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Management Consulting/The scope for financial management Mba over general Mba


I have completed my Bachelor's in Business administration and I am planning to do Part-time Mba, but I am not sure whether to choose Financial Services management or General Management. I am good at accounting concepts but I find talking in front of a group a little difficult. And what are the job opportunities in both the fields.

My  first  suggestion

-contact  career  consultant  and  do an  aptitude  test  .
get  a second  opinion   of  your  interest.

Sometime  some gut feelings / warm feelings   may not
be  in  your   real  interests.


You  need  to  discuss  with  some  people  and  come  to  a
judgement, what  is  best  for  you.

The  questions   are  centered  around  
-personal  interest
-career  interest/ why
-subject interest
-career  plan
-career  goal

- Plan  to  achieve  this  through a  planned  program  of  
education  / specialized  courses  and  career activities.


-  Plan to  graduate  in  business administration  and  then
follow it  with  a  masters  degree in  business administration.
In  MBA,   plan  to   specialize  in  FINANCE  and  managerial
economics. This  will  provide  YOU   with technical professional
proficiency  in   FINANCE   and  managerial   economics.


Finance  studies   addresses the ways in which individuals, businesses and organizations raise, allocate and use monetary resources over time, taking into account the risks entailed in their projects. The term finance may thus incorporate any of the following:
•   The study of MONEY and other ASSETS.
•   The management and control of those MONIES / ASSETS.
•   Profiling and managing project risks
•   Organize    and    provide funds for  PERSONAL /  BUSINESS.



You  would  normally  start  as  a

-financial   analyst

-business  analyst

-financial  planner

-merchant  banker

-stock  broker

-financial  analyst

-investment   banker

-investment  consultant

-business  manager

-jobs  in  banks

-financial  consultant

-finance  managers

-professor  of  finance

-fund  manager

-wealth  manager

-business loans  ORGANIZERS

-  loans   AGENTS

-mortgage loans  AGENTS

-merchant  bankers

-financial brokers

-venture  capitalists

-insurance  companies

etc etc




-move  on  to  positions  like  vice  president  [ finance] or  finance  director  etc


-join  large   professional  services   firm  like  pricewaterhouse


-become  self  employed  as   FINANCIAL  CONSULTANT.


The Uniform CPA Examination consists of four sections
Auditing and Attestation (AUD)
Business Environment and Concepts (BEC)
Financial Accounting and Reporting (FAR)
Regulation (REG)

The main content areas covered in each section are:
Auditing and Attestation (AUD)
Planning the engagement
Internal controls
Obtain and document information
Review engagement and evaluate information
Prepare communications
Business Environment and Concepts (BEC)
Business structure
Economic concepts
Financial management
Information technology
Planning and measurement
Financial Accounting and Reporting (FAR)
Concepts and standards for financial statements
Typical items in financial statements
Specific types of transactions and events
Accounting and reporting for governmental entities
Accounting and reporting for nongovernmental and not-for-profit organizations
Regulation (REG)
Ethics and professional responsibility
Business law
Federal tax procedures and accounting issues
Federal taxation of property transactions
Federal taxation—individuals
Federal taxation—entities

Educational and Experience Requirements:
The minimum educational requirement for the CPA certificate is a diploma from a four (4) year high school. The experience requirement for the CPA Certificate is six (6) years of public accounting experience preceding the date of the application.

Candidates who hold degrees from recognized colleges or universities are required to have three (3) years of experience immediately preceding application, in public accounting or in governmental accounting as an auditor or internal revenue agent.

Candidates who hold degrees from recognized colleges or universities and who have completed thirty (30) or more semester hours of study in accounting, business law, economics, and finance (of which a minimum of twenty (20) semester hours are in accounting), must have two (2) years of experience, immediately preceding application, in public accounting or governmental accounting as an auditor or internal revenue agent.
A candidate who passes two (2) or more parts of the Uniform CPA Examination may be granted credit for those parts on subsequent examinations. Each candidate is required to pass a local CPA Examination in addition to the Uniform CPA Examination.

