咨询方法与工具资料库LODGING【精品文档】

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咨询方法与工具资料库HANDBOOK【精品文档】

The Butler Regionalization ProjectGuide to Supporting EmployeesThrough ChangeThe Butler CompanyIntroductionThis manual has been designed for The Butler Company to be a practical tool for managers to use in supporting employees through the Regionalization Project. Much of the material is helpful in dealing with all types of changes. The information presents in a condensed format many of the findings and suggestions outlined in books on change and is supported by extensive research. Change is a cyclical process that people respond to in different ways and at different rates. Many different changes are also going on at the same time. As a result the manual is organized by topic rather than by the time something occurs in the Regionalization project.District, Regional, and Branch Managers are encouraged to review the material and seek additional assistance from those listed in the Resources section. It is as critical to success, to plan for and work through employee issues dealing with change as it is to plan the technical part of a regionalization.The Butler Regionalization ProjectTable of ContentsSection Pages IntroductionIntroduction 2Index/Table of Contents 3 Planning for Change 4Define Branch Objectives, Goals, and Strategies 5Determine Staffing Needs at Regional Sites 6Morale and Employee Issues 7Communication 8Customers 9Evaluating and Measuring Effectiveness 10Guidelines for Communication 11Guidelines for Short Term Planning 12 Managing Change 13Supporting Employees Who are Relocating 14Dealing with Transitional Employees 15Managing Your Future Staff 16Demonstrating Leadership 17Maintaining Productivity 18Building Support 20 Employee Meetings 21Meeting Overview 23Company Wide Video Announcement 2425Regional Manager Visits and Individual Follow-UpMeetingOn-going Staff Meetings 26“Pulse Check”27Team Development 28 Overview of Losses 29Loss of Attachments 30Loss of Turf 31Loss of Structure 32Loss of Future 33Loss of Meaning 34Loss of Control 35 The Grief CycleCycle Stages 36Responding to Grief Stages 37 Stress Management 38Analyzing Stress 40Coping with Organizational Stress 41 Building TeamsBuilding Teams Overview 43Understanding Expectations 45Monitoring Team Performance 46Overview of Team Stages of Development 48Forming 49Storming 50Norming 51Performing 52The Butler Regionalization Project。

咨询方法与工具资料库pp-001pg【精品文档】

Background to the Arthur Andersen Worldwide OrganisationThe Arthur Andersen Worldwide Organisation is a leading provider of professional and advisory services to businesses, governments and multilateral agencies around the world. With over 62,000 personnel, including a telecommunications industry group of over 2,700 personnel, the organisation provides professional services through 318 locations in 72 countries. Arthur Andersen & Co. SC, the co-ordinating entity of the Worldwide Organisation, is based in Geneva.Our firm serves its clients through two business units:∙Arthur Andersen, which offers accounting, audit, business advisory, tax and legal and speciality consulting services; and∙Andersen Consulting, which offers business integration consulting and information technology solutions.Our firm has a common culture through its Worldwide Organisation, the core features of which are:One level of service worldwideWe operate as one firm worldwide, sharing human, technical and training resources. Our clients are clients of the firm, not of one particular office, and as such, they have access to the full range of our expertise and resources, no matter where in the world they need them.This one-firm structure is unique in our profession, and enables us to bring to any assignment a tightly co-ordinated approach to the information gathering, assessment and report stages.A commitment to qualityWe enforce high standards, in both professional achievement and client service. We are able to do this because we train our people to the same high standards wherever they are based and our expectations and measurement of performance are consistent internationally.Our worldwide integration and ability to deliver co-ordinated, multinational service is unrivalled in our profession. This is recognised by observers such as the UK’s Financial Times.“Arthur Andersen has long stood out as the only worldwide partnership with central control. Among the advantages of this are the ability to transfer people, skills and services around the world and the sharing of research and development costs”.Arthur Andersen's European Telecommunications PracticeThe telecommunications industry is one of the ten strategic industries for which the Arthur Andersen Worldwide Organisation has a specialist industry team. The team, which has developed over the last two decades, now has over 2,700 personnel, of which approximately 900 work in Europe. Its strength and depth ensures it has the resources to undertake significant projects of great complexity.The considerable experience of the international telecommunications team is disseminated through training and industry seminars. The firm has a range of training courses specifically tailored to the needs of its telecommunications specialists. In addition, the European team which is coordinated out of London meet on a regular basis to develop the practice and to update themselves on the latest trends.The one firm structure of Arthur Andersen enables us to deploy the best resources to any telecommunications assignment regardless of location. The considerable expertise of our london based telecommunications professionals means that they are often asked to support local teams to ensure that the full knowledge of the industry team is brought to bear.Services to the Telecommunications IndustryArthur Andersen acts as consultants to telecommunications companies worldwide and has in-depth knowledge of the issues shaping the industry. In addition to acting as financial auditors to telcos in countries including the UK, US, Argentina, Italy, Spain, Portugal, Lithuania and Greece, our telecoms practice is focused on the following key service lines:∙TaxationOur tax practice provides advice on a wide range of taxation areas and issues such as taxation planning and corporate tax structuring, corporation tax compliance, personal and expatriate taxes, indirect taxes (VAT), and international taxation.∙Cost accountingAccurate cost information is vital for telecommunications companies, particularly for product management, strategic planning and setting the price floor for a service. We have considerable skills in determining and analysing cost of service information. We have advised clients on regulated versus non-regulated costing, service costing and transfer pricing.。

