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Certified Management Consultant TM

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Title: Certified Management Consultant TM


1
Dear Reader What an action packed time we have
seen at IMCI Delhi! IMCI Delhi Team organized the
International Management Consultants Week with
great spirit and intellectual harvesting. This
was truly a professional indulgence at its
peak! We bring you a DOUBLE ISSUE of ABCeMag. We
just could not contain all that happened in our
usual size. There are hundreds of pictures
uploaded by us. Follow the links and get a feel
of the vibrancy IMCI Delhi created. Dont miss
out the videos and podcasts too. Our emphasis on
Yo! Youth Outreach program announced earlier
continues. Many management institutes have
already joined us as Yo!partners. Alag Tewar,
Alag Flavour continues Cheers, Rajiv Khurana,
CMC, FIMC Chairman, IMCI - Delhi
HIGHLIGHTS IMCI Delhi's Celebration
of International Management Consultants'
Week July 16-22, 2009
July 16, 2009 Panel
Discussion and Complimentary Dinner for members
Venue CDC IHC July
17, 2009 ROUND TABLE
Consultants Collaborating for Business
Development Venue CDC July 20, 2009
2nd CampT20 Three member
speakers for 20 minutes each
Venue IMI July 22, 2009 Executive Team
Meet Chairmans Office
in this issue in this issue
Panel Discussion 2-5
Round Table 6-7
T20 Camp 8-15
Yo!program 16-17
LIFT quotes CDC Advt. 18
About IMCI Code of Ethics 19
Misc. 20
public programmes. CDC Consultancy Development
Centre IHC India Habitat Centre IMI
International Management Institute
Certified Management Consultant TM The
international credentials of a professional
management consultant, reciprocally recognised by
global members of the International Council Of
Management Consulting Institutes ICMCI
imcidelhi_at_gmail.com, www.imcidelhi.com
http//sites.google.com/site/imcidelhi,
http//twitter.com/imcidelhi
2
Panel Discussion
July 16, 2009
Dr. S.R.Mohnot
MANAGEMENT CONSULTING RESKILLING FOR FUTURE
UNLIMITED
Dr. Sunil Abrol
Podcast of the talks by the four panelists are
available on the following links  Dr. S R
Mohnot http//www.box.net/shared/zf3dacvb7v Dr.
Sunil Abrol http//www.box.net/shared/8ypy0zycem M
r. Ashok Kumar http//www.box.net/shared/mvvs6gm1q
i Rajiv Khurana http//www.box.net/shared/ik9xnsc5
d7
Mr. Ashok Kumar
2/20
Alag Tewar, Alag Flavour
Rajiv Khurana
3
  • MANAGEMENT CONSULTING
  • RESKILLING FOR FUTURE UNLIMITED
  • As part of the International Management
    Consultants Week celebrations, the inaugural
    special event was a panel discussion on
    MANAGEMENT CONSULTING RESKILLING FOR FUTURE
    UNLIMITED held on July 16, 2009.
  • The deliberations were chaired by Dr. S.R.Mohnot
    and the panelists were Dr. Sunil Abrol, Mr. Ashok
    Kumar and Mr. Rajiv Khurana.
  • Dr. Mohnot introduced the topic and presented his
    thoughts which can be summarised as
  • There surely have been new challenges in the past
    few months.
  • Future is always unlimited, unknown, abstract and
    mysterious.
  • Three years ago, nobody could have dreamt of the
    financial turmoil.
  • Probably, nobody can predict such things, barring
    astrologers.
  • How to skill and re-skill when one does not know
    what is going to happen?
  • The first element is growth at break neck speed
    which we have to cope up with.
  • Earlier it was slow and so we could manage it
    judiciously.
  • Given the change in speed, re-skilling is
    crucial.
  • While new management techniques have come in the
    past like TQM, BPR, CRM, etc. but some of these
    are not the answers to todays situation. Six
    Sigma is hot today but some have faded.
  • Emphasis on Knowledge Management will be there
    for a few decades in the future. Management
    Consulting is still not prepared for this in
    terms of knowledge. It will take completely new
    dimensions in the future.