Taking risks, adapting quickly to change, leading the change process

Positively influencing people and events

3.Impact & Influence
Persuading, convincing or influencing

4.Organizational Awareness
Understanding business plan goals

Working cooperatively and productively with others to achieve results

Managing and continually improving one's own performance

7.Client Focus
Understanding and meeting or exceeding client needs

8.Results Orientation
Knowing what results are important, and focusing resources to achieve them

Clearly conveying and receiving messages to meet the needs of all

10.Organizational Commitment
Aligning behaviour with department values, principles and goals

11.Relationship Building
Developing and maintaining win/win relationships and partnerships

12.Service Facilitation
Ensuring contracted services are delivered effectively to clients

13.Resource Management
Effectively managing internal and external resources to achieve organizational goals

14.Strategic Thinking
Taking a broad scale, long term view, assessing options and implications


Finance & Administration JOBS
Public Relations/Corporate Affairs Manager
Corporate Superannuation Manager
Corporate Services/Facilities Manager
Risk Manager
Corporate Treasurer
Financial Controller
Chief Accountant
Division Finance Manager
Division/State/Branch Accountant
Factory/Plant Accountant
Senior Cost Accountant
Cost Accountant
Senior Management Accountant
Management Accountant
Senior Financial Accountant
Taxation Manager
Credit Manager

Administration Manager
Finance & Administration Manager

Information Technology  joBS

Information Technology Training Manager
Manager, Information Systems
Systems Manager
Project Manager

Human Resources jobS

Human Resources Manager
Industrial Relations Manager
Compensation & Benefits Manager
Division Human Resources Manager
Training Manager

Organisation Development Manager
Payroll Manager

Marketing & Sales jobS

Marketing Manager
Advertising Manager
Sales Promotion Manager
Export Manager
Group Product Manager
Product /Brand Manager
Market Research Manager
Customer Service Manager
National Sales Manager
Regional Sales Manager
Business Development Manager

Key Account Manager
Channel Sales Manager

Production & Sales job

Plant Manager
Production Manager
Production Planning Manager
Quality Control Manager
Plant/Production Manager
Logistics Manager
Part s Manager
Warehouse and Distribution Manager
Distribution Manager
Warehouse Manager
Supply Manager
Purchasing Manager
Transport Manager

Core or Essential Competencies of  ANY  MANAGEMENT  POSITION.

These are the personal skills required at all levels of leadership. Essential Competencies provide the foundation that a person needs to become a leader. Without a strong foundation, the sides of the pyramid will soon fall and crumble as the base gives away.
•   Expresses oneself effectively in both individual and group settings.
•   Communicate plans and activities in a manner that supports strategies for employee involvement.
•   Actively listens to others.
•   Expresses written ideals clearly, using good grammatical form.
•   Comprehends written material with little or no help.

•   Uses appropriate interpersonal style to steer team members towards the goal.
•   Allocates decision making and other responsibilities to the appropriate individuals.
•   Organizes resources to accomplish tasks with maximum efficiency.
•   Influences events to achieve goals beyond what was call for.
Creative Problem Solving
•   Identifies and collects information relevant to the problem.
•   Uses brainstorming techniques to create a variety of choices.
•   Select the best course of action by identifying all the alternatives and then makes a logical assumption.

Interpersonal Skills
•   Treats others with respect, trust, and dignity.
•   Works well with others by being considerate of the needs and feelings of each individual.
•   Promotes a productive culture by valuing individuals and their contributions

Manage Client Relationships
•   Works effectively with both internal and external customers.
•   Gathers and analyzes customer feedback to assist in decision making

•   Establishes goals, deliverables, timelines, and budgets with little or no motivation from superiors (self-motivation rather than passive acceptance).
•   Assembles and leads teams to achieve established goals within deadlines

