Management Consulting/Organizational Behaviour


1.   Explain the different areas of Management Skills.
2.   Discuss the chief applications of learning theories which can be adopted by the manager.
3.   Which are the specific applications used by the managers to appraise their subordinates performances in organisation? Explain.
4.   Explain Contemporary theories of Motivation.
5.   The roles allocated or given in a group and the behaviour of the actors can impact on team effectiveness. Explain.
6.   Explain e Behavioural Leadership theory


I  will send  the balance  asap.

1.   Explain the different areas of Management Skills.

Leadership Skills
•   Communicates a compelling Vision and sense of core purpose, enlisting staff and others, and inspiring their allegiance to its fulfillment.
•   Espouses an appropriate set of core values and beliefs during both good and adverse times, and acts consistently in line with those values. Practices what he preaches.
•   Creates a climate conducive to an attitude of integrity, trust and professionalism, irrespective of job role, such that everybody wants to do his/her best.
•   Motivates staff to perceive their jobs as an avocation, much as they feel about pastimes, and to find ways for them to experience the same kinds of satisfaction.
•   Communicates with, motivates and coordinates the efforts of a large and influential force of member-volunteers supplemental staff, ensuring that they participate in development and effective implementation of programs that are needed and wanted by members.
•   Helps others to rise above self-limiting mindsets and constraints to make full use of their capabilities.
•   Encourages an attitude of lifelong learning to develop new skills that enable continued personal and career growth.
•   Builds team spirit, effectively blends people into teams when needed, and develops an appreciation for the value of the diversity that is generated by team cooperation.

Management Skills:
•   Sets standards of performance; gives feedback on performance, or lack thereof, to those standards; coaches for improved performance and development.
•   Oversees projects and delegated assignments to ensure they are completed on schedule and within budget, and that results meet defined expectations.
•   Relishes the command role, including unpopular stands as necessary, encourages debate, deals directly with adversity, and handles timely decision-making in an equitable and caring manner.
•   Prepares, implements, monitors and adjusts budgets to remain within approved expenditure limits.
•   Establishes and uses records, reports and other techniques to identify and track performance accountabilities.
•   Defines tasks, selects assignees, negotiates performance parameters and priorities, delegates authorities & accountabilities, supports rigorous problem-solving disciplines, and manages progress.
•   Attends to workplace and employment concerns and regulatory considerations, to ensure employees have a wholesome environment conducive to high performance and employment longevity.
•   Listens actively, speaks and writes clearly and succinctly suitable for a variety of applications and settings, and communicates to get the message across and achieve desired results.

Interpersonal Skills:
•   Relates to all kinds of people, uses diplomacy and tact, is able to diffuse tense situations, and builds rapport and constructive relationships.
•   Exercises patience and tolerance, and characteristically listens and tests to understand both the data and the people ramifications before acting.
•   Displays compassion about people’s work and non-work difficulties and is available to help; and is composed under pressure, dealing well with frustrations and not becoming defensive or aggressive.
•   Skilled at finding common ground to solve problems, and accurately reads conflict situations quickly and hammers out cooperative agreements with minimal disruption.
•   Knows personal strengths and limits and handles them appropriately, and assesses the need to modify personal behaviors to deal with changing demands and personalities.
•   Displays approachability and a positive and constructive sense of humor, and is able to ease tensions.

Organization & Planning Skills:
•   Marshals resources and uses them effectively and efficiently to orchestrate multiple activities and get things done.
•   Copes effectively and shifts gears comfortably dealing with change, maintains composure amidst uncertainty and can simultaneously manage multiple activities.
•   Scopes out accurately the difficulty of projects, sets objectives and goals, breaks down work into process steps, develops schedules and assignments, establishes measures and evaluates results.
•   Looks toward the broad perspectives of issues and challenges, can presuppose future scenarios, and thinks globally.
•   Sees ahead clearly, can articulate credible pictures of possibilities and likelihoods, and can create breakthrough strategies and plans.
•   Facilitates effectively the business processes and tasks activities of large, diverse workgroups comprised of staff and volunteers.

Results Orientation:
•   Focuses on customer service and is dedicated to meeting requirements and expectations of internal and external “customers”.
•   Acts with customers in mind, gaining their trust and respect, and establishing and maintaining effective relationships.
•   Exudes energy, is action oriented, enjoys working diligently, and can act with a minimum of planning in the face of uncertain circumstances.
•   Consistently can be relied on to achieve or exceed goals and is very bottom-line oriented, steadfastly urging himself and others for results.

