Volume 2, Issue 1 2007
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Welcome to the Third Issue of the Journal of Practical Consulting
Bramwell Osula
In this issue, we continue to explore a range of issues that are pertinent to the development of practical consulting. The articles gathered here cast a wide net that will be familiar to regular readers. Our ongoing commitment to a broader definition of consulting is reflected in the range of themes covered and perspectives represented here. Saroj Upadhyay’s reflections on multinational corporations and effective business strategies for participation in an emerging market economy sets a global framework. Carrie Ballone examines the critical subject of consulting within a multi-generational workforce, and Don Brawley’s research suggests that coaching offers a better model of employee development largely because clients are able to take ownership of their personal and professional growth.
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Building A Personal Foundation – That Works!
Kathleen B. Cashman

Lately, anytime I speak with someone, he/she asks me one of three questions: (1) How can I get more time in the day for me? (2) How can I get more control over my life? (3) How can I get a life? Ultimately, we all want to get more energy in our day-to-day lives. Are any of these questions relevant to you? What do you do? Get yourself a journal or notepad. These are the most important notes you will ever write down. Before you can start any project, you must have a picture of what you want to accomplish or build. Get ready to take notes and learn from your own personal coach!
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Effective Business Strategies of Multinational Corporations in an Emerging Market Economy
Saroj Upadhyay

The success of global business organizations depends upon the utilization of opportunities unleashed in the emerging markets of the world. There was a time when multinational corporations (MNCs) were complacent and earned enough surpluses for their commanding positions in developed and other selected countries. Emerging markets provide ample opportunities in business, as they have a large demand base of various products along with large populations who have increasing purchasing power. The emerging markets have become known as suitable and reliable suppliers of a wide range of goods and services. A large number of global players are also emerging from these markets, forming a new breed of global organizations. The opportunities in these emerging markets are creating an environment of business where skillful manpower and other logistics support are available. Despite larger economic potential, the MNCs and other global organizations find various obstacles in emerging markets. This article explores alternative strategies in order to thrive successfully in an environment of emerging markets.

 
Consulting Your Clients to Leverage the Multi-Generational Workforce
Carrie Ballone

The existence of the multi-generational workforce poses unique challenges to today’s business environment. A lack of understanding regarding generational differences contributes to conflict within working relationships, lowers productivity, and increases turnover. More seasoned staff can become frustrated by a seemingly aloof younger generation. Younger staff can become disenfranchised with entrenched hierarchal structures. Moreover, those employees stuck in the middle can become frustrated with everyone. A key to thriving within this blended workforce is to raise your client’s awareness about members of the other generations. This article presents practical information on building multi-generational awareness in areas of shaping influences, differing expectations, and leveraging the potential of working in today’s diverse work environment.

 
When Training Costs Too Much and is Not Enough!
Don Brawley, III

According to the December 2006 issue of Training and Development, American corporations spent approximately $109 billion dollars on corporate training in 2006; however, their estimates also suggest that as high as 90% of all training dollars fail to achieve a positive return on the bottom line. While historically entrenched in modern organizational life, corporate training initiatives prove they are no longer sufficient for HR development since they do not motivate employee learning or teach employees how to learn. In today’s dynamic, interconnected, and global environment, on-going, experiential, and organization-wide learning is paramount for sustained competitive advantage. Outdated training methods must now give way to newer and more effective learning models, like coaching, that are better suited for continuous learning, organizational adaptation, and individual behavioral change needed within post-modern organizational contexts. Despite training’s previously cited shortcomings, it will still have a place in organizational life; yet, it is unlikely it will remain the primary vehicle of development it once was.


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©2009 | ISSN: 1930-806X