咨询方法与工具资料库ABCD_95【精品文档】

Page 1Reprinted from "ABCD Checklist"TABLE OF CONTENTSPage EXECUTIVE SUMMARY3OVERVIEW QUESTIONS10 I. Planning and Control Processes11 II. Data Management14 III. Continuous Improvement Processes15 IV. Performance Measurements16 V. Overview Question Summary18AUDIT QUESTIONS21 I. Planning and Control Processes22 A. Strategic Planning22 B. Business Planning24 C. Sales & Operations Planning25 D. Financial Planning, Reporting and Measurements 28Page 2Reprinted from "ABCD Checklist"E. “What if?” Simulations30 F Demand Management-Forecasting, Sales Planning andOrder Entry and Promising31 G. Master Production Scheduling34 H. Supplier/Purchasing Management37 I. Material Planning and Material Control39 J. Capacity Planning and Capacity Control43 K. New Product/Engineered Product Planning andControl.44 II. Data Management46 III. Continuous Improvement Processes48 A. Education and Training48 B. Continuous Improvement52 IV. Performance Measurements59 V. Audit Questions Summary65 APPENDIX 67EXECUTIVE SUMMARYIntroduction to the ABCD checklist The following report is an ABCD checklist audit of Hypro Corporation. TheABCD checklist was developed by The Oliver Wight Company for use asan evaluation tool to measure the effectiveness of a manufacturingcompany's abilities to plan and control their business operations.The ABCD checklist is an audit tool which focuses not only on themanufacturing operations , but the company as a whole. All functionalareas within the company are evaluated for a high level of integrationwith the company's objectives and an ability to deliver excellent customerservice. Strong emphasis is placed on the subjects of business planning,manufacturing strategy, sales and operations planning, and continuousimprovement.Page 3Reprinted from "ABCD Checklist"。

咨询方法与工具资料库file21【精品文档】

DETAIL PROCESS REVIEWBackgroundThe Human Resource Structure of the Authority consists of divisions within the Personnel Department which are broken down by functions (i.e. record control, staff relation, etc.). Each division is responsible for a specific task.The Personnel Department plays a major role in the benefits function as they generate many of the changes that affect health and life insurance coverage. LOA situations and termination documentation originates from personnel. Time keepers in the various outside locations send all of their paperwork to the Records Control Division of Personnel through the mail. Records Control audits the timecards once all the required paperwork is received, and completes the Recapitulation Form which details the change. The form is sent to Payroll for coding. After Payroll codes the entry on the Transaction Change Notice, Data Entry inputs the information onto the payroll system.Recently the Employee Benefits Division began using the bi-weekly report from Computer Services to identify changes made to the payroll file. While this information will be obtained on a more timely basis, there is still room to improve the workflow and communications between personnel divisions.BenefitsPayrollIssues and FindingsDivision. Based on our limited exposure to Personnel, we noted the following issues:∙Responsibility for a single process is broken down into many functions which are performed in various divisions of Personnel. This prevents one division from taking responsibility for, and control of, one process;∙Since there is no integrated personnel system, most activities are done on a manual basis which increases the chance of human error, potential for fraud, lack of time management, etc.;∙Time keepers in various outside locations send their paperwork to personnel through the mail. Personnel cannot process any changes in the payrollsystem until all the required paperwork is received, leading to extensive time delays in processing changes;∙There is a delay between the time a change is generated by the Personnel Divisions and when the information is actually entered into the payrollsystem (1-2 weeks); and∙Each division maintains their own functional files for those employees that have changes pertaining to their area of responsibility. Therefore, obtaining complete information takes a significant amount of time due to the allocation of information throughout divisions. In addition, there is a redundancy of files which is costly and takes up space.RecommendationsBased on the above information, we recommend that a detailed operational review of the Personnel Department be performed, as well as a limited scope review of Payroll and the Field, concentrating on the areas of interaction among the departments. This review would focus on understanding all of the human resource transactions and streamlining the processes to ensure adequate controls are in place within these three departments. The processes should be redesigned in order to increase efficiency, ensure proper controls exist, and allow many activities to be automated.We recommend the streamlined processes be documented with policies and procedures as well as job descriptions so that it is clearly stated what each employee’s responsibility is and so that there is a clear understanding of the process. Based on our understanding of the areas, and our expertise in them, we would expect the department to be restructured so that divisions would。