  • We have a resource deficit in financial and data
    terms and the others score on this over Indian
    consultants.
  • Trends have to be studied carefully.
  • IT is being used extensively but Management
    Consulting has not done it to the extent it
    should have.
  • We have to be prepared for a completely new
    world.

3/20
Alag Tewar, Alag Flavour
4
  • Mr. Ashok Kumar gave a very different exposition
    by giving a managerial perspective, which
    consists of
  • The sixties and seventies management scenario was
    autocratic. Whatever the CMD said was done. Now
    it is more participative. We had to de-skill to
    change with the times. Times, thinking and
    perspectives have all changed.
  • High liquidity and boom was there but the world
    wide crash happened and companies started to
    shift from growth to profits
  • The focus shifted to working capital and cost of
    operations How to cut down costs? Staff,
    branding and promotion for handling down and
    upturns became important.
  • Today when the market is low, we are looking at
    consolidation. Social sector is where money will
    flow. Education and then health are the sectors
    where big money is going into.
  • Corporate governance and audit committees will be
    essential and so we can become independent
    directors on company boards.
  • Fraud audit policies are coming up and management
    consultants can take up this role also.
  • RTI is known to us already but now, right to
    accountability is coming up. Two countries have
    it already.
  • We need to develop more of softer skills for
    social sectors
  • We need to analyse why Mr. Ramalinga Raju is
    disgraced and Mr. E. Sreedharan is not blamed?
  • Inclusive growth is going to be more and more.
    Therefore, the social sector will be the future
    of the country.
  • Empowerment of the common people is happening in
    a big way RWAs now inspect materials being used
    in the projects in their localities and approve
    before bills are passed.
  • Dr. Sunil Abrol talked about the competencies
    that will be required in the future in a very
    lucid style and highlighted that
  • The business of consulting is going to change
    away from advisor to implementer. More and more
    clients are looking for partners in consultants
    with the fee being linked to performance. Hence,
    consultants have to take risks.
  • Multi-disciplinary solutions have to be provided
    and hence, a management consultant cannot just
    remain a super specialist. The ability to
    collaborate with others will surely be needed to
    be able to compete for larger projects.
  • There will be a definite need to use technology
    and knowledge available all over the world.
    Hence, use of IT to access happenings around the
    globe seems essential.
  • Continuous learning on daily basis will be needed
    to use new concepts, new applications as also for
    networking.
  • We have to look at pockets of business to
    identify business opportunities at the bottom of
    the pyramid like development of masses in the
    country, leading to business opportunities in the
    governments across the world.
  • To conclude his thoughts, he said that future is
    bright and the re-skilling has to be on
    competencies, business management, marketing and
    credibility for both consultants and clients.

4/20
Alag Tewar, Alag Flavour
5
Sumit Chaudhuri HR Specialist, consulting, training and teaching for major international and domestic private, public, government and non-government organisations.
5/20
Alag Tewar, Alag Flavour
6
  • A Round Table meeting (RT) was organized at 5.00P
    M on 17th July as one of the key events of
    International MC Week (16 - 22, July 09)
    celebrations of IMCI Delhi. This event was
    sponsored and hosted by CDC and held in its
    meeting hall, at India Habitat Centre New Delhi.
    The genesis for the RT dates back to the first
    meeting of T-20 Event on 25th June 09, when the
    issues connected with consulting opportunities
    during market downturn came to greater focus,
    highlighting the need to enhance networking and
    collaborations by the consultants (in particular
    the small mid-size units and individual
    consultants) came to greater light. Mr. Sudhir
    Ahluwalia, former TCS Consultant and Indian
    Forest Service Officer, who triggered this idea
    during the T-20, was chosen as the key discussant
    for the RT. The meeting was chaired and
    coordinated by the undersigned.
