined that red salt is rich in potassium. However, the head of the laboratory of the Geological Committee in St. Petersburg - the German Galfhausen - made the opposite conclusion regarding the samples sent by Ryazantsev: “The most negligible percentage of potassium was found in the Solikamsk salts. Such salts have no industrial value ”. There is a version that such a conclusion appeared exclusively in the interests of the German potash industry. The fact is that at the beginning of the XX century. Potash fertilizers all over the world were produced only by Germany.

And only in 1925, the famous geologist, professor of Perm University and a member of the Kolchak government, who miraculously escaped the repression of the Bolsheviks, Pavel Preobrazhensky, discovered the Verkhnekamskoye deposit of potassium and magnesium salts in Solikamsk.

Literally the next year, the Presidium of the State Planning Committee of the USSR decided to start organizing the potassium industry in the USSR "on the basis of the Solikamsk and nearby deposits." The construction of a potash plant in Solikamsk was declared an All-Union shock construction project along with the construction of Magnitka or DneproGES.

To organize the production of potash salts, their processing and sale, the Potash Trust was organized. V.I. Zof was appointed its first chairman, and later, in 1930 - Vladimir Tsifrinovich. He became the first director of the First Potash Plant, where on the night of April 19, 1930, the first tubs of potassium were obtained.

On March 14, 1934, by the Decree of the Labor and Defense Council, the Solikamsk potash plant named after the 10th anniversary of the October Revolution, and now - JSC Silvinit, was enlisted in the operating system.

2.2 Financial economic indicators JSC "Silvinit"

Figure 1 presents a diagram showing the production of potash fertilizers in 2000-2007. (million tons)

Fig. 1. Potash fertilizers production

By 1998, Silvinit was able to stabilize the decline in production in the early 1990s. In 1998, a decision was made to restore production capacities to design - 2.5 million tons of potassium in 100% nutrient. In 2004 this task was accomplished: Silvinit produced 4.2 million tons of fertilizers in natural terms and for the first time in the entire 70-year history of the enterprise reached 100% capacity utilization. During that period, the Plus Million program was developed, envisaging an increase in productivity up to 5 million tons per year by 2006. Today, the Plus Million program continues: in 2009, Silvinit plans to reach a stable production of 6 million tons of potassium chloride per year.

Geography of supplies

Since the beginning of the new millennium, there has been a steady increase in the consumption of potassium chloride in the world. According to experts from the International Association of Fertilizer Producers (IFA), in general, in the period from 1999 to 2007, the consumption of potassium chloride in the world increased by 20% and amounted to 26.2 million tons of K2O in 2006.

Silvinit supplies its products to more than 50 countries of the near and far abroad. Traditionally, the main buyers of Silvinit products are China, India, Brazil, Eastern Europe, Southeast Asia, South Korea and Japan.

In 2007, Silvinit ranked fifth in the world among producers of potash fertilizers. The main competitors of OJSC Silvinit in the world market are: Potash Corp .; Mosaic ULC (Canada); ICL (Israel), Kali und Salz (Germany); Arab Potash Company (Jordan); RUE “PO“ Belaruskali ”(Belarus), OJSC“ Uralkali ”(Russia).

Figure 2 shows the structure of export supplies of potash fertilizers by region.

Fig. 2. Structure of export supplies of potash fertilizers

2.3 Analysis of the practice of using independent consulting in the management system

For many years, the practice of using consultants at OJSC Silvinit was of a short-term, episodic nature, the efforts of consultants were scattered and based mainly on personal initiative. At present, the concept of management at JSC Silvinit is at a stage of development when the logic of the theory is being worked out, that is, a set of rules within the framework of this theory. The managers were faced with the task of overcoming the existing lag, mainly through high self-organization, interaction and integration with the management experience accumulated within the framework of the theory of organization and modern management.

There are three reasons that made it necessary to attract independent consultants to OJSC Silvinit: the emergence of professional domestic consulting companies that could reduce the country's dependence on foreign experts; optimal adaptation of the management know-how to the specific conditions of Russia by local professionals; reducing the use of expensive foreign specialists, which will reduce the cost of the consulting part of many projects, save currency, and also make these services available to local clients, including small entrepreneurs.

For many years, OJSC Silvinit has had business relations with a consulting company that carries out statutory audits, information support for accounting and management accounting.

During the transition to a marketing approach in management, a great deal of assistance in the field of operational consulting was provided by the consulting company "Bovykin and K". Also operational consulting in the field strategic planning and organizational development, financial management, personnel management and selection, organization of production of goods and services were carried out by the following consulting companies: Euromanagement, Perm Consulting Company, Personnel Systems, FINEX.

Based on the foregoing, in our opinion, it is necessary to analyze the personnel management system in order to increase the productivity of production at JSC Silvinit.

The relevance of this direction is obvious, first of all, because the most effective development is the enterprise that has a well-developed personnel management system.

The main aspects of the influence of the human factor on improving the efficiency of JSC "Silvinit" are: selection and promotion of personnel; their preparation; the maximum coefficient of the constancy of the composition of employees; improving the material and moral assessment of the work of employees. All these are the components of the personnel policy of the enterprise, which underlies its management of human resources.

Analysis of the structure of services provided by management consulting firms at OJSC Silvinit during 2007-2009 yielded the following results: 31% - consulting services on operations and process management, including business reorganization and overall quality management, 17% - consulting on corporate strategy, 17% - consulting on information technology strategy, 16% - consulting on business development, 11% - consulting on organizational design, 6% - financial consulting, 2% - marketing and sales services. All these results are presented in Fig. 3:

Rice. 3. Analysis of the structure of consulting services at JSC "Silvinit"

Currently, in the field of management consulting at OJSC Silvinit, there is a pronounced tendency towards greater specialization. Increasingly, the managers of OJSC Silvinit are interested in working with companies that do not present themselves as universal experts in solving business problems, but have specialists with the necessary knowledge and experience, for example, in a functional area or in a specific field of industry.

Consulting analysis was carried out by the following companies: in the field of strategic planning and organizational development: Euromanagement, consulting company Bovykin and K; in the field of financial management: Perm consulting company; in the field of personnel management and selection: IT Group of Companies, Personnel Systems; in the field of organizing the production of goods and services: "FINEX".

2.4. Analysis of the structure of personnel management in JSC "Silvinit" by methods of independent consulting

Personnel policy and personnel management functions at OJSC Silvinit are carried out by the personnel department. The personnel department has been functioning as a separate division since 1965. Based on the recommendations of an independent audit, in 2005 it was transformed into a personnel management service, including the head of the service, his deputy and HR managers (12 people in total).

HR managers perform the following types of work: planning, selection, recruitment, selection, placement, release of personnel; training of employees, vocational guidance, adaptation, retraining, certification, assessment of the level of qualifications, professional advancement; organization of payment and stimulation of labor, motivation, security.