咨询方法与工具资料库_mark163【精品文档】

AA DIFFERENTIATING FACTORSDuring the proposal stage, we are often asked to comment on what makes us different from the competition. This document provides information that you can share with your clients in response to that question.Throughout an engagement we focus not only on teaching and promoting Quality concepts but alsoon leaving the client with the ability to apply those concepts successfully.A TRADITION OF QUALITY"We want to measure our contribution more by the quality of the service rendered than by whether we are making a good living out of it." In so saying, Arthur E. Andersen, the founder of what is today the Arthur Andersen Worldwide Organization, laid the groundwork for a legacy of quality that is carried on by the72,000 people who strive to be recognized as the world's premier professional services organization.We are driven by a model of service that includes three key components: understanding, accepting and exceeding clients' and other stakeholders' needs and expectations; adding value; and building long-term, mutually beneficial relationships. For us, quality service is defined as: our people understanding clients' and other stakeholders' needs and exceeding their expectations continuously.Our focus on client satisfaction is the key to our mission: To help our clients succeed in the global marketplace by exceeding their expectations and delivering value in everything we do. Our fast-paced growth during the past decade is the direct result of superior client service.This focus on client satisfaction has led our firm to adopt, over its lifetime, many innovative approaches to enhance the quality and value of what we deliver, including the introduction of a total quality management strategy called Continuous Improvement. We strategically plan for Continuous Improvement through Quality Steering and Planning teams in each major geographic area of our worldwide practice. Thus, we think globally, but act locally to recognize cultural and business differences. The objective of this management strategy is to continuously improve Arthur Andersen quality by changing our thought and management processes to embody throughout our organization our people understanding clients' and other stakeholders' needs and exceeding their expectations continuously.The result of our Quality focus continues to receive recognition from our clients and others outside of our firm. In 1993, Arthur Andersen & Co. Worldwide Organization in the U.S. was selected as one of 13 finalists for the Malcolm Baldrige National Quality Award (MBNQA). Out of 75 companies that applied, only two of those companies were selected to receive the award. While we did not win the award in 1993, we continue to use the MBNQA criteria to assess our progress on our Quality journey.An example of one of the process improvement efforts within the firm is our Printing and Distribution (P&D) Services group located near St. Charles, Illinois. By implementing Quality concepts of self-directed teams, customer focus and performance measurement to guide behavior, P&D was able to reduce lead times from 10 days to 24 hours. The effort earned P&D recognition as a finalist in the USA TODAY National Quality Cup Award.Another example of our commitment to Quality is our Center for Professional Education. The Center is broadly recognized as a World Class leader in professional training. The Center is used as the benchmark for professional education by major companies around the world. The list of quality awards earned by the Center is extensive. Highlights are listed in the section within this proposal titled Training Capabilities.GLOBAL BEST PRACTICESOur worldwide organization is a recognized leader in helping clients apply the techniques of Global Best Practices and Competitive Benchmarking. We can bring this expertise to bear in serving our clients.A best practice is simply the best way to perform a given process. Benchmarking is the process of continuously comparing and measuring an organization's business processes against those of business leaders throughout the world. We can help compare our client's organizations and processes to leaders within and beyond their industry and then devise solutions to help our client achieve breakthrough results.Our approach involves identifying the real business issues our clients face and defining the operational and financial challenges they present. We can then use the benchmarking process to help our client implement process improvements that will create meaningful, long-term change.To facilitate this process, Arthur Andersen has made a multi-million-dollar investment to create a proprietary Global Best Practices Knowledge Base. We update information quarterly on this CD-ROM disk, capable of storing 270,000 pages of data. Using this tool, Arthur Andersen professionals collaborate with you, finding innovative ways to alter your operation and then helping you implement the changes.Competitive benchmarking goes hand in hand with implementation of an effective Total Quality Management program. In our experience, many TQM programs fall short of their potential because companies fail to adopt the organizational structure and incentives needed to make such programs succeed. Benchmarking against Global Best Practices criteria provides a logical starting point for TQM and, in itself, can help companies upgrade their processes and improve results.As a founding member of the International Benchmarking Clearinghouse, our firm is well placed to draw on that unique resource in helping management assure that their business processes and overall operational competitiveness meet or exceed global standards.INDUSTRY KNOWLEDGEClients appreciate the benefits of having a firm that brings extensive involvement with their industry and a vast information network to help the client keep abreast of industry trends and new developments as they occur.Beyond our client engagements (See the Engagement Information System -EIS-; organized by Mark Stone in Atlanta, for industry engagement information), we participate in several industry trade expositions and are actively involved in several regional and national industry trade associations. This ongoing industry participation helps keep us abreast of the issues of importance to our clients.TRAINING CAPABILITIESA History of Training ExcellenceOur successful approach to performance based training and education has been developed over a long period of time. In fact, it started soon after our firm began in 1913. Our founder, Arthur Andersen, understood that training provided by commercial schools and correspondence courses was not good enough for his young firm. So he broke with tradition and hired only university graduates for his professional staff. Later, he recognized the need for industry training to supplement the continuing development of technical skills. Theresult was the profession's first industry program with concentrated training that enabled our professionals to go beyond the numbers and help clients resolve underlying business problems.Our Commitment to TrainingLast year, Arthur Andersen's worldwide investment in internal training was in excess of $370 million. The firm's philosophy is simple: hire the very best, train them well, provide opportunities for personal and professional growth, and empower them to use their skills and creativity to help clients succeed. We were awarded the American Society for Training and Development's Corporate Award for Excellence in 1992.The Center for Professional EducationOur staff of education specialists, most with advanced degrees, develops thousands of hours of instruction every year based on the experience and innovation of Arthur Andersen professionals.In 1993, the Center for Professional Education provided:∙6,500,000 training hours for the Arthur Andersen Worldwide Organization.∙3,800 schools, seminars, workshops and meetings.Training AwardsWe are recognized as the leader in corporate training and have been benchmarked against by top organizations. Our education excellence has also been recognized in the form of awards. Below is a listing of some of the awards we have received since 1989.Training Awards1993 New Media Invision Award of Excellence Multimedia Award of Excellence - 1993 New Media Magazine - Business Practices Course1993 Excellence in Advertising, Best of Category Award - Employment Management Association - Transitions (Video)1993 CINE Golden Eagle - Council on International Events - Transitions (Video)1992 Corporate Award - American Society for Training and Development1991 Mark of Excellence Award - IBM Interactive Video Course, "Managing Inventory With INFOREM III"1991 CINDY (Cinema in Industry) Silver Medal (No Gold awarded) - Apple Inc. Network Administration Skills1991 Award of Merit - NCR Quality Documentation for "Cooperation" Overview Tutorial1990 Golden Eagle Award, Pratt & Whitney - Government Engine Business Highest Quality Achievement, Integrated Performance Support System (IPSS)1990 International PHOENIX User Group - Best Course on a Microcomputer, Computer-Based Training 1990 Chicago Area PHOENIX User Group - Best Course on a Microcomputer, Computer-Based Training 1990 Certification of Merit - University of Nebraska Interactive Videodisc Association for Network Administration Skills1989 CINDY (Cinema in Industry) Silver Award (no Gold awarded ) - Digital Video Interactive and Interactive Videodisc Instruction。