  • There was overwhelming response to the RT,
    resulting in refusing participation owing to the
    space limitations in the meeting room and the
    number restricted to 20. Still, 26 people
    participated. However, the level, contents and
    quality of discussions were very high. Among
    others, the meeting was attended by four eminent
    luminaries from the consulting and management
    education sectors Prof JK Mitra, Dean, FMS,
    University of Delhi, Dr. SR Mohnot, former UNIDO
    Consultant CMD, CIER, Dr. Sunil Abrol, DG, CDC
    and Mr. Kishan Khanna, a renowned educationist
    and IT consultant, whose contributions raised the
    quality level of deliberations and the outcome of
    the RT. The following are the broad contours of
    the take-aways from the RT
  • Contrary to the deceptive impression that the
    consulting market is down during these days of
    global meltdown, the dominant opinions point out
    there are huge opportunities for small
    consultancies and freelancers in MSME,
    informal/unorganized and rural sectors, provided
    they are in a position to leverage suitable
    competencies to provide diagnostic and
    productivity quality improvement services
    (enhancing competitiveness), the dire
    requirements of these sectors.

Round Table
Consultants Collaboration for Business
Development
July 17, 2009
6/20
Alag Tewar, Alag Flavour
7
  • For harnessing such opportunities, RT concluded
    that there could be two types of collaborative
    approaches for positioning to the needs of
    current clientele.
  • Institution-based Collaboration/Networking CDC
    IMCI, being resource-pool of consultants
    through their membership can act as pivotal
    organizations to bring compatible complementary
    consultancies as consortia on a project to
    project basis and support its members in their
    business generation leveraging the institutional
    credibility
  • Opportunistic Alliances Pools of Consultants
    (members of e-groups such as Linked In etc) can
    come together on the basis of resource and
    competence compatibility from the prospective
    clients point of view and can work together as
    consortia to garner business. One such pool got
    evolved during the RT at the instance of Mr.
    Anand Chabra of Born to Win and Sudhir
    Ahluwalia.
  • Both IMCI and CDC do need to enhance their
    resources-pool of professional members and make
    dynamic-inventory of their competencies so as to
    realize the potentials of collaborations and
    cooperation for business generation and also
    provide value to its members.
  • The unique feature of the deliberations was the
    intermittent and very effective interludes by M/s
    Rajiv Khurana, Chairman, Sumit Chaudhuri, Dy.
    Chairman and Vijay Nagrani, Honorary Secretary of
    IMCI, Delhi to ensure the discussions remain
    focused to the core of the subject.

S A Khader
7/20
Alag Tewar, Alag Flavour
8
  • The T20 CONCEPT
  • -Innovative and exclusive design by IMCI Delhi to
    project member consultants before the corporate
    world.
  • -Three members at a time.
  • -Each Presenter Talks/Trains for precisely 20
    minutes to showcase calibre.
  • -Totally INFORMAL ENVIRONMENT. Prefered dress
    code Jeans and T-shirt
  • -Participants invited for free
  • The THEMES SPEAKERS
  • T20 concept and information of interest
  • Sumit Chaudhuri
  • Dy Chairman, IMCI Delhi and Chairman of this T20
    event
  • Creating BEST Organisation To Work For
  • Neerja Verma
  • Modelling For Enterprise Competitiveness
  • S.A.Khader
  • Opportunities Challenges in rural marketing
  • Vijay Nagrani

Jointly organised with
July 20, 2009
MSN VIDEO 1. Go to www.video.msn.com 2. Type
"imcidelhi" Four video files beginning with
"IMCIDelhi-T20-25June09" have been uploaded for
your viewing. PODCASTINGMr. Sumit
Chaudhuri http//www.box.net/shared/jpx0qg7ut1 Mrs
. Neerja Verma http//www.box.net/shared/tef2494yg
o Mr. S A Khader http//www.box.net/shared/jupg1hm
qmm Mr. Vijay Nagrani http//www.box.net/shared/xl
yem7ok43 PICTURES http//tinyurl.com/imcidelhi-t2
0-20july09-pics
8/20
Alag Tewar, Alag Flavour
9
A recent Harris poll indicated that 77 of
respondents aged 21-35 defined success as
finding a company where you want to work for a
long time.  The psycho-graphic profile of the
ideal employee should be reflected in each aspect
of the organization environment. e.g. Intrinsic
values It is human nature to want to belong, to
feel part of the big picture at work. The key to
successful organizational building is to
establish this bond of trust with the
employee. All organizations face challenges which
are not very different, and can be summarized as
under ?Attraction of talent, ?Attrition,
?Retention, ?Training Development (I like to
call that learning and development),
?Collaboration, ?Engagement, ? Succession , ?