Today, the personnel management service of OJSC Silvinit operates on the basis of the following conceptual acts regulating the activities of personnel in various aspects of the organization's activities: regulations on personnel, regulations on remuneration, regulations on professional development personnel, collective agreement since 2005, regulations on the system of continuous personnel training, regulations on certification of managers, regulations on hiring, adaptation, regulations on management reserve, OJSC Silvinit standard for certification of workplaces.

The service has created: a council of innovators, a labor dispute resolution service. The personnel policy of JSC Silvinit is shown in Fig. 4.

Rice. 4. Personnel policy of JSC "Silvinit"

Chapter 3. Recommendations for improving the efficiency of management consulting at OJSC "Silvinit"

3.1 Study description

The study was carried out at RU-2 of JSC Silvinit.

The subject of research is workplaces at JSC "Silvinit".

The purpose of the consulting is the analysis and modeling of workplaces at JSC Silvinit.

The efficiency of the use of labor itself, tools and means of production and, accordingly, labor productivity, the cost of production, its quality and many other economic indicators of the functioning of the enterprise largely depend on how the workplaces are organized.

The analysis of workplaces included the stage of systematic collection and analysis of information about the content of the work, the requirements for workers and the conditions in which the work is performed.

The workplace analysis consisted of the following stages, shown in Figure 5.

Step 3.

Assessment and implementation of the modified workplace project.

Rice. 5. Stages of workplace analysis

Four methods were used individually or in combination to obtain the information needed to analyze the workplace:

1. observation;

2. interview (interview);

3. questionnaires;

4. a list of the employee's responsibilities.

In any of these methods, data about the workplace was first collected, and then the process itself was studied, for which the work tasks performed by the person concerned were considered.

The source of basic information for the analysis was the questionnaires presented in Appendix 3 and proposed by A.E. Luzin.

The estimated time for the study is 3.5 months, the number of employees involved is at least 3 managers.

3.2 Conclusions on consulting

As a result of the study, it became possible to determine the functional responsibilities for each employee of the organization and qualification requirements to the workers themselves. The analysis of workplaces made it possible to most effectively organize the company's activities, ensure the correct placement of workers, a rational workload.

As a result of the study, it is predicted that the staff turnover rate will decrease to 10% and the sales revenue will increase by 20% (due to the rational use of working time).

Workplace analysis is closely related to the development of personnel management programs and is used in the following areas:

Preparation of a description of the workplace (in full, it includes a summary of the essence of the work process, the employee's duties and the degree of his responsibility, as well as some information about the working conditions;

Workflow specification. The specification indicates the personal characteristics of the employee required to complete this process;

Workplace project. The information obtained as a result of the analysis is used to develop or modify the structure of the elements, responsibilities and tasks associated with a given job position;

Selection of employees and their recruitment: analytical information is taken into account when selecting employees for a specific position. The analysis helps to select applicants who will work with maximum efficiency and feel comfortable in this job;

Assessment of labor productivity by comparing actual and “planned” labor productivity. Workflow analysis is used to calculate an “acceptable”, ethical level of productivity for a particular workplace;

Personnel training and qualification improvement. The information obtained as a result of the analysis of the workflow is used to develop and implement training and professional development programs. The job description helps to establish the skills and abilities required to complete the process;

Career planning and promotion. The movement of workers from one position to another, from one operation or process to another receives a clear and detailed informational basis;

Salary. Wages are usually directly linked to skills, skill, working conditions, health risks, etc. Analysis of jobs provides a starting point for comparison and the corresponding remuneration of workers;

Safety. The safety of the work process depends on the correct location of workplaces, compliance with certain standards, equipment and other conditions. What is inherent in this workflow, and what kind of workers are needed to complete it. This and similar information can be obtained precisely during the analysis of jobs.

The first solution to the problem involves the development of job descriptions based on the analysis of work.

The second approach to the development of job descriptions reflects an unconventional view of the problem - a job description can serve as a real business management tool only if it was developed on the basis of an informal attitude to this document. When developing a job description, as one of the most important internal organizational documents, the following goal can be formulated: to create a document that will allow in real time to regulate the activities of an employee within a specific position in the structure and management system of the organization.

The sequence of tasks solved to achieve this goal can be represented as in Fig. 6.

Rice. 6. Stages of development of job descriptions based on the specification of the business process.

The activity on the development of job descriptions should begin with the definition and concretization of the business process, part of which is the activity of a particular employee of the organization. A business process is a set of internal steps (types) of activities, starting with one or more inputs and ending with the creation of products, necessary for the client... The purpose of each business process is to offer the customer a product or service, i.e. products that satisfy it in terms of cost, durability, service and quality. Only by clarifying the business process, it is possible to clearly define the role and place of the tasks it solves in this process.

To determine what the employee should do within the position, you need to carry out system analysis his activities. Highlight the main thing - the purpose of his activities. Formulate his steps (tasks) related to the achievement of the goal. Break down the solution of problems into a sequence of interrelated operations (responsibilities). Formulate criteria for assessing the effectiveness of an employee's activities within a given volume of his work. In order to be able to assess the quality of the result obtained by an employee of the organization, it is necessary to create an assessment scale, develop a system of performance criteria. Adequate accountability of an employee to his immediate supervisor is an important part of the organization's management system. Any reporting is negatively perceived by the staff, since each employee sees in it, first of all, an infringement of personal freedom. However, competent (according to clear parameters) compiled reporting is not just an element of connection between management decisions and the results of their actual implementation, but also one of the tools that allow you to systematize the activities of personnel, to teach your subordinates to structure their work time.

To build a job description, you need the following information:

· To whom the employee reports directly and on what issues;

· Who else gives (can give) instructions to him and on what issues;

· From whom and in what time frame he receives the necessary information and what kind;

What information, and in what time frame he submits, and who requests it;

· What are the main tasks solved by the employee (areas of activity); what are his functional responsibilities;

· In what areas and what amount of knowledge should he personally and his colleagues in the department have;

· What exactly they should be able to do, and what he should be able to do;

· What should be his general educational level and the level of his colleagues; what rights he should have for the effective implementation of his duties; what should be the measure of responsibility;

How he should communicate with outside world on what issues and in what amount of information; under what conditions the employee's activity can be considered quite successful; what is the generalized information on the results of the employee's activity and in what time frame should be received by his immediate supervisor.

When analyzing the information received, it is necessary to formalize the activities of the personnel, concretize the activities of the employee, clearly divide the powers and areas of responsibility of specialists, and eliminate the parallelism of functions. In addition, the work carried out will make it possible to use the collected information in the certification of personnel, as well as to determine the directions for the growth of employees. The estimated time for the project is 4 months, the number of employees involved: at least three recruiters and at least three recruitment assistants, the head of the recruiting department and a lawyer, the number of experts involved is 2.