咨询方法与工具资料库SDWORK【精品文档】

Senn-DelaneyMethodology Deliverables:Final Report - SDPhase Name: Assessing Client NeedsPhase Deliverables: No Deliverables.Step Name: Gaining Client PerspectiveStep Deliverables: No Deliverables.Tasks:1. Set up meeting and interview schedule with client sponsor2. Prepare for meeting by reading latest client business summaries3. Identify one or two retail developments that will interest the client4. Review the diagnostic materials, questionnaires, benchmarking data, and global best practices5. Conduct one-on-one interviews with client team6. Synthesize and document client perspective7. Communicate to client sponsor what you heard and potential opportunities8. Ask to validate perspective in a surveyStep Name: SurveyingStep Deliverables:Report of Survey FindingsTasks:1. Determine client visit sites with sponsor using the following possible selection criteria:a. Past Performanceb. Locationc. Sales Volume2. Prepare your data requests and send to client3. Ask client sponsor to notify management about the visit4. Request that the client send interview questions and data requests to the store5. Organize the diagnostics, data collection worksheets, and interview questionnaires6. At the client site:a. Interview selected managers, employees, customersb. Conduct productivity and/or data studiesc. Observe work/task processesd. Collect all requested datae. Document findings7. Conduct a debrief of high level findings with the client sponsor8. From debrief, identify client’s high priority issues9. Document findings, recommendations, approach, and benefitsStep Name: Making a Proposal for the ProjectStep Deliverables:Proposal DocumentTasks:1. Collect all notes from survey consultants2. Determine proposal format3. Graph and/or chart selected data analysis4. Write the presentation5. Review presentation with senior survey members6. Send draft to sponsor client for review and feedback7. Refine proposal as necessary8. Send proposal to survey team9. Practice the verbal portion of the presentation10. Make appointment with sponsor client and key decision makers11. Present the proposal; collect feedback12. After presentation:a. Make changes if requestedb. Call sponsor client to maintain relationshipc. Follow up with senior team member for proposal statusStep Name: Quality AssuranceStep Deliverables:Project Update DocumentTasks: No Tasks.Phase Name: Project Planning and OrientationPhase Deliverables: No Deliverables.Step Name: Project PlanningStep Deliverables:Project Workplan and TimelineTasks:1. Clearly define project goals and objectives2. List activities and steps that will lead to project completion3. Estimate time required for each activity and project step4. Make initial assignments to project team members and plan time utilization5. Ensure team members’ availability and their understanding of personal assignments6. Prepare Executive Orientation and Project Kick-Off materials7. Communicate key dates to entire project team to ensure availability and accountabilityStep Name: Performing the Executive OrientationStep Deliverables:Steering Committee AssignmentTasks:1. Review the following:a. Project goalsb. Project stepsc. Expectations for results and outcomesd. Realistic time expectationse. Client needsf. Dynamics of changeg. Need for open and honest communication (win/win)h. Appropriate roles for client executives and project team members2. Select Project Coordinator (client’s member of project team)3. Schedule key events4. Schedule Project Team meetings5. Plan the Leadership SeminarStep Name: Kicking-Off the ProjectStep Deliverables:Meeting Plans and AgendasTasks:1. Perform extensive planninga. Plan kick-off for the first day the team is in the work areab. Have entire project team and all management and associates scheduled to attendc. Arrange for appropriate space and audio/visual equipmentd. Prepare opening remarks for senior management2. Senior client manager introduces the project goals, objectives, benefits as well as introduces Senn-Delaney and Project Coordinator3. Project Manager introduces Project Team4. Conduct creativity and change exercises5. Introduce the Name the Project Contest6. Take questions7. Summarize key points8. Thank the groupStep Name: Quality AssuranceStep Deliverables:Project Update DocumentTasks: No Tasks.Phase Name: Project Analysis and Solution IdentificationPhase Deliverables: No Deliverables.Step Name: Performing Work Activities。