Communication (internal The priority areas
become, Talent Management, Performance
management, environment (internal),
Culture. Basic Need The fundamental needs of all
Individuals in any sphere of life are similar,
they are ?meaning and ?purpose ? community and
?connection ?opportunity to learn and grow and
the? ability to feel autonomous. Any
organization and work experience that taps into
these fundamental needs will generate pride ,
enthusiasm and commitment in the
individual. Great Organizations like ROME are not
built overnight. They are built on a reputation
over a long period of time.
Creating BEST Organisation To Work For Neerja
Verma
9/20
T20 highpoints
Alag Tewar, Alag Flavour
10
Creating BEST Organisation To Work For Neerja
Verma
Employees should be able to identify with their
company's reputation, believe that they can
empower its values These feelings will reinforce
a sense of trust and integrity for both sides. A
good employer can significantly enhance the
pride, trust and loyalty of a work force, which
will pay dividends with a greater performance A
Great Organization, or one aspiring to become
one, should address and focus on the following
elements of work to create the great peoples
organization that all are proud to be associated
with ?Job clarity, ? Equipment needed to do the
job, ? matching strengths to the job needs, ?
reward for recognition, (the 7 day rule) ?Caring
? Mentoring, ? Valuing opinions ? aligning to a
noble cause, ? one for all and all for one, ?
best friend at work, ? D2D individual feedback on
his/her progress, ? Opportunity to grow. Finally
a FITT culture ensures stickiness, a culture that
is based on fairness, integrity, transparency and
trust The organization that awards everyone an E-
DRAFT that guarantees empowerment, dignity,
respect, appreciation, fairness and trust is the
one that brings out the greatness of the
individual. What you do to the employees, is what
the employees do to your business.
MBA with over 25 years experience in functional
and strategic management areas, both as a
corporate insider and a consultant.
10/20
T20 highpoints
Alag Tewar, Alag Flavour
11
Modeling for Enterprise Competitiveness SA
Khader
Modeling for Enterprise Competitiveness A
consultants technical professional competence
clearly depends on his ability to transform
clients problem situation into a standard
problem solving model, for instance a typical
model is McKinseys 7-S Porters Diamond for
competitiveness etc or build a model utilizing
his own conceptual skills or adapt any of the
standard models and then super-impose the local
and specific issues of the current client..
Because of this, consultants are normally termed
as those species who give standard solutions to
non-standard situations. Thus a simple model is
being evolved for the complex competitive
environment for a general enterprise or an
organization, be it a manufacturing one, services
provider or a general promotional developmental
body. To a layman, the Enterprise-level
Competitiveness means that the enterprise must be
able to achieve the following on a sustained
basis Retain the customer base and add on to it
through its continuous development and supply of
acceptable and competitive products/services that
means it must be able to enhance its market
share Demonstrate growth by acknowledged
enhancement of shareholder value and enhanced
employee satisfaction Ensure that societal
stakeholders are kept satisfied be it
environment protection, resource conservation,
compliance to norms and practices expected from a
responsible corporate citizen and many others
11/20
T20 highpoints
Alag Tewar, Alag Flavour
12
All the above is not possible without adequate
focus on internal human asset development for
leveraging and harnessing the other assets by
implementing more and more effective processes to
continuously improve upon productivity, quality,
product development and ultimately the customer,
employees and societal satisfaction (Environment
Inclusive Growth). The kind of Competitive
Performance mentioned above comes from the
Competitive Assets, when they are managed or
harnessed by deploying effective and Competitive
Processes. Assets could be tangible and/or
intangible that facilitates the enterprise,
serve its stakeholders through its products,
services and relationships. As is commonly known,
it is the customer focused and employee driven
processes that provide the ultimate service to
the customer. The processes are the vital links
in the supply chain between the customer and the
competitive resources of the enterprise. More
efficient and customer focused the processes are
greater is the possibility of customer
satisfaction. It is the effective synergy between
the competitive assets and the competitive
processes (commonly known as process management)
that results in higher competitive performance,
as relevant to differing stakeholder
requirements. The process architecture in an
enterprise includes i). Strategic Management,
ii.) Customer concern Management, iii).Operating
Management, iv).Technology Management v).Human
Resource Management, vi). Society Centered
Processes. Here, assets and processes are
enablers to produce the results that the
stakeholders look for. In fact, the processes
perform a dual role of continuously focusing on
the stakeholder requirements and also sharpening
the quality and competence of the assets as well,
taking into account the influence and impact of
the external elements market, vendors,
government legislations and societal elements.