•   Willingness to change to meet organizational needs.
•   Challenges established norms and make hard, but correct decisions.
•   Adapts to stressful situations
Build appropriate relationships
•   Networks with peers and associates to build a support base.
•   Builds constructive and supportive relationships
•   Sets the example.
•   Stays current in terms of professional development.
•   Contributes to and promotes the development of the profession through active participation in the community
•   Does not waste resources.
•   Looks for methods to improve processes that have a positive impact on the bottom line



Basic Knowledge And Information
1. Command of Basic Facts

Successful managers know what's in their organisation. They have a command of such basic facts as goals and plans (long and short-term), product knowledge, who's who in the organisation, the roles and relationships between various departments, their own job and what's expected of them. If they don't store all this information, they know where to get it when they need it.

2. Relevant Professional Knowledge

This category includes 'technical' knowledge, eg. production technology, marketing techniques, engineering knowledge, relevant legislation, sources of finance, and knowledge of basis background management principles and theories, eg. planning, organising and controlling.

3. Continuing Sensitivity to Events

Managers vary in the degree to which they can sense what is happening in a particular situation. The successful manager is relatively sensitive to events and can tune it to what's going on around him. He/She is perceptive and open to information - 'hard' information, such as figures and facts, and 'soft' information, such as the feelings of other people.

The manager with this sensitivity is able to respond in an appropriate way to situations as they arise.

4. Analytical, Problem-solving, and Decision/judgement making skills

The job of the manager is very much concerned with making decisions. Sometimes these can be made using logical, optimising techniques. Other decisions call for the ability to weigh pros and cons in what is basically a very uncertain or ambiguous situation, calling for a high level of judgement or even intuition.

The manager must therefore develop judgment-making skills, including the ability to cope with ambiguity and uncertainty, striking a balance between the necessity at times to be guided by his/her subjective feelings without throwing objective logic completely out of the window.

5. Social Skills and Abilities

One definition of management often cited is 'getting things done through other people'. This definition may be inadequate, but it does point to one of the key features of the manager's job - it requires interpersonal skills.

The successful manager develops a range of abilities which are essential in such activities; communicating, delegating, negotiating, resolving conflict, persuading, selling, using and responding to authority and power.

Personal Qualities
6. Emotional Resilience

The manager's job involves a degree of emotional stress and strain, which arises as a natural consequence of working in situations involving authority, leadership, power, interpersonal conflict, meeting targets and deadlines, all within a framework of a degree of uncertainty and ambiguity.

The successful manager needs to be sufficiently resilient to cope with this. 'Resilient' means that they feel the stress (he/she doesn't become thick-skinned and insensitive) but is able to cope with it by maintaining self-control and by 'giving' to some extent, but not so much that they become permanently deformed.

7. Proactivity - Inclination to Respond Purposefully to Events

Effective managers have some purpose or goal to achieve, rather than merely responding to demand. They cannot plan everything carefully in advance and, at times, they must respond to the needs of the instant situation - but when making such a response the effective manager manages to consider the longer term.

They relate immediate responses to overall and longer-term aims and goals, whereas the less successful manager responds in a relatively unthinking or uncritical way to the immediate pressure. This category of ability also includes such qualities as seeing a job through, being dedicated and committed, having a sense of mission, and taking responsibility for things that happen rather than 'passing the buck' to someone else.

8. Creativity

By 'creativity' we mean the ability to come up with unique new responses to situations, and to have the insight to recognise and take up useful new approaches. It involves not only having new ideas oneself, but also the ability to recognise a good idea when it is presented from another source.

9. Mental Agility

Although related to general intelligence level, the concept of 'mental agility' includes the ability to grasp problems quickly, to think of several things at once, to switch rapidly from one problem or situation to another, to see quickly the whole situation (rather than ponderously plough through all its components), and to 'think on one's feet'. Given the hectic nature of managerial work these are particularly necessary qualities for success.

10. Balanced Learning Habits and Skills

Data collected by observing and interviewing managers show that a significant proportion of the degree of their success can be explained by the presence or absence of habits and skills related to learning.