咨询方法与工具资料库CODEBLK3【精品文档】

TABLE OF CONTENTSI. INTRODUCTIONII. OLD CODING BLOCKIII. NEW CODING BLOCKIV. ORGANIZATION ROLL-UP STRUCTURE V. DEPARTMENT ROLL-UP STRUCTURE VI. ADDITIONAL ROLL-UP STRUCTURES VII. ADDITIONAL CODING BLOCK DATA APPENDIX - SAMPLE CODING BLOCK VALUESI. INTRODUCTIONA coding block is the group of key data elements captured on transactions which uniquely identify them and provide the foundation for summary roll-up reporting. In the Dun & Bradstreet (D&B) software, the coding block is called the “User Defined Account Key” or UDAK. The design of the UDAK is the most important implementation decision for the D&B accounting software.In the D&B software, Entity is a required, separate data element that is not part of the UDAK. Entity is 5 alpha-numeric bytes. The elements of the UDAK are user-defined. There may be up to 12 data elements in the UDAK. Each element may be from 1 to 30 characters. The maximum number of characters for all 12 elements is 255 characters. It is better to have only 5 elements in the UDAK because the D&B management reporting tools are set up to handle only 5 UDAK elements.It is important to keep the coding block as short as possible to minimize data entry time and reduce the possibility of coding and data entry errors. In the D&B system, a shorter UDAK is preferred because it takes up less disk space. Generally, numeric data elements are preferred because they can be entered faster.The order (sequence) of the UDAK elements is also a consideration. Generally, required elements should precede optional elements.While it is possible to add additional data elements to the UDAK later, it is very important that the UDAK design is finalized as early as possible because the entire reporting and validation structure is built around the UDAK design. In addition, interfaces from other system, such as Payroll, must be built around the UDAK design. Additional roll-up reporting structures based on the UDAK data elements may be added later as needed.A consideration for interfacing the Cyborg Payroll system to D&B is that the accounting coding block elements as defined in Cyborg (known as “code 1-2”) are most easily handled if they are not longer than 4 bytes long. It is possible to handle longer codes, however, this is more difficult and time consuming.II. OLD CODING BLOCKCharacteristics:Element Length/Style Required / OptionalCompany 2 Numeric RequiredStore 3 Numeric RequiredAccount 6 Numeric RequiredSubType 2 Numeric Required on specified accountsCompany - Summary roll-up reporting structure that has a complete set of balancedbooks. A company may be a legal entity, but it does not have to beStore - A store, warehouse, or cost center that has a set of accounts. Store number isunique across the entire company. Ranges of store numbers identify divisions anddistinguish warehouses from actual stores and overhead cost centers.Account - A major category of asset, liability, revenue, or expense. The first three digits define an account, while the last three digits capture the store department numbers.Subtype - Administrative Departments within an overhead cost center. Overhead cost centers are identified within a particular range of store numbers.A Job (project) identifies specific budgeted capital expenditures. Job is captured only in a separate Job Cost system and is not recorded in the General Ledger.。

咨询方法与工具资料库1COMMCON【精品文档】

October 13, 1994Mr. Steve RileyTax ManagerOneComm4643 S. Ulster StreetSuite 500Denver, CO 80237Dear Mr. Riley:Thank you for the opportunity to continue to assist OneComm in implementing solutions that will enhance business productivity. We are pleased to submit this proposal to assist OneComm in the identification and tracking of property assets for tax purposes. Specifically, this letter outlines how Arthur Andersen LLP (“Andersen”) will help identify OneComm’s assets, and design and implement a system to track those assets for property tax reporting.BACKGROUNDOneComm is currently having trouble identifying all of its assets due to the rapid pace of asset acquisition. You are interested in assessing your current asset holdings, as well as putting a system in place to help track your property tax liabilities on an ongoing basis. We understand that you would like to accomplish the following during this project:∙Identify assets by location.∙Setup a physical (paper) file for each location.∙Itemize assessment records by location.∙Determine the accuracy of assessments and a strategy for appealing excessive assessments.∙Implement an effective program for tracking future additions to and deletions from the OneComm portfolio.