Modeling for Enterprise Competitiveness SA
Khader
12/20
T20 highpoints
Alag Tewar, Alag Flavour
13
As you note in the figure above signifies that
an enterprise comes to exist in an economy or a
society (having all its unique socio-cultural and
socio-economic characteristics and laws of the
land) to provide goods services that the
society needs. Thus the market environment is
provided both by the domestic and external
customers, who are served by a multiplicity of
service providers posing competition of different
kinds. Further, the vendors/service providers and
families of the employees, though external to the
enterprise, do have profound impact on the
internal environment of the enterprise that needs
to survive in the environment created by these
institutions external to it. Any model for
Enterprise Competitiveness has to include these
elements.
Modeling for Enterprise Competitiveness SA
Khader
13/20
T20 highpoints
Alag Tewar, Alag Flavour
14
While the assets processes and productivity
quality built in the products/services, are
internal to the enterprise, ultimately the market
performance of the entire organization, is a true
measure of competitiveness of the enterprise.
The market and environments push and pull forces
get, influenced by productivity/prices, quality
performance customer service and also the image
and branding of the enterprise as a socially
relevant and responsible institution. Thus, the
performance components are i.) Economic
productivity, ii) quality customer
satisfaction, iii) social productivity and iv)
resultant competitive market and financial
performance. The competitive edge at a finer
stage has a number of non-price related factors,
which are linked with the ethical and responsible
behavior of the enterprise. Any mechanism for
assessment improvement of competitiveness needs
to consider these interlinked facets of
performance along with keeping the assets and
processes tuned sharpened to the fast changing
needs of time. Model its Application This
standard model evolved for ILO-Surveys has 15
major factors and 94 sub-factors in all and is
made amenable to self-assessment and improvement
by the internal management which meant
development of a Tool-Kit defining the factor
sub-factor levels/degrees (developed on the basis
of CMM Model) for inter-temporal comparisons. The
quantification system developed embraced the
system of giving weights to enabler-factors and
results-factors in 5050 weights-basis. Using
this system tool-kit consisting of benchmarks
for each of the degrees for the sub-factors, it
is possible to compare the scores of an
enterprise with its competitors on assets,
processes and results separately and also
collectively, ultimately leading to evolution of
action-plans for improvement of Competitiveness
through developing implementing strategic
road-maps. Such a comprehensive model is
simplified (with just about 35 sub-factors)
adapted by Federation of Nepalese chamber of
Commerce Industry for facilitating their SMEs
in their capacity building for self-assessment
improvement through strategic actions for
Competitiveness enhancement.
Modeling for Enterprise Competitiveness SA Khader
A productivity competitiveness consultant and a
consultant trainer, with life-time association
with indian productivity movement.