To predict the rate of employee turnover, it is necessary to analyze the dynamics of the following indicators (Table 1):

Reception turnover ratio (Kpr):

number of employees hired

Disposal turnover ratio (K in):

number of employees who left

average headcount

Personnel turnover rate (Kt.c.):

the number of employees who quit on their own

desire and for violations of labor discipline

average headcount

The coefficient of the constancy of the composition of the personnel of the enterprise (Kp):

number of employees who have worked all year

average headcount

Table 1

Calculation of staff turnover rates

Labor productivity is defined as the ratio of the cost of gross output to the number of man-hours worked.

FRI before = 527520/45080 = 11.7 thousand rubles.

PT after = 633024/41867 = 15.2 thousand rubles.

After the implementation of the measure, labor productivity increased by 3.5 thousand rubles.

The overall growth of labor productivity is calculated by the formula:

ΔПТtotal = (Q * t up to * 100) / Q * t after

where Q is the gross product in kind as a result of the implementation of the event, c;

t before, after - labor costs per 1 centner of production before and after the implementation of the measure:

ΔPTtotal = (22608 q * 2.39 * 100) / (22608 q * 1.85) = 129.19%

This indicates that as a result of the implementation of the measure, the overall growth of labor productivity increased by 20%.

Thus, it is predicted that the staff turnover rate will decrease to 5-8% (due to the empowerment of the employee with real rights and powers) and an increase in sales revenue by 20% (due to the newly developed system of material and moral incentives and rational use of working time). Also, due to more efficient use of working time, it is expected to increase the number of contracts being closed by 10% and the number of attracted clients by 10%.

At the stage of implementation of job descriptions, it is necessary to take into account that employees, as a rule, react painfully to the development of any regulations for their activities in general and an attempt to formalize their activities in particular. Therefore, the process of introducing job descriptions into company practice can be difficult.

Qualitative use of the job descriptions of personnel will contribute to a better understanding by the head of the situation in the company, timely disclosure of deficiencies in the organization's activities, and will provide an opportunity to make adequate and targeted changes without breaking the work system as a whole. In addition, the work carried out will make it possible to use the collected information in the certification of personnel, as well as to determine the directions for the growth of employees, to more accurately assess the organization's need for personnel. Thus, the correct and correct development and implementation of job descriptions of personnel will allow the company's management to increase the efficiency of personnel management and improve the quality of management decisions.

Fig. 7. Economic and social effect from the introduction of job descriptions.

When developing a regulation, it is necessary to determine the individual stages of the implementation process, the order of interaction between participants and the passage of information in the process of performing work.

A regulation is a way of formalizing management procedures. A stage is understood as a part of the implementation process, covering the interrelated work on its implementation and ending with the creation of complex or single documentation or an information product.

A detailed description of the steps is given in table. 2.

table 2

Content of the job description		Final document

1.1. Distribution of work	1.1. Work plan
	1.2. Personal plans of employees involved in the project

	2.1. Business process diagram
2.2. Adjustment	2.2. Business process diagram

	3.1. Part of the section of the job description (DI) "General provisions"
	3.2. Part of the CI section "Main functions and tasks"
	3.3. Part of the CI section "Main functions and tasks"
3.4. Breaking steps (tasks) into sequential interrelated operations	3.4. Section CI "Basic Responsibilities"
Content of the job description	Final document
	3.5. Part of the section CI "General provisions"
	3.6.1. Section CI "Relationships by position" 3.6.2. Section CI "Reporting"

	4.1. Section CI "Rights"
4.2. Determination of the measure of responsibility of the employee-mine	4.2. Part of the section CI "Criteria for the effectiveness of activities and responsibility"
	4.3. Part of the section CI "Criteria for the effectiveness of activities and responsibility"
4.4. Coordination of the educational level of a specialist	4.4. Part of the section CI "General provisions"
Stage 5 Document preparation
5.1. Document formation	5.1. Job description
5.2. Coordination with a lawyer	5.2. Job description signed by a lawyer
	5.3. Job description approved by the director
	5.4. Order on the entry into force of the MD, signed by the directors

	6.1. Job description signed by employees
6.2. Application in practice, identification of document shortcomings	6.2. Staff memos on the deficiencies of the ID
	6.3. CI changes
6.4. CI correction	6.4. Adjusted CI
	6.5. Job description signed by a lawyer
	6.6. Job description approved by the director
	6.7. Order for the entry into force of the new CI, signed by the director.
	6.8 Job description signed by employees

When developing job descriptions, it is of paramount importance to comply with generally accepted legal norms, established requirements for structure, text and design. Among the acting nationwide normative documents should, first of all, be called GOST R 6.30-97, which contains the basic requirements for the execution of organizational documents. The job description is drawn up with the indication of the requisites that are mandatory for the form intended for everyone internal documents: name of the organization, name of the document, date and place of its preparation.

1. The exact name of the position and the place of the employee in the company - this section establishes the direct and functional subordination of the employee, replacement by position during absence, and so on.

2. Lines of activity (or functions) - a stable, isolated type of activity in which the employee takes part.

3. Functional responsibilities- specific operations assigned to the employee and / or the form of participation in their implementation.

4. Funds - workplace, technological and communication equipment, vehicles, office equipment and so on, provided to an employee to perform his functional duties.

5. The rights that are granted to an employee to access the organization's resources.

6. Powers - a special type of rights associated with administrative functions and decision-making.

7. Responsibility is an established need to be responsible for one's actions within the framework of previously fixed obligations, rights and powers.

8. Regulations - documents that an employee should be guided by in his current activities.

9. In addition, the job description may contain an optional part: a professiogram, which includes more specific requirements for a candidate for a position, professional requirements, personal qualities, biographical data that are not shown to employees and serve as a guide for HR specialists in the search and selection of personnel.

10.In large companies who have introduced controlling techniques, job descriptions may include criteria for assessing the performance of an employee holding a given position.

Development of a project implementation plan

The project implementation plan is presented in table 3.