∙Track taxes assessed and paid by OneComm for each location.∙Produce reports and queries based on key information from the property tax tracking system.Steve RileyOctober 13, 1994Page 2Interface with the Oracle™ Fixed Assets system.At the completion of this project you would like accurate information as to the location, value and tax liability of your current assets. You would also like an on-going system for tracking future asset additions.PROJECT SCOPE AND APPROACHThe recommended approach to this project will consist of two phases. The first phase, Property Identification and Setup, will be performed by Andersen’s property tax experts. The second phase, System Development and Population, will be performed by Andersen’s Business Systems Consulting personnel. These two phases are described below.I. Property Identification and Set-upIn order to accurately identify the current assets, on a location by location basis, Andersen personnel will require access to the raw assessment data. The task will be to identify and create a file indicating the assessors identification number and itemizing the assets for each location. Andersen personnel will work on-site at OneComm’s offices to perform this task.Upon completion of the identification process, it will then be necessary to determine what the assessment records are for each location. Andersen personnel will contact each assessment authority in order to determine what the assessment record indicates for each location. This information will then be reviewed relative to the OneComm data in order to identify significant discrepancies. Significant discrepancies will be brought to the attention of OneComm personnel in order to determine the appropriate course of action. Two options exist for correcting assessment errors:1)Many states have provisions for correction of the assessment record in the event of anerroneous assessment. If the opportunity for an appeal of the assessment exists, anappeal should be filed. This determination will have to be made on a case by casebasis.2)In other states, corrections go into effect in the next reporting period. The errorshould be corrected via an accurate declaration schedule, in the next reportingperiod.Andersen personnel will make on-site inspections and visits to the appropriate assessment offices should it become necessary for the resolution of any issues. We will confirm the need to make on-site visits to ensure out-of-pocket expenses are managed effectively.Steve RileyOctober 13, 1994Page 3II. System Development and PopulationBased upon the requirements of the property tax tracking system, and your corporate standards, we recommend that the system be developed using Microsoft Access™. Using Microsoft A ccess™as the database management system will allow us to easily customize user- input screens, queries, reports, and interfaces to the Oracle™ Fixed Assets databases. The property tax tracking system can be used by all OneComm personnel that require access to it. The basic flow of the development and implementation will be as follows:∙Design and develop the database table structures in Microsoft Access™.∙Develop an interface between Microsoft Access™ and Oracle™ Fixed Assets tables.∙Design and develop two user screens, including one screen to be used for user input of information, and a second screen to be used for uploading and downloading datafrom Oracle™.∙Develop the asset listing report.∙Provide user training for up to three people on the new system.∙Test and implement the system.∙Populate the system with the property tax data associated with OneComm’s assets.(This step is optional to OneComm. The population of the system could be done by aOneComm employee instead.)The completion of the Property Identification and Setup phase will result in a list of assets that is more complete than the current listing that is found in the Oracle™ Fixed Assets module. The effort of loading the additional assets into Oracle™’s Fixed Assets module is not included in this proposal. We will issue a separate proposal for the loading of data into Oracle™’s Fixed Assets module once the magnitude of the effort is known and if requested. This task could be completed by a OneComm employee.PROJECT SCHEDULE, TIMING, AND FEESThe Property Identification and Setup phase of the project will be managed by Tim Green. Tim will use other Andersen tax resources as needed to complete this phase of the work. The System Development and Population phase of the project will be completed by Jamie Bridges. The project schedule and fees have been broken down by phase as follows.。