- Successful managers are more independent as learners; they take responsibility for the 'rightness' of what is learned, rather than depending, passively and uncritically, on an authority figure (a teacher or an expert) to define 'truths'.

- Successful managers are capable of abstract thinking as well as concrete, practical thought. They are able to relate concrete ideas to abstract ones (and vice versa) relatively quickly. This ability - which is sometimes known as a 'helicopter mind' - enables the manager to generate his own theories from practice, and to develop his own practical ideas from theory.

- The ability to use a range of different learning processes is necessary for managerial success. Three such processes are:

(a) input - receiving expository teaching, either formal (eg. on a course) or informal (eg. teaching by a colleague);

(b) discovery - generating personal meaning from one's own experiences;

(c) reflection - a process of analysing and re-organising pre-existing experience and ideas.

Successful managers are more likely to have a relatively wide view of the nature of the skills of management. For example, they are more likely to recognise the range of managerial attributes as presented in this model, than to believe that management is a unitary activity, involving, for example, dealing with subordinates (ie. needing only a certain set of social skills) or simply involving basic decision making.

11. Self - Knowledge

Whatever the manager does is in some way affected by his/her own view of their job and role, their goals, values, feelings, their strengths and weaknesses, and a host of other personal or 'self' factors. If then, he/she is to retain a relatively high degree of self-control over their actions, they must be aware of these self-attributes and of the part they are playing in determining this behaviour.


various management levels in a large organisation

The business characteristics of management remain the same whether the enterprise is to be managed as a family, a club, business enterprise or trade union.
1.Higher-level authorities such as chief executives, heads of department who has some power in decision-making formulate the objectives of the enterprise. In fact the objectives are formulated and presented to the working personnel in the enterprise, which varies according to their level and their position in the enterprise. The enterprise will be having workers from low level to high-level members. The knowledge and experience play a key role in formulating those policies of the enterprise.
The number of levels of management in a particular enterprise depends on the size of the enterprise, market value and nature of production based on quality as well as quantity. A large enterprise needs different levels of management which has the responsibility to make all the workers get motivated, get organized in order to get the job done within the certain time period and bring a mutual understanding among the workers in different levels of the enterprise. In order to accomplish, this understanding among the workers proper planning should be done for various levels in the enterprise, the plan should have the capability to project the nature of their work and the objectives of the enterprise. For example, if an enterprise manufactures different kinds of products in large volume, there is need for several layers of management in the enterprise, which would be helpful in bringing better inter-relationship between the members within the organization.
The management should provide a clear view about the nature of the work in that particular level, what are all the objectives to be accomplished, goals to be achieved. But in order to achieve greater efficiency and maximum productivity the levels present in the enterprise should be kept at minimum. If there are many levels in the enterprise the cost spend for planning, resources needed for that level will be increased this might have a great impact on the profit margin of the enterprise. It might also create problems in communication channels between different personnel’s of different levels, which would be very difficult to control and coordinate.
Lack communication brings dissatisfaction, bitterness and demoralization among workers on the enterprise. Therefore better coordination among the workers can be achieved by synchronizing their efforts from the standpoint of time and sequence of execution. It is the force that binds all the levels within the enterprise. Coordination is processes of ensuring that each stages of an enterprise followed by others are in a pre-arranged order, according to the rule for that particular level. It should be done in a systematic sequence according to the planned schedules, avoidance of interruption of operation due to wrong allocation of jobs, unavailability of required resources, eliminating the undesirable factors that influence the productivity and it should maximize the profit margins of the enterprise.
There are  FIVE   different levels of management  in large  organization:
1.BOARD  OF  DIRECTORS,who  oversee  the  policies  of  the  organization.
[ non-executive directors/ executive  directors/ CEO]
2. Top level management, CEO /  CFO/CIO/CTO / executive directors/committee members.
3. Middle level management, consists of managers such as personnel, production, sales, marketing, resource, finance etc.
4. Lower or operating level management, consists of first line managers /foreman/ supervisors,
5. Leading  hand  / team  of  staff   and  workers etc.
-oversee  the  corporate  policies/ corporate  social  responsibility etc