1.Provide leadership in the workplace, appropriate to the level
  of autonomy accorded to individuals/teams.

1.1   Demonstrate high standards of performance.

1.2   Contribute to the Organisation's reputation.

1.3   Influence individuals and teams.

1.4   Make decisions.

2.Manage personal work priorities and development.

2.1 Manage self.

2.2 Negotiate, plan and organise personal work Priorities.

2.3 Develop and maintain personal competence.
3.   Lead and participate in, and facilitate work team/group
    appropriate to the level of autonomy in the workplace

3.1 Plan the establishment of work team/group.

3.2 Develop team commitment and co operation.

3.3 Participate in, and facilitate work team/group.

3.4 Manage and facilitate team performance.
4.   Establish and manage positive relationships with
     colleagues and customers.

4.1 Convey and receive information and ideas.

4.2 Develop trust and confidence.

4.3   Build and maintain networks and relationships.

4.4   Negotiate positive outcomes to rectify difficulties.
5.Value and stimulate the diversity of people and the environment.

5.1   Create an environment which recognises; diversity as an asset.

5.2   Promote action which harnesses the diversity in the work team/group.
6.  Contribute to the development of a learning environment.¬

6.1   Contribute to planning learning arrangements.

6.2   Implement effective learning.

6.3   Assess workplace competence.

6.4   Monitor and review learning processes and effectiveness.

6.5   Record and report achievement of competency.
7.Manage resources to achieve planned outcomes.

7.1 Plan resource use.

7.2   Implement plan for use of resources.

7.3   Monitor human resource performance.

7.4   Monitor financial performance.

7.5   Monitor physical resource performance.

7.6   Review resource capability and utilisation.

7.7   Record and report resource usage.
8.   Manage quality customer service.

8.1 Prepare implementation schedule.

8.2 Deliver products and services.

8.3 Establish monitoring systems and processes.

8.4 Monitor progress and adjust performance.

8.5 Record and report results.
9.   Implement and monitor quality and continuous
improvement processes.

9.1   Implement quality improvement system.

9.2   Monitor performance.

9.3   Consolidate quality improvements and identify opportunities
for further improvement.
10.   Facilitate and capitalise on change and innovation in a
technological environment.

10.1   Develop creative and flexible approaches and solutions.

10.2   Manage work group/team response to emerging challenges and opportunities.

10.3   Implement and monitor change.
11. Develop and maintain a safe and fair work environment.

11.1   Access and share the relevant information.

11.2   Plan and introduce processes to implement workplace requirements.

11.3   Monitor and adjust performance.

11.4   Investigate non conformance.
12.  Create and encourage a learning environment.

12.1   Plan learning strategies.

12.2   Plan and review assessment of workplace competence.

12.3   Evaluate the effectiveness of learning.
13.  Plan and develop  human,  physical  and  financial  resource
    information  for  decision  making.

13.1   Establish human, physical and financial information requirements.

13.2   Collect, analyse and report human, physical and financial information.

13.3  Manage information systems.

13.4  Prepare resource proposals.

13.5   Monitor and review the management of information.
14.  Develop plans to meet customer and organization needs.

14.1   Contribute to a shared vision and values.

14.2   Contribute to strategic planning.

14.3   Research customer needs.

14.4   Identify opportunities for product and service enhancement.

14.5   Prepare business plans/budgets.

14.6   Communicate the outcomes of the planning process.
15.   Participate in planning and reviewing quality and
continuous improvement processes.

15.1   Contribute to continuous improvement planning.

15.2   Review results.
16. Influence the development and direction of the organization.

16.1   Develop the organisation's mission and values.

16.2   Establish goals, objectives and strategies.

16.3   Achieve stakeholder ownership.

16.4   Develop individual managers and management teams.
17. Influence and monitor the organization's competitiveness.

17.1   Create systems to monitor internal and external environments.

17.2   Identify and forecast trends.

17.3 Identify competitive strengths and weaknesses.

17.4 Improve organizational systems and processes.

18.   Manage financial planning and performance.

18.1   Interpret the organisation's financial status.

18.2   Prepare and negotiate budgets.

18.3   Monitor and control financial performance.

18.4   Record and report financial performance.




Securing relevant information and identifying key issues and relationships; relating and comparing data from different sources; identifying cause/effect relationships.