咨询方法与工具资料库CHNGRDY2【精品文档】

C HANGE R EADINESS S URVEY C UT AND P ASTES AMPLE O RGANIZATIONAL C ULTURE S URVEYI NTRODUCTIONPurposeThis survey is designed to solicit your confidential input on your company/department culture, communication channels and day-to-day working environment. This survey should take about 20 minutes to complete.For this survey to be helpful and accurate in describing your organization, it is important that you answer each question as honestly as possible.ConfidentialityYour responses to this survey will be kept completely anonymous.Pleas do not sign your name. As further safeguard of your confidentiality, no one outside the Arthur Andersen project team will ever see your completed survey. Arthur Andersen will collect and compile the surveys and present the results to you and other survey participants.D IRECTIONS1. Read each item carefully2. Circle one number for each item.3. Please strive to complete your survey by , and drop it offwith one of the Project team members.C IRCLE O NE N UMBER FOR E ACH S TATEMENT.Strongly Agree Tend toAgreeHard toDecideTend toDisagreeStronglyDisagree1 Communication between departments is very open.1 2 3 4 52 Communication channels are very open here among employees.1 2 3 4 53 Communication channels are very open here among management andworkers.1 2 3 4 54 Management actively solicits input from employees before major decisionsare made.1 2 3 4 55 I can trust our management and believe what it says.1 2 3 4 56 Management seeks input from employees on major decisions.1 2 3 4 57 Most projects designed to make things better in this organization have beensuccessful.1 2 3 4 58 The number of changes that we go through here is "about right."1 2 3 4 59 This organization is very supportive of change.1 2 3 4 5OC Asahi Orientation Module 5 JA-3。