Table 3

Project implementation plan

Content of the job description	Terms of work execution, days	Responsible person
Stage 1 Statement of the problem and distribution of loads and work over time and between experts.
1.1. Distribution of work	2
1.2. Familiarization with the project of employees	1
Stage 2 Definition and specification of business processes
2.1. Writing business processes	21
2.2. Adjustment	+3	Consulting department specialist
Stage 3 System analysis of the employee's activities
3.1. Determination of the goal of each employee	1	HR manager
3.2. Allocation of functions of each specific employee	2
3.3. Formulation of steps (tasks) related to achieving the goal within the functions of each employee	2
3.4. Breaking down steps (tasks) into sequential interrelated operations (responsibilities)	2
3.5. Determining the place of an employee in the hierarchy of the organization	1
3.6. Building information flows in the course of a business process	4
Stage 4 Development of items in agreement with the immediate supervisor of the employee
Content of the job description	Terms of work execution, days	Responsible person
4.1. Defining employee rights	2	HR manager
4.2. Determination of employee responsibility	2
4.3. Determination of criteria for the effective performance of an employee	2
4.4. Determination of the educational level of a specialist	1
Stage 5 Document preparation
5.1. Document formation	3	HR manager
5.2. Coordination with a lawyer	3
5.3. Coordination with the director	1
5.4. Preparation of the text of the order on the entry into force of the JI	1	Office Manager
Stage 6 Implementation of MDI in practice
6.1. Familiarization of employees with the document	4	HR manager
6.2. Application in practice, identification of document deficiencies	21
6.3. Analysis of the material received from employees
6.4. CI correction
6.5. Coordination of the corrected ID with a lawyer	3
6.6. Coordination of the CI with the director	1
6.7. Preparation of the text of the order on the entry into force of the new job description	1	Office Manager
6.8. Familiarization of employees with the new version of the ID	2	HR manager
TOTAL workers	93

Factor 1. Qualifications and potential of personnel

Factor 2. A clear understanding of the goals of the project by all its participants

Factor 3. Compliance with the philosophy of JSC "Silvinit" with the philosophy of a consulting company

Factor 4. Material and labor resources of JSC "Silvinit"

Factor 5. Compliance of the selected management decision with the actual task facing JSC Silvinit

Factor 6. Ability of employees of JSC Silvinit to unite into a team.

Based on the specifics of management consulting at OJSC Silvinit set out in Chapter 2, we propose the following recommendations to improve the efficiency of these activities.

1. The main instrument of the activity of an independent consultant should be the use of technology, the main features of which:

- the complexity, consistency of the approach to the organization: work with all aspects of its activities, highlighting, developing and agreeing with the Client the basic principles of solving the problem and, on the basis of these principles, developing the solution itself;

- completeness of the cycle of consulting services: from a preliminary survey to direct changes in the functioning of the organization in all affected aspects;

- the widest possible use of modern information computer technologies.

2. Use of the "Leader" technology in management consulting activities.

According to this technology, work with JSC Silvinit (ideally) should consist of three successive stages (see Handout (diagram 1)), each of which, in turn, consists of several sets of work (see Handout ( Schemes 2 and 3)).

The sequence of stages corresponds to this approach to working with OJSC Silvinit, according to which the consultant:

 first gets acquainted with the problems of JSC "Silvinit" (below the Client) and carries out diagnostics (Stage I in Scheme 1)

 jointly with the Client determines the principles on the basis of which a comprehensive solution to problems will be developed (Stage II in Scheme 1)

 together with the Client develops a solution and implements it (Stage III in Scheme 1).

In short and simplified, the essence of the approach is as follows:

 identifying problems

 development of principles for their solution

 development complex solution problems and its implementation in practice.

The corresponding sets of works performed within the framework of the unified Leader technology are shown in Scheme 3.

Let us consider in more detail what work packages are carried out at each stage, their structure and what results the Client receives after each stage and work package.

The first stage  diagnostics of the current state of JSC "Silvinit"

The first thing a consultant should do when he comes to an organization is to understand the current situation, to familiarize himself with the state of affairs, with the problems that exist in the organization.

Diagnostics at this stage begins and is carried out in full as the target activity of the consultant, and then diagnostics is carried out in a continuous monitoring mode that tracks current changes in the organization in comparison with its initial position.

At the same time, the stage of diagnostics can be self-sufficient  in the case when the consultant provides the Client with his view "from the outside" on the state of affairs in the organization, and the Client further independently uses the information received by him.

Diagnostics of the state of the organization primarily includes:

Identification and structuring of existing and potential problems of the organization

 identification of the current capabilities and hidden reserves of the organization.

The main diagnosed aspects of the organization (see Diagram 3):

1.financial and economic (structure of financial flows, structure of costs and profits, market position, etc.)

2.organizational and production (system of business processes, functional and organizational structure, structure and state of production technologies)

3. socio-psychological (psychological climate of the organization, corporate culture, incentive and motivation system, the degree of staff readiness to carry out transformations, etc.).

Diagnostics affects all subsystems of the organization (marketing, production, finance, advertising, personnel).

Diagnostics  very important stage consulting work with the organization. In its course:

 the consultant gets acquainted with the organization, receives information, which later becomes the starting point for developing a set of solutions and a set of measures to influence the organization, therefore diagnostics is carried out in a comprehensive manner in all aspects

 The client receives a "outside view" of his own organization, his ideas (sometimes "vague") about the nature and interrelationships of organizational problems deepen and become systematic

 there is a process of mutual acquaintance and "grinding" between the consultant and the Client

 the consultant makes initial "estimates" what methods he will use in working with the organization and how

 begins the search for "agents of transformation" in the organization  factors, people  who have the greatest influence on organizational processes and which can be used for the process of organizational change

 at the same moment, a "project team" begins to form  a team of people called upon to help both the consultant in his work (provide information, discuss problems, agree on a single point of view and a single approach), and their organization  to be "conductors" of a new understanding, new ideas, technologies, relationships.

The diagnostic result is:

1.analytical conclusion containing

 a systemically holistic picture of the state of the organization, which is the basis for developing options and making management decisions in order to comprehensively solve problems and use the capabilities of the organization

2. a new, deeper awareness of the state of the organization by its personnel and, first of all, by the executives and the "project team".

At the second stage  development of the doctrinal complex of JSC "Silvinit" it is necessary to adapt it to the specifics of the organization.

The structure of the organization's doctrinal complex is shown in Figure 2.

The doctrinal complex of the organization includes:

Mission of the organization

Organization strategy

 philosophy of the organization.

The mission sets the main directions of movement of the organization, the location of the organization to the processes and phenomena occurring inside and outside it. Therefore, the mission of the organization includes:

 social, externally oriented role of the organization

• the value of the organization to those who work in it.

In addition, the mission is in the very general view defines:

 the forms of the processes taking place in it.

The organization needs a mission so that its top management has a basis for coordinating the interests of various actors directly involved in its activities.

The results of the development of the mission are:

 increasing the degree of awareness of the organization of itself as an independent subject in the surrounding world

 providing the subjects of the external environment with a general idea of what the organization is, the formation of its image ("externally-oriented" meaning of the mission)

 development of the foundations for building the relationship "organization-individual" and "individual-individual" adequate to the current situation for different groups people whose interests influence the activities of the organization

 promoting unity within the organization and creating a corporate spirit, providing opportunities for more effective management of the organization ("internally oriented" meaning of the mission).

The next step after the development of the mission, which consists in increasing the productivity of OJSC Silvinit, is its specification, which takes place in the form of setting strategic (basic, designed for several  3-5  years) goals of the organization and the subsequent development of the organization's strategy and philosophy of the organization.

It happens in the following way.