Committing to an action after developing alternative courses of action that are based on logical assumptions and factual information and that take resources, constraints and organisational values into consideration.

Making timely decisions judgements; taking actions when appropriate; committing to position

Technical/Professional Knowledge

Having achieved a satisfactory level of technical and professional skills/knowledge in job related areas; keeping abreast of current developments and trends in areas of expertise.

Planning and Organising

Establishing a course of action *or sequence of activities to accomplish a specific goal; planning proper assignments of people and allocating resources; communicating expectations about tasks and deadlines; developing contingency plans focusing energy and time on priority goals, requirements and problem areas.

Individual Leadership

Using appropriate interpersonal styles and methods to inspire and guide individuals towards goal achievement; modifying behaviour to accommodate tasks situations and individuals involved.


Active participation in, and facilitation of, team effectiveness; taking actions that demonstrate consideration of the feelings and needs of others; being aware of the effect of one's behaviour on others.


Taking action that indicates a consideration for the feelings and needs of others; being aware of the impact of one's behaviour on others.
Meeting Leadership (Facilitation)

Using appropriate interpersonal styles and methods to motivate and guide a meeting toward its objectives; modifying behaviour according to tasks and individual present.
Developing Organisational Talent

Developing a subordinate's skills and competencies by planning effective development activities related to current and future jobs. Considering the individual's motivation, interests, current work situation, and personal circumstances.

Sales Ability/Persuasiveness

Gaining agreement or acceptance of an idea, plan, activity, product or service by using appropriate interpersonal styles, approaches and forms of communication.
Motivation Fit

The extent to which job activities and responsibilities, the organisation's mode of operation and values, and the community in which the individual will live and work are consistent with the type of environment that provides personal satisfaction; the degree which the work itself is personally satisfying.
Work Standards

Setting high goals or standards of performance for self, subordinates, others, and the organisation; being dissatisfied with average performance; self imposing standards of excellence rather than having standards imposed by others.
Customer Service Orientation

Making efforts to listen and understand customers (both internal and external); anticipating customer needs; giving high priority to customer satisfaction.

Active attempts to influence events to achieve goals; self starting rather than passive acceptance. Taking action to achieve goals beyond what is necessarily called for; originating action.

Effectively exploring alternatives and positions to reach outcomes that gain all parties'support and acceptance; compromising when appropriate.
Maximising Performance

Establishing performance goals, coaching performance, providing training, and evaluation performance.

Establishing procedures to monitor the results of delegations, assignments or projects taking into consideration the skills, knowledge and experience of the assigned individual and the characteristics of the assignment.

Allocating decision making authority and task responsibilities to appropriate subordinates; utilising subordinates' time, skills and potential effectively.

Rapport Building

Creating continuing compatibility; getting along well; pro actively developing relationships.

Tolerance for Stress

Maintaining stable performance under pressure and/or opposition (eg time pressure, job ambiguity); relieving stress in a way that is acceptable to the person, others and organisation.

Generating and/or recognising imaginative, creative solutions in work related situations.


Maintain effectiveness in varying environments and with different tasks, responsibilities and people.

Oral Presentation

Effective expression when presenting ideas or concepts to an individual or to group, when given time for preparation (includes gestures and non verbal communication).

Handling disappointment and/or rejection while maintaining effectiveness.


Creating a good impression, commanding attention and respect, showing an air of confidence.


Maintaining a high activity level and effective performance for an extended period of time.

Maintaining social, ethical, and organisational norms in conducting internal and external business activities.

Oral Communications

Expressing ideas effectively in individual and group situations (includes non¬
verbal communication); adjusting language or terminology to characteristics or
needs of the audience.
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Written Communication

Expressing ideas clearly in memoranda, reports, letters or other documents with appropriate organisation and structure, correct grammar and language or terminology that is adjusted to the characteristics or needs of the audience.



1 Analysing the subordinate's job.

What is a good job. What do you need to manage a team. Analysing the job. Developing the job profile. Developing the job specification and standards.
2. Selection process.

Why improve the selection process. Job requirements and qualifications. Preparation for selection. Areas of probing. Planning for the interview. Conducting the interview. Rating the evaluation.

3. Setting objectives.

Managing by objectives. Steps in managing by objectives. Establishing objectives. Developing measurable objectives. Written "objectives" statements. Conducting the objective setting interview.

4.Performance review and development plan.