Top level managements refers to those who occupy functional positions in an enterprise such as Board of directors, general managers and other key officers who are responsible for smooth and systematic operations of the enterprise. Top management does not directly execute work.
Experts say, it is a concept of functions concerning the manner in which the enterprise should be should. Generally for a large enterprise key functions and duties cannot be carried out by individuals, hence a compact group of members are formed. Top level management should focus more on capability of workers both in general and technical qualities. It involves creative imagination, initiative, and sense of judgments. It is also described as policymaking group responsible for overall direction and activities of the enterprise.
Main objective in Top level management are:

ุ Setting key objectives, policies and identifying factors essential for the development of the enterprise.
ุ Efficient accomplishment of goals in the enterprise and maintaining strategic balance in all actions taken by the authorities in higher level.
ุ Making appointments to the top position in the enterprise such as managers, department heads etc.
ุ Reviewing the work of different personnel’s in all levels.
The function of the top level management is providing a detailed description of the nature of their activities in the objects clause of their memorandum of association. Objectives may also be specific such as specialty in workmanship, competitive pricing, marketing, and relationship with the customers, workers, and public. Framing up policy such as production policy indicates schedule of productions to be completed. Product policy lays down size, color, material, design etc. Marketing policy focuses on various channels of selling. A personnel policy deals with recruitment and placement .It includes organizing which deals with allocation of duties to the personnel. Controlling plays a key role in the top level management, which makes comparisons with the actual results and planned targets.
Middle level management:

Middle level management deals with task of implementing the policies and plans formulated by the top level. It comprises of departmental heads and other executive officers who will lead the group of workers to the planned targets and provide them with necessary resources in order to get the job done. This group is responsible for the execution and interpretation of policies throughout the organization and for the successful operations assigned to the division or departments. In this level the managers have to plan the operations, issue instructions laid by the top management, collect the resources required and control the work of the men. Managers are responsible for leading all the function within each department; they provide the guidance and structure for a purposeful enterprise. Functions to be performed in the middle level management are.

ุ Follow the rules and policies formulated by the top management.
ุ Motivating personnel for higher productivity.
ุ Collecting detailed analysis report of the department and the personnel’s.
ุ Mutual understanding with other departments in the enterprise.
ุ Recommendations to top management.
Operative management or Low level management:

It is the lowest level in the business enterprise Foreman, supervisor executives assisted by number of workers carry out the process to be done as per schedule. Their authority and responsibility in the enterprise will be very much less compared to other workers. They have to follow the rules and guidelines made out by the higher authorities of the enterprise. The importance of the functions in this level cannot be overlooked. The plan developed by the top level management will fail if the workers in the lower level do not fully realize the work allotted to them and the nature of their work.

The quality and quantity of the work done will depend upon the performances of the workers in this level how hard they work to attain their goals. The supervisors in this level have to maintain standards of the quality of the manufactured product assign duties to the workers as per plan and schedules given by the top and middle level management. They are also responsible for maintaining respect, discipline among themselves and increase the spirit of work among the workers.

Leading  hand  / team  of  staff   and  workers etc.,


Walchand PeopleFirst Ltd.
1, Construction House
5, Walchand Hirachand Marg, Ballard Estate
Mumbai - 400 001

Phone : +91 - 22 - 67818113
Fax : +91-22-2264 4287
between Mon - Fri (9:30am to 5:30pm)
For all India Corporate queries across India
please write to

Phone : +91-22-22623683

For all India Individual queries across India
please write to

Phone : + 91 - 22 – 67818113


-develop  your  soft skills  like
*Public  speaking  skills
*presentation  skills
*negotiation  skills
*selling  concepts
*leadership   skills
*Interpersonal  skills


Walchand PeopleFirst Ltd.
1, Construction House
5, Walchand Hirachand Marg, Ballard Estate
Mumbai - 400 001