14/20
T20 highpoints
Alag Tewar, Alag Flavour
15
Rural Markets were earlier unattractive for the
Corporate Enterprises. Before 1960s,Rural
Economy was quite underdeveloped. In the phase
(Mid 1960s to mid 1990s ) the Green Revolution
ushered in prosperity in many of the farmers
houses. Since mid 1990s the Indian Economy has
firmed up and the tastes preferences of Indians
have been changing. This is evident not only in
Urban India but also quite visible in Rural
India. Many Indian Companies and MNCs have been
aiming to capture the Indian Rural Markets the
reasons being Urban Markets have become
congested with too many Competitors. The large
potential for consumption of variety of products
and services in Rural Markets is
attractive. Because of the Economic
Technological Progress and with the mixing of
Rural folks with the Urbanites, many upclass
products and services are today in demand and
available in Rural Markets. Innovations in Rural
Markets include E-Business. Marketing Planning
today requires complete study of the Rural
Market. Solutions to Market Problems are not
easy as many Challenges have to be taken into
account viz Acceptance of your product ,Role of
Influencers and Problems caused by Spurious
Products. Whether the price acceptable to the
Consumer would be viable for the
Marketer. Physical Distribution is a Challenge
because of Scatter of the market and its
accessibility is not easy. Additionally there are
problems associated with Transportation,Warehousin
g Channel Management. Communication Problems
arise because of Low Literacy rates, Language
Problems and because of Inadequate means of
Communication. Marketing Research-Secondary Data
is inadequate/not so accurate in many cases. For
collection of Primary Data, a Researcher has to
depend upon Respondents, who are
Semiliterate/ Illiterate, unaware of Brands (in
many cases) and hesitant to talk. Generally any
Consultant whose Physical presence is required in
Rural Areas, should be willing to adopt the not
so comfortable Life of Rural India.
Opportunities and Challenges in Rural
Marketing Vijay Nagrani
Certified Management Consultant Specialising in
Marketing Research/Strategies and Training.
15/20
T20 highpoints
Alag Tewar, Alag Flavour
16
Average Price of an MBA course Rs. 5,00,000.00
Token Price of life time value add by IMCI Delhi
Rs. 500.00
Compliments for reading this page! Yo! is meant
ONLY for serious minded management students. Why
is IMCI Delhi serious about you? - because we
have chosen a mandate to help management
students - because we are a not-for-profit body -
because each of our member has gone through your
stage in his/her personal life
Why so low? Just Rs. 500?
  • Your money is not our motive. Your future is.
  • We offer you help only during the time you are a
    management student.
  • We take a token amount to add to the seriousness
    and symbolically cover some expenses.
  • As a second year MBA student, you pay Rs.500 for
    the complete academic year.
  • As a first year MBA student, you pay Rs.900 for
    your I II academic year.

What do I get?
How do I enroll? Write to us at imcidelhi_at_gmail.co
m
16/20
Read on
Alag Tewar, Alag Flavour
17
What do I get?
Depends on what you seek. Your 1 or 2 years
active participation with IMCI Delhi can create
some of the following opportunities for you to
explore
  • Attend career guidance and personality
    development sessions organized by us for you.
  • Rub shoulders with the whos who of professionals
    from the domain of Academia, Business or
    Consulting
  • Participate in evening talks hosted by IMCI Delhi
  • Participate in IMCI Delhis conferences _at_ 50 fee
  • Interact with students from other Management
    Institutes
  • Participate in the Inter-Management Institutes
    competitions
  • Get an indirect benefit as we give opportunities
    to your faculty to participate in our events
  • Get opportunities to participate as a volunteer
    in our events, web communications or ABCeMag.
    Earn special recognition and certificates for it.
  • Get Yo! certificate of participation upon
    attending minimum three events during the year.
  • Seek project guidance, counselling, coachingfrom
    senior members of IMCI Delhi subject to their
    availability
  • Evaluate the option of making MANAGEMENT
    CONSULTING as a career choice
  • Get our fortnightly eMagazine ABCeMag
    delimiting excellence download previous issues
    from http//sites.google.com/site/imcidelhi
  • Listen and view what the experts say during the
    events organized by IMCI (if you miss any).
    Search for imcidelhi on youtube.com and enrich
    yourself.
  • Listen to the podcast in mp3 format. Download it
    on your mp3 player or cellphone and expand your
    learning horizon on the go. Sample it by
    clicking http//www.box.net/shared/c0cvrf0a2g
  • Participate in the discussions on linkedin.com by
    becoming member of the group imcidelhi. This
    will give you global connectivity.