Preparing for the interview. Importance of advance planning   know you staffs performance   positive feedback   managing negative feedback. Causes of performance problems. Analysing performance problems and critical incidents. Conducting the development interview. Using probing questions. Handling the fear of change. Managing conflicts. Developing and negotiating a development plan.
5.Counselling during the interviews communication skills.
6.Managing by situational leadership influence.

Your leadership styles. Personal and individual factors. Situational factors. Assessing the various situations. Developing and adapting appropriate styles for effectiveness. Understanding staff readiness.
7.Managing by exception   techniques.
8.After performance review meeting.

Coaching for improved performance. Mentoring.
9.Staff counselling and problem solving.

10. Managing problem employees.

    *Behaviours and intervention strategies.
11. Motivating people through supporting communication.

*Praise. Positive reinforcement. Continuous feedback. Empowerment   to spark exceptional performance. Enabling   to bring out the best.
12. Managing the change.

Changes in market, methods and organisation. Resistance to change. How to initiate change. Managers' roles in change. Communication in change.
13. Managing  diversity
14. Assertiveness.
15. Delegation   





1. . . . Making the best use of time while on the job?

2. . . . Planning ahead so to know what you want to do?

3. . . . Organizing his/her activities so to save time and get productivity?

4. . . . Conducting oneself so that the workers respect you?

5. . . . Cooperating with other supervisors or departments?

6.        Living with job pressures?
7.        Honestly adapting to change?
8.        Using a daily checklist of projects to be completed?

  9.      Being accountable for your actions?
10. Making a definite effort to grow and develop  on the job?



1.Giving workers definite assignments and productivity goals?

2.Training the workers for top performance?
3.Counseling and coaching the people?
4.The workers feeling they can approach  their supervisor at any time?
5.Getting the workers to accept responsibility?

6.       Orienting new employees properly?
7.       Controlling tardiness?
8.      Getting the workers to develop good work  habits?

  9.    Having good morale in the organization.
10. Handling the worker's complaint?



I   Managing by objectives?
2.   Reaching your objectives   get the job done?
3.   Keeping equipment in good repair?
4.   Workers producing in relation to acceptable quality standards?
5.   Operating with a cost control program?
6.   Supervisors doing their part to have proper  housekeeping in all work areas?
7. . . . Operating within the safety /environmental regulations provided to the supervisors?
8. . . . Carrying out the directives of top management?
9. . . . The supervisors seeking out ways to improve their operation?
10   Making the total commitment to the job?



1.   Leading by example?
2.   Inspiring team effort?
3.   Getting the supervisors to accept the respon sibility that getting the job done lies squarely
on their shoulders?
4.   Treating the workers fairly?
5.   Supervisors displaying self confidence in  their leadership?
6. . . . Encouraging ideas and suggestions from the workers before making a decision?

7.   Supervisors knowing their job?
8.   Being patient with the workers?
9.   Not knowing an answer, to admit it openly,  and not bluffing?
10 . . . Making a determined effort to remember names?



1. . . . Listening to the people when the occasion warrants it?

2. . . . Keeping personal problems from interfering with his/her job as a supervisor?

3.   Giving clear and accurate instructions?
4.   Writing a memo so it is understandable?
5.   Standing in front of a group and communi¬cating orally?

6.   Encouraging the people to communicate to the supervisor?

7. . . The supervisor making a conscious effort to communicate with his/her boss?

8. . . . The supervisors putting their people at ease before starting to communicate with them?

9. . . . Employing empathy, or putting yourself in the other person's shoes, when communicating



1.   Being self motivated?
2.   Giving orders that get acceptance and action?
  3.   Motivating each worker as an individual?
  4.   Being positive in sayings and actions?
  5.   Encouraging loyalty to the organization?
  6.   Promoting good morale among the workers?
  7.   Showing appreciation for good work?
  8.   Appealing to a worker's pride?
  9.   Getting workers to produce as expected?
  10.   Asking workers for their opinions and  suggestions?



1.. . Taking the time to know each worker as an individual?

2. . The workers feeling that their supervisor jespects them?

3. . . . Treating and supervising men and women the same way?

4. ..Talking to people as equals?

5. ... Communicating to a worker what he/she is expected to do on the job?

6. . . . The workers knowing where they stand at all times?

7. . . . Keeping supervisors from manipulating their workers?

8. . . . Controlling personality clashes so they do not affect supervision?

9.       Disciplining a worker when it is needed?


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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