Based on the mission of the organization, it is determined "what we want to achieve" ( strategic goals), "what and when we will do" (the strategy of the organization) and "how we will do it" (the philosophy of the organization).

Then comes the deployment of an image of the process of implementing strategic goals. It follows two parallel paths.

The first way is concretization, "deployment" of "substantial" aspects of the mission and strategic goals, development of the organization's strategy.

The development of an organization's activity strategy allows the organization's management to be transferred from a process that "takes shape" under the influence of randomly occurring external and internal factors, to systematic activities to achieve certain results with the ability to:

 assessing the achievement of these results according to a certain system of criteria

 application of adequate management influences.

The organization's strategy is developed jointly by the team top managers organization and a consultant on the basis of an initial analysis of possible options and selection from them.

The main role of the consultant in this process is to ensure high productivity of teamwork and methodological support of the process.

The results of the strategy formulation work are communicated to all personnel in the organization.

As a result of developing a strategy for the organization, it becomes clear:

 the main strategic goals of the organization, a time plan for their achievement

 the main processes of the organization's activities and their content, financial and economic justification and organizational and managerial forms

 options for the organization's behavior due to changes in the external and internal environment

2. personnel (first of all, management), carrying out coordinated actions to achieve and adjust the strategic goals of the organization.

Defining an organization's strategy necessarily implies the further development of the following products: a plan strategic development(business plan) and a strategic management system, which includes: a set of business processes, the main purpose of which is  to carry out the process of strategic management of the organization's activities; trained personnel  executor of these business processes; methodological support of the personnel of the strategic management system.

Business processes of the strategic management system allow: monitoring changes in the internal and external environment of the organization; in "real time" to design the ways of the organization's reaction to these changes and to carry out this reaction; predict possible options for the dynamics of the internal and external environment of the organization.

The strategic management system as an organizational subsystem allows: to make strategic management the basis for the activities of both the organization as a whole and all its divisions separately; go from managing an organization as a reaction to already accomplished facts to managing on the basis of an emerging trend in the development of the internal and external environment of the organization in a proactive mode.

As a result of the creation and effective functioning of the strategic management system, the organization ceases to be completely dependent on the external environment, gets the opportunity to timely adapt to the external environment, obtain qualitatively new opportunities and thereby create the necessary conditions and remove obstacles on the way to achieving its goals.

The development of the organization takes place in accordance with the development trends of the internal and external environment, and as a consequence:

 the organization's resistance to various changes increases

 risks are reduced (for example, investment projects of current activities or development)

 the competitiveness of the organization increases.

The second way of deploying the image of the process of implementing strategic goals is to specify, "deploy" the "formal" aspects of the mission, and develop the philosophy of the organization.

These principles (formulated in terms of "how", "how") serve as the basis for the development of forms of relationships between actors  norms of relationships between employees of the organization, norms of attitudes towards customers, competitors, partners, incentive and motivation systems, etc. (see Diagram 2).

The organization's philosophy is a continuation of the organization's mission and defines socially significant results and processes for achieving goals.

Corporate philosophy serves as one of the tools for reconciling the interests of individual employees and the organization as a whole.

Organizational philosophy is formed by:

 basic assumptions that members of the organization adhere to in their actions

 values shared by members of the organization

 beliefs

 expectations

 norms of behavior.

The main result of the development of organizational philosophy is that the head of the organization receives additional leverage, management of the organization.

Plus,  organizational philosophy is a very effective factor in increasing the sustainability of an organization (especially a large one). This is especially important in moments of crises and rapid changes in the external environment of the organization, when the flow of information that "falls" on the top management of the organization cannot be qualitatively processed by them, and middle managers have to make decisions on their own in many respects  it is a common system of principles known to all helps them make the right decision.

This is achieved through the following factors:

The foundation is being created in the organization unified system"rules of the game" for its employees and the organization as a whole

 employees clearly understand their place in the organization, know the principles on the basis of which they need to build their behavior inside and outside the organization

 leaders of the organization understand on the basis of which principles it is necessary to make management decisions (first of all, concerning the forms of activity processes)

 information channels in the organization are properly organized

 employee behavior contributes to the achievement of the organization's goals

 the efficiency of the organization as an integral organism increases.

At the third stage, the development and implementation of solutions to the problems of JSC Silvinit related to the improvement of personnel policy takes place.

After the development of the principles, the stage of direct solution of the problems of the organization follows.

The development of solutions to organizational problems is carried out within the framework of the work packages discussed below.

On the one hand, solutions to those problems that relate more to the "substantive" aspects of the organization's activities are developed "on the basis" of the organization's strategy. This happens within the framework of the following work packages:

Organization of management and financial accounting, which includes: systems: pricing, cost management, budgeting, accounting policy (chart of accounts, a system of typical business transactions), methods of developing and making management decisions;

Reorganization of business processes: development of the structure of the organization's business processes, a system of business procedures, development of an organizational and functional structure, a system of job descriptions, development of a document flow mechanism;

Conceptual design, integration, development and implementation of information systems: support and decision-making systems, systems operational management, automated control systems technological process(APCS).

On the other hand, solutions to those problems that relate more to the "formal" aspects of the organization's activities are developed "on the basis" of the philosophy of the organization. This happens within the framework of the following work packages: development of personnel policy, development of a personnel development system, which includes: personnel management, personnel certification program, personnel development programs, development of a personnel incentive system.

Let us first consider the detailing of the "formal" aspects (Figs. 2 and 3).

Personnel policy is necessary because the development of an organization constantly requires the implementation of many functions for personnel management, which must be coordinated with each other: planning the need for employees, recruiting, adapting new employees in the organization, promoting promising employees, dismissal due to professional unsuitability or age, and etc. In addition, for example, in a large organization there may be employees who do not fully use their capabilities, knowledge and skills.

HR policy includes the following aspects:

 general principles and priorities of goals

Organizational and staffing policy (planning needs, recruitment, promotion, relocation, dismissal, creation of a reserve of employees)

Organizational and labor policy (working conditions, safety precautions)

Information policy (principles of information movement system)

Financial policy (principles of distribution of funds, basics of the compensation system)

 personnel development policy (principles of preparation of personnel development programs)

 assessment of performance results.

Results of the development of personnel policy:

 an action plan for personnel policy and financial plan for a certain period (for example, 3, 6, 12 months, 2 years, 5 years :)

 a set of materials for working with personnel: legal documents, testing programs, etc.

 an adequate choice of special (proprietary) methods of working with personnel

 decrease in staff turnover

 maximum use of the potential of employees of all levels

 improving the psychological climate and increasing teamwork coordination

 increase in labor productivity due to the optimal use of the professional potential of employees

 reduction of time and material costs when dismissing and hiring employees, as well as those associated with the adaptation of a new employee

 assistance to the manager in making decisions on admission and dismissal

 the existence of a complex of adequate planning methods human resources and recruiting personnel using a clear system of criteria

• a clear understanding of the relationship between human resource planning and organizational performance.