  • Follow imcidelhi through micro blogging on
    twitter. http//twitter.com/imcidelhi
  • Download the pictures we take during events. See
    yourself in elite company. Sample it by clicking
    http//tinyurl.com/imcidelhi-guruspeaks1-pics

and this list will keep growing
17/20
Alag Tewar, Alag Flavour
18
One of the true tests of leadership is the
ability to recognize a problem before it becomes
an emergency. - Arnold Glasow
I am personally convinced that one person can be
a change catalyst, a "transformer" in any
situation, any organization. Such an individual
is yeast that can leaven an entire loaf. It
requires vision, initiative, patience, respect,
persistence, courage, and faith to be a
transforming leader. - Stephen R. Covey
Leadership Ideas For Today
18/20
Extracts from the gift book- LIFT, pending print,
by - Rajiv Khurana, CMC, FIMC
Alag Tewar, Alag Flavour
19
ICMCI The International Council of Management
Consulting Institutes is the global association
of national management consulting institutes from
around the world. These national institutes
administer, in accordance with world class
standards, the international "CMC" certification
Certified Management Consultant earned by
individual professional management consultants.
More details icmci.org
Code of Professional Conduct for IMCI
members Minimum Guidelines Confidentiality A
member will treat client information as
confidential and will not take personal advantage
of privileged information gathered during an
assignment, or enable others to do
so. Unrealistic Expectations A member will
refrain from encouraging unrealistic expectations
or promising clients that benefits are certain
from specific consulting services. Commissions /
Financial Interests A member will neither accept
commissions, remuneration or other benefits from
a third party in connection with recommendations
to a client without the clients knowledge and
consent, nor fail to disclose any financial
interest in goods or services which form part of
such recommendations. Assignments A member will
only accept assignments for which the member has
the skill and knowledge to perform. Conflicting
Assignments A member will avoid acting
simultaneously (in potentially conflicting
situations) without informing all parties in
advance that this is intended. Conferring with
Clients A member will ensure that before
accepting any engagement, a mutual understanding
of the objectives, scope, work plan and fee
arrangements is established and any personal,
financial or other interests which might
influence the conduct of the work are
disclosed. Recruiting A member will refrain from
inviting an employee of a client to consider
alternate employment without prior discussion
with the client. Approach A member will maintain
a fully professional approach in all dealings
with clients, the general public and fellow
members. Code of Professional Conduct A member
will ensure that other management consultants
carrying out work on the members behalf are
conversant with and abide by the Code of
Professional Conduct.
IMCI The Institute of Management Consultants of
India (IMCI) is the apex body of management
consulting professionals, being the only
registered institute of established management
consultancy firms and practicing individuals in
the country. Constituted in 1991, IMCI was
formerly known as the Management Consultants
Association of India (MCAI), which was founded in
1963. In 1989, IMCI became the first Asian
organisation to be accepted for membership of the
International Council of Management Consulting
Institutes (ICMCI), the global apex body of
Management Consulting Institutes. ICMCI has 46
member countries in the world. The Executive
Secretariat of IMCI is located in Mumbai. The
Institute has regional Chapters in Ahmedabad,
Bangalore, Calcutta, Chennai (Madras), Delhi,
Hyderabad, Mumbai (Bombay) and Pune. CMC
Designation IMCI endeavors to raise the standards
of management consulting by awarding Certified
Management Consultant (CMC) designation to
individual members who have passed a qualifying
examination and have met the professions
standards of competence and ethics. The CMC
designation implies international recognition to
worldwide standards. More details imcindia.co.in
19/20
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nothing serious...
Join group IMCI Delhi on linkedin.com
I'm Not Unemployed - I'm a Consultant
http//twitter.com/imcidelhi
We await your ideas, suggestions, contribution,
support
Patron Dr. M.B.Athreya Mentors Dr. S.R.Mohnot
Mr. Shashi Budhiraja Dr. Sunil Abrol Past
Chairmen Mr. Ashok Kumar Mr. Ramesh Tyagi
Chairman Rajiv Khurana Dy. Chairman Sumit
Chaudhuri Hon. Secretary Vijay Nagrani Hon.
Treasurer M S Sridhar Executive Members S A
Khader S B Sengupta Dr. Shiv Dhawan Regional
Rep. S A Khader
IMCI Delhi
TEAM
20/20
imcidelhi_at_gmail.com
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This eMag is meant for free electronic
circulation amongst members friends of IMCI -
Delhi
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