Phone : +91 - 22 - 67818113
Fax : +91-22-2264 4287
between Mon - Fri (9:30am to 5:30pm)
For all India Corporate queries across India
please write to

Phone : +91-22-22623683

For all India Individual queries across India
please write to

Phone : + 91 - 22 – 6781811


Dale Carnegie Trainingฎ for Young Adults
Course Objectives
• Build Greater Self‐Confidence
• Strengthen People Skills
• Enhance Communication Skills
• Develop Leadership Skills
• Reduce Stress and Improve Our Attitude
Session One
A. Build a Foundation for Success
Learning Objectives
• Learn methods to connect with others
• Familiarize ourselves with the Five Drivers of Success
• Expand our capacity to achieve our vision by committing to breakthroughs
B. Recall and Use Names
Learning Objectives
• Focus on people as individuals
• Create positive first impressions
• Use methods for remembering names
Session Two
A. Build on Memory Skills and Enhance Relationships
Learning Objectives
• Apply a process for memory improvement
• Become familiar with the principles for improving human relations
• Identify opportunities for improving relationships
B. Increase Self‐Confidence
Learning Objectives
• Use our experiences to communicate more confidently
• Communicate with clarity and conciseness
• Discover how past experiences influence behavior
Dale Carnegie Training India
Session Three
A. Enhance Our Relationships and Motivate Others
Learning Objectives
• Persuasively communicate in a clear and concise way so people are moved to action
• See how consistent application of the Human Relations Principles improves results
• Discover how relationships help us advance toward our goals
B. Make Our Ideas Clear
Learning Objectives
• Demonstrate clarity when giving directions
• Learn to present information in a logical sequence
• Reinforce the value of demonstrations when explaining information
Session Four
A. Energize Our Communications
Learning Objectives
• Recognize that including action in our communications releases nervous energy
• Become more natural when communicating with others
• Become more animated to energize and engage others
B. Put Stress in Perspective
Learning Objectives
• Recognize the impact negative stress has on our results and effectiveness
• Commit to using concepts and principles to better handle stress
• Discover more effective ways for young adults to prepare for and address challenges
Session Five
A. Motivate Others and Commit to Influence Others
Learning Objectives
• Influence people through trust and respect
• Achieve cooperation versus compliance
• Discover the power of finding points of agreement
• Understand the principles to demonstrate leadership
• Explore methods to minimize resistance
• Discover how to coach for improved performance
B. Think on Our Feet
Learning Objectives
• Communicate effectively in impromptu situations
• Apply methods that assist in communicating with clarity and conviction
• Recognize the value of presenting our ideas with confidence
Dale Carnegie Training India
Session Six
A. Manage Our Stress
Learning Objectives
• Increase our ability to control worry and stress
• Learn from others how to confront our fears
• Recognize that we can triumph over adversity
B. Develop More Flexibility
Learning Objectives
• Implement a wider range of communication skills
• Apply the power of risk‐taking
• Become more open‐minded to change and opportunity
Session Seven
A. Inspire Others
Learning Objectives
• Communicate with strong and powerful feelings
• Connect with others on an emotional level
• Inspire others to think and act differently
B. Build Others through Recognition
Learning Objectives
• Concentrate on the strengths of others
• Develop skills in giving and receiving positive feedback
• Discover the value of sincere appreciation
Session Eight
A. Demonstrate Leadership
Learning Objectives
• Positively influence the attitudes of others
• Use positive approaches when coaching people
• Deal with challenging situations more effectively
B. Celebrate Achievements and Renew Our Vision
Learning Objectives
• Recognize breakthroughs resulting from this program
• Inspire and motivate others by communicating our visions
• Commit to continuous improvement



Management Consulting

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Leo Lingham


management consulting process, management consulting career, management development, human resource planning and development, strategic planning in human resources, marketing, careers in management, product management etc


18 years working managerial experience covering business planning, strategic planning, corporate planning, management service, organization development, marketing, sales management etc


24 years in management consulting which includes business planning, strategic planning, marketing , product management,
human resource management, management training, business coaching,
counseling etc




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