Building a system for simulating and motivating personnel includes:

 study of the weight of various (material and non-material) factors affecting the interest of employees in the content, forms, results of work

 creation of structure wages

 creation of incentive tools (aimed primarily at increasing the productivity and quality of employees' performance of their current daily work)

 creation of motivation tools (aimed at using the creative potential of employees, mastering new functions, proposing new ideas)

 development and reorganization of the remuneration system and the system of its periodic revision.

Results:

 flexible and adequate remuneration system that meets the requirements of fairness and takes into account the real results of employees' activities, requirements new technology motivating high performance

Stabilization of the staff, based on high satisfaction (and not only material) of employees with the results of their work, the possibility of disclosing their creative potential within the organization

 increasing the "margin of safety" of the organization, especially important at the time of organizational crises

 increasing the "bank of ideas" of the organization by increasing the creative potential of employees

 decrease in the number conflict situations, improvement of the psychological climate, corporate culture due to the awareness of employees of the fairness of remuneration for their work.

The personnel development system is formed by:

 personnel management

Staff appraisal program

 professional development programs for personnel.

Personnel management is a document that specifies the rules (a set of basic norms) for the behavior of employees in various life situations, both within the team and outside it.

The main sections of the Personnel Manual:

 labor relations  the procedure for hiring and dismissing employees

 relationships within the team:

 vertical relations  between a boss and a subordinate ("portrait" of a boss and a subordinate, principles of delegation of authority and responsibility, career and professional growth, consideration of labor disputes, etc.)

 horizontal relationship  with colleagues

 employee-organization relationship)

 relations with the external environment:

 with clients

 partners

 competitors

 working hours of employees  days and hours of work, late arrivals, absences and absenteeism

Financial discipline of employees

Safety

 working conditions and employee benefits  annual vacations, health and pension insurance, education

 the system of maintaining and improving the activity  the procedure for submitting and considering proposals, solving problems, remuneration.

The personnel management is developed on the basis of the principles laid down in the corporate philosophy and is their organic continuation.

Result of the development of the Personnel Manual:

 adaptation of new employees in the team is facilitated

 the organization's employees are more aware of themselves as united team

Organizational culture is improving

 the team more easily adapts to changes in the external and internal environment of the organization

 a system of criteria for assessing employee behavior appears, which is especially important when resolving conflict situations

 less energy of management personnel is spent on managing the team.

Personnel certification  a set of activities in the process of which the head of the organization gets a clear idea of the strengths and weaknesses of the personnel available in the organization.

The results of certification bring a lot of valuable information, on the basis of which it is possible to establish and adjust the qualification requirements for personnel, competently plan further training events in the future and select the employees that are best suited for the organization.

The results of personnel certification are as follows:

 obtaining multidimensional information about each employee of the organization

 getting the opportunity to make optimal use of the potential of each employee

 identification of candidates for promotion, relocation, dismissal

 getting the opportunity for optimal distribution of duties, defining areas and degree of responsibility of an employee

 obtaining a basis for planning activities to improve the qualifications of personnel in the organization

 Formation of requirements for an employee holding a certain position in the organization, development of professiograms.

The system of advanced training of personnel is an important condition for maintaining the competitiveness of the organization. Even with the highest quality of goods or services produced by the company, in order to achieve success, it is necessary that all parts of the company work quickly, smoothly and professionally. This is especially true in the context of the rapidly changing external environment of the organization, the impossibility of predicting its development for the long term.

All this requires a high level of qualifications of the organization's personnel, the ability of people, especially managers, to make the right decisions, to clearly interact with each other using the most modern knowledge in various areas of organizational activity. It is no coincidence that it is recognized that highly qualified personnel are the most valuable capital of any organization.

Professional development programs are prepared for employees different levels hierarchy:

 ordinary employees of the organization

 middle managers

 top managers.

Professional development programs are drawn up taking into account the specifics of each employee and the area of his professional activity and can be developed for:

 typical workplaces (for example, sales managers and contract managers of the sales department)

 groups of employees (for example, the sales department as a whole)

 personally.

Professional development programs can cover the following areas: personnel management, time-management, team-building, project management, the external environment of the organization, management of activities, systems analysis (fundamentals of systemic management of an organization, problem analysis, etc.).

Professional development programs are developed taking into account the results of personnel certification and serve as one of the tools for implementing the organization's personnel policy.

Staff development programs can be implemented in various forms:

Theoretical (lecture) course in various disciplines

 seminars, workshops

 trainings (team building, telephone communication, interpersonal communication etc.)

 individual counseling.

The results of the implementation of personnel development programs:

 increasing the efficiency of the personnel

 improving product quality

Improvement organizational culture based on a more qualified approach to solving organizational problems

 increasing the level of regular management

 stabilization of the personnel structure on the basis of providing the organization with opportunities for professional, career and personal growth for employees.

Consider the detailing of the "substantive" aspects (Schemes 2 and 3).

Reorganization of the activities of enterprises is a set of measures aimed at changing the content side of the organization's activities, finding and developing the most appropriate way to build it.

In the course of the reorganization of the activities of enterprises, the following groups of work are carried out:

1.statement of financial and management accounting

2. reorganization of the structure of the processes of the organization's activities

3. conceptual design of the enterprise information system.

A competent organization of the financial and management accounting system (which includes a cost management system, budgeting, decision support mechanisms) forms the key point of setting the management of any organization. Using the methods and mechanisms of planning, distribution and cost control, it is possible to organize effective enterprise management under any external economic conditions.

Results of building a financial and management accounting system:

 optimal reflection of business transactions in all sections of accounting, obtaining detailed information on all business transactions

 facilitating the current work as a result of the formation of a unified system for reflecting business transactions on the accounting accounts

 effective control of sources of cost generation

Full-scale planning of resource allocation and use

 the ability to quickly transfer accounting methods to the automation system

 timely and quick formation of the necessary reporting of any level of detail using the automation system as a mechanism for the effective organization of work

 obtaining by the management of the organization mechanisms to help in the development of strategic and tactical decisions.

Reorganization of business processes of the organization includes:

1.development of the structure of the organization's business processes, a system of business procedures

2.development of an organizational and functional structure, a system of job descriptions

3. development of a document flow mechanism.

System of business procedures a single optimally designed business process of an organization, consisting of a set of smaller business processes (procedures and operations), connected by inputs and outputs, documented.

In the system of business procedures, the activities of the organization are presented in the form of a single process, which allows for holistic management, and therefore effectively solve the pressing problems of the organization.

A well-structured system of organizational procedures allows for horizontal communication between departments, which makes the decision-making process much more efficient.

A holistic, logically consistent system of business procedures ensures the system integration of the organization. The main principles of its development are:

 individual approach to each organization

 precise detailed description of the target activities of the organization

 a rigorous regulatory approach to the design of an organization's performance management system.

The results of the development of the business process of the organization and the system of business procedures:

 an integral system of processes of organizational activity, which is primarily necessary for making managerial decisions to improve the organization

 determination of the most critical and significant areas of the organizational process

 optimization of resource allocation

 integrity of management of target activities, which allows solving the current problems of functioning and development in a comprehensive and holistic manner, rather than locally.

Organizational and functional structure of the organization the distribution of the organization's business processes between workplaces, divisions of the organization, which forms the structure of the divisions of the organization (taking into account their tasks, hierarchical subordination).

The development of the organizational and functional structure of the organization includes:

 draft of the normative organizational and functional structure of the organization

 definition of "functional portraits" of positions, requirements for individual jobs

 description of the process of implementation of normatively designed functional and organizational structures.

Job description system system of job descriptions: tasks, subordination, rights and responsibilities, functions performed, methods of functions implementation, reporting procedures, procedures for working with documents. The organizational and functional structure and system and job descriptions will allow:

 to establish a clear mechanism of interaction between departments

 to create for each employee of the organization an accurate idea of not only his job duties, but also the methods of their implementation, which will save time for their implementation

 due to an accurate and detailed description of each procedure, reduce the subjectivity of the employee's interpretation of their duties and thereby objectify the entire process of organizational activity

 reduce the likelihood of unforeseen (abnormal) situations due to the exact implementation of job descriptions

 adequately and effectively respond to emerging emergency situations thanks to the adaptation mechanism, which is an integral part of the designed control system.

Document flow mechanism a unified documented information system of the organization.

The document flow mechanism is an important integrating factor, both uniting departments within the organization, and connecting the organization with its external (system) environment. Due to the integrative nature of the document flow mechanism, its inefficiency significantly affects the successful functioning of not only individual divisions, but also the organization as a whole and can manifest itself:

 in restrictions on the correctness of management decisions, since it primarily depends on the completeness and reliability of information support

 in unreasonably high costs of resources for the collection of information necessary for the implementation of organizational procedures

 in the difficulties of carrying out measures for the reconstruction of the organization due to the lack of the necessary information infrastructure

 difficulties in planning large-scale organizational activities due to incomplete information support and lack of unity and integrity of information flows.

The document flow mechanism includes: forms of documents (purpose, information fields, registration of forms), routes of movement of documents, the procedure for filling out documents (information fields), the procedure for using information.

The results of the development of a document flow mechanism are: improving the quality of management decisions by increasing: efficiency of information provision, completeness of information, reliability of information; exclusion of cases of loss of information; streamlining access to information in accordance with clearly defined regulations (each employee knows how  as a result of which procedure and in which document  he can obtain the necessary data); reducing the cost of resources to maintain information exchange; separation of access to work with information; improving business security; the information model of an organization can become a prototype of an automated (computer) document management system.

Information system in the organization

A well-organized business process of an organization, an accounting system and a document management system make it possible to widely use modern computer information technologies in an organization.

The following complexes of work on development and implementation are associated with them:

 support and decision-making systems

Operational control systems

Information system as the basis for effective accounting and management in an organization

The quality of the solution depends on the reliability, completeness of the information provided, the speed of its provision, and the convenience of processing.

If, for the reliability and completeness of information, a clearly organized accounting and document management system, linked to the organization's business process, is sufficient, then to increase the speed of provision and convenience of information processing, the most effective solution is a unified computer information system of the organization (CIS).

The unified corporate information system of the organization: "fixes" the accounting system of the organization and the associated structure of the business process; is an "electronic" embodiment of the organization's workflow; consolidates the methodology for the development and adoption of management decisions.

Information systems are divided into:

Operational control systems

 support and decision-making systems.

Operational management systems allow you to enter and store the information necessary for the manager in a single data format and receive reports necessary for the operational management of the organization.

Automated process control systems are designed for operational control of a technological process based on computerized information retrieval from equipment and control of its operating mode.

Decision support systems make it possible to analyze the stored data according to the criteria necessary for a manager when making a managerial decision at any level.

Information system as a "transformation agent" in the process of consulting and organizational development

The role of the information system in the process of solving the problems of the organization can be very important.

The fact is that one of the most difficult moments in consulting is the implementation of the solution developed by the consultant.

This is due to the fact that any change in the organization is associated with:

 with the need to change the behavior of its employees (and human nature always resists change)

 with a change in the balance of interests of employees, groups, departments, etc., existing in a dynamic equilibrium in any organization.

Therefore, special attention in consulting should be paid to the methods of implementation of solutions.

The process of organizational change is easier if each employee clearly knows "what they want from him", "how he should do it", "what he will get for doing it" and "how it threatens him." In addition, the process of change largely depends on the level of interest of middle and lower managers in it.

Conclusion

As a result of the work done, we: studied theoretical sources on the research topic; analyzed the practice of using consulting methods in management practice; the analysis of the existing system of personnel policy at OJSC "Silvinit" was carried out by methods of operational management consulting; specific recommendations were developed in the form of a consultant's report.

Here are the main theoretical results of the study:

1. Management consulting is a type of intellectual professional activity, in the process of which a qualified consultant provides objective and independent advice, contributing to the successful management of a client organization.

2. The main task of consulting is to identify and find ways to solve existing problems. Any consulting project includes the following main stages: diagnostics (identification of problems); development of solutions; implementation of solutions.

3. Management consulting refers to professional assistance from management specialists to business leaders and management personnel of various organizations, consisting in jointly developed solutions based on an analysis of existing problems of functioning and / or the potential for further development of organizations.

4. To be successful, the consultant should (ideally): know the methods that are used when working with the organization in various aspects of organizational activities; know the areas of application of these methods and their limitations, be able to choose them depending on the task and taking into account the existing conditions (restrictions) and systematically, comprehensively apply; maximally technologize your work, reducing your activity from art to technology, know the sequence of steps that are most likely to lead to success in consulting, clearly formulate the result of work and ways to achieve it; not to be afraid to use information technologies and be able to determine which of them are most effective in each specific case.

5. We acknowledge the key qualities of consultants: broad public interest; self-confidence: objectivity, prudence, mental and intellectual balance; flexibility of mind: validity and perseverance in finding solutions, analytical skills, tactical and strategic thinking; technical skills: academic background, practical work methods; experience: from work in enterprises, from activities as a consultant; knowledge of the industry and the subject of consulting: theoretical, practical.

Thus, the goal of the work, which is to study the practice of using consulting methods and attracting independent consultants in the management system, has been completed, the tasks have been achieved.

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Annex 1 Definition of concepts of management consulting (CM)

P / p No.	Definition	Source
1.	QM - highly qualified assistance to managers aimed at improving the performance of organizations, which is provided by independent (not part of the organization) experts who specialized in a particular field	Chakyrov K. Management consulting - process organization. - Sofia, 2006.
2.	MC is a kind of expert assistance to the leaders of the organization in solving the problems of restructuring management in the changing external and internal conditions	Rapoport V.Sh. Diagnostics of management: (practical experience and recommendations). - M .: Economics, 2008.
3.	The CM is an activity and a profession, its content is to help managers in solving their problems and in the implementation of scientific achievements and best practices.	Yuxvyarav R.K., Khabakuk M.Ya., Leimann Ya.A. Management consulting: theory and practice. - M .: Economics, 2008.
4.	MC is a specifically organized process of interaction between a consultant and the personnel of an enterprise (organization), the result of which is an organizational change carried out on it or a project for its implementation	The main provisions of the program (materials to the Academic Council of the ME and OPP SO AN RF dated 01.13.88) .- Novosibirsk, 2008.
5.	MC - services rendered by independent and professionally trained specialists (consultant or their group) in order to help the head of the organization in diagnostics, analysis and practical solution of managerial and production problems	Prokopenko I. Management consulting as a service // Problems of management theory. -M., 2008.
6.	MC is a service provided by a consultant in order to help an enterprise in diagnostics, analysis and practical problem solving	Komarov V.F. The program of work of the laboratory of management consulting. - Novosibirsk, 2008.
7.	CM is an effective form of rationalizing production management based on the use of science and advanced experience.	Elmashev O.K. Management consulting: Questions of theory and practice. - Izhevsk: Udmurtia, 2007
8.	Consulting is professional assistance from specialists in management of business leaders and management personnel of various organizations (the client) in solving problems and the functioning of their development, carried out in the form of advice, recommendations and solutions developed jointly with the client	Posadsky A.P., Hainish S.V. Consulting services in Russia. - M .: Finstatinform, 2005.
9.	Business consulting - providing the client with specialized experience, methodology, behavior techniques, professional skills or other resources that help him to optimize the financial and economic situation in the enterprise (organization) within the framework of the current regulatory framework.	Consulting in Ukraine. - Kiev: Association “Ukrconsulting”, 2006.
10.	Management consulting is a service that provides a client with independent and objective advice and is provided by a specialized company or specialist to identify and analyze management problems and opportunities of the client company.	Savruk A., Krasyuk R. There are no ready-made solutions. // Capital market. 2008, No. 23-24.

Appendix 2

Basic principles of consulting activities

P / p No.	Content of the principles	Year
	Independence of the assistance provided Advisory character High professional level Dissemination of best practices Promotion of professional competence leaders Compliance with ethical standards of conduct Promotion of management consulting	1989
	The interests of customers are higher than the interests of consultants Non-disclosure of information received, compliance with the confidential nature of counseling Servicing related businesses only with the consent of their managers Availability of sufficient information to complete the order Preliminary examination of the client organization before the conclusion of the contract Familiarization of the customer with new methods, techniques and principles of consulting Taking into account the conditions necessary for the implementation of the developed recommendations Close cooperation with the staff of the client organization Mastering by consultants of new methods and techniques of consulting	1991
	Scientificness Concreteness Saving the system Publicity Representativeness	1997
	The presence of an economic effect, calculated and agreed upon by customers and consultants General direction of management consulting - assistance to lagging enterprises, primarily unprofitable and low-profit Orientation to long terms of joint work of consultants and employees of enterprises (organizations)	1998
	Confidence in the benefits of consultation and your competence Payment for services on the basis of contractual circumstances fixed before the start of work	1999
	Independence and objectivity of the assistance provided Confidentiality of information received from the client Confidence of the consultant in the benefits of consultation for the client Confidence of the consultant in his competence, the obligation to inform the client about his doubts about the possibility of using the received consultations usefully Explaining to clients the essence and nature of the problems facing, ways, conditions for their solution Payment for services on the basis of prices fixed before the start of work, regardless of the results of the client's activities	2000
	"Capture" of the market by Western consulting companies Strong influence of Russian consultants Collaboration and experience Work on foreign projects and programs Increased demand for privatization	2002
	Summarizing lessons learned Research "Consulting in Russia" Specialization by types of services provided Information and consulting networks	2004
	Allocation of an elite of consultants to the Russian Association of Management Consultants Implementation of two studies of the consulting services market in Ukraine Retreat of Western Consulting Companies Served Industries Specialization Customer Scale Specialization Specialization by forms of client ownership	2007

Appendix 3

Job analysis questionnaire

Dear Colleague! In order to organize our work even better, I ask you to carefully and respectfully fill in this questionnaire. This will help you understand how to most effectively build business relationships in our company.

When filling out the questionnaire (section 1), try to list the work performed by you in as much detail as possible, as well as describe with whom you interact when performing this work, what is the initial information and the result (not all columns will be filled in).

When listing your wishes and suggestions (section 2), try to be thoughtful. You do not have to fill in all the lines, try to focus on what seems to you the most important. Perhaps your comments will touch on point 1, but it is on this point that they should be useful not only for you personally, but also for your colleagues and managers.

When describing the business and personal qualities necessary to do the job (section 3), think not about yourself personally, but about the employee holding this position (your personal qualities may exceed the minimum set of requirements).

Good luck and thank you for your cooperation!

1. The main types of work.

2. Suggestions, suggestions, comments.

For those points on which you consider it appropriate, add your wishes, suggestions, comments.

Paragraph _____

It is also necessary to interact with ________________________________

For the best performance of this work, you need ____________________

The greatest difficulties in work arise in connection with _______________

Without prejudice to the case, you can exclude actions such as __________

I would also like to add ____________________________________

3. Professional, business and personal qualities.

What professional knowledge is needed to perform the work (that is, the minimum knowledge, without which the work cannot be performed): ____________________________________________________________________________________________________________________________________

What professional knowledge is not necessary, but would be desirable for a better job performance: _______________________

What business skills are required to get the job done: ____________________________________________________________________________________________________________________________________

What personal qualities are needed for effective work in this position: __________________________________________________________________________________________________________________________

Workplace analysis questionnaire

1. What is the main purpose of your work.

2. How would you describe the successful completion and the result of your work.

3. Your job duties(what they are, and how do you carry them out, which of them are the most important)

a) daily;

b) periodic (duration of the period);

c) duties that you perform, but consider unnecessary;

d) whether you perform duties that are not included in the requirements for your workplace. If the answer is yes, please indicate which ones;

e) others.

4. What education and qualifications are required to fulfill the requirements for your workplace.

5. What experience is needed to fulfill the requirements for your workplace.

6. What skills are needed to meet the requirements for your workplace.

7. How often do you experience physical stress in your workplace.

8. Emotional stress (list all unpleasant and undesirable experiences that you encounter in your workplace, how often it happens).

9. Health and safety (what factors and how often affect the health and safety in your workplace).

10. If you are leading other people, describe what actions you take to accomplish this task at your workplace.

Handout