咨询方法与工具资料库_trai036【精品文档】

OCIn line with the directionof the practiceThe primary goal of Operational Consulting (OC) Education is to provide you with quality training and services that will enhance your ability to serve clients. We have worked closely with practice personnel to align our services and products with the direction of the OC practice. We have developed strategies that ensure OC training is relevant and timely, and is delivered in an interactive, application-focused way.In order to deliver training at the point of need, we are beginning to send some of our training programs to you in the local office. And, we are still maintaining centralized core schools where practitioners from all over the world can come together to learn and share experiences.As well as providing quality training, the Professional Education Division (PED) offers additional services that can further help you achieve your goals. Many OC practitioners are using PED services to gain a competitive advantage. For example, did you know that:∙Andersen Telemedia is available to produce proposal support and client testimonial videotapes?∙Evaluation Services can conduct customer satisfaction diagnostics?∙Management Development can consult on organizational development issues, facilitate meetings, and provide nontechnical training in your office?∙Visitor Program personnel can coordinate client and prospective client visits to the Center for Professional Education that are tailored and focused to your specific needs, demonstrating our commitment toprofessional development and client service?∙The Technology Services Group can produce computer-based training programs?Operational Consulting Education has worked with these and other PED groups to make their services more accessible to you. We have developed a network of professionals from these areas to serve as your contacts for all OC practice requests. With this approach, you can be assured that your contacts have knowledge of the OC practice and of your potential needs.Please use the reference sheet on the reverse side for an overview of OC Education services and each PED special services group. Feel free to contact anyone on the list for more specific information regarding his/her area. For additional questions or comments, please call Christine S. Voss, OC Education Manager at (708) 444-5265.As always, our goal is to assist you with your practice needs in any way we can. We hope this reference sheet will help you become better acquainted with additional services we offer in PED. It is also our hope that these services will help you in delivering unique products and services to your clients.PED SERVICESOperational Consulting EducationContact: Christine S. Voss(708) 444-5265∙Content Knowledge on Learning and Training∙Needs Assessment∙Training Design and DevelopmentAndersen TelemediaContact: Thad J. Vassmer(708) 444-4667∙Satellite TeleconferencesMedia Programs, including:-Videotapes-Slide Presentations-Multimedia Applications-Audiotapes-Computer Graphics∙Video/Audio Duplication ServicesEvaluation ServicesContact: Darryl L. Jinkerson(708) 444-4417∙Automated Scoring and Data Analysis∙Project/Program Evaluation∙Survey Design∙Testing and Attitude Measurement∙Support for Proposal Development∙Customer Satisfaction DiagnosticsVisitor ProgramContact: Kathleen F. Siblik(708) 444-4696∙Client and Recruiting Visit CoordinationManagement DevelopmentContact: Jill M. Pergande(708) 444-5168∙Organizational Development Consulting∙Total Quality Management Training and Consulting∙Team Development∙Meeting Design and Facilitation∙Local Office Management Development Training∙Outdoor Adventure ProgramTechnology Services GroupContact: Carolyn M. Henning(708) 444-4650∙Design/Development and Evaluation of:∙Technology-Based Performance Support Tools (e.g., On-Line Help Tutorials)∙Information Dissemination Tools∙Interactive Desktop Multimedia (Video, Text/Graphics and Audio)∙Computer-Based Educational Products (CBT, Simulations, Tutorials) CommunicationsContact: Leslie Wilson-Surma(708) 444-4473∙Media and Public Relations Visit Coordination∙Professional Education Proposal and Marketing Material Development and Review Conference ManagementContact: Jana G. Carpenter(708) 444-4355∙Facility Leasing∙Client Training Scheduling∙Firm Meetings Scheduling∙Software Training SchedulingPED Information CenterContact: Marilyn G. Taillon(708) 444-4514∙Training Information and Statistics∙Center for Professional Education Facility InformationEuropean Professional EducationContact: Zair D. Berry31 40 53 7275∙Facility LeasingContact: Gerda Salfischberger31 40 53 7275∙Meeting Facilitation ServicesContact: Alice B. Cutter31 40 53 7275∙Training Design/DevelopmentContact: Alice B. Cutter31 40 53 7275。

咨询方法与工具资料库CULT_REL【精品文档】

Activity: Cross-Cultural Relations QuestionnaireYour Culture Target Culture1. Identity and purpose (generally speaking how do these people envision and projectthemselves as a group; how do they express their sense of space and purpose?)2. Communication and Language (generally, what are the styles and systems forinteracting, transmitting and exchanging messages, both verbally and non-verbally?For example, what is the language of business and do any special media dominatethe society?3. Dress and Appearance (generally, what is the look, style and appearance of thisgroup of people, both in terms of adornments as well as the image or reputationcreated? For example, is there anything distinctive about their clothing and itscolour, especially at business or work?4. Food and Feeding Customs (generally, what distinguishes this people in terms ofwhat and how they eat, including their preparation, serving and eating habits? What is distinctive about their diet or their use of meals to express themselves?5. Time and Time Consciousness (generally, how do these people measure durationintervals, differing in their time sense? For example, is there anything different about meeting times and arrivals?)6. Relationships and Sexuality (generally, how do these people differentiate theirassociations with one another and strangers, whether in terms of kinship andgender, age and rank, position or status, rewards or recognition. Is there anythingdifferent about their family and marriage arrangements? Particularly note matters of bisexuality, and the status of either male or female in society.)7. Values and Norms (generally, what distinguishes the need and priority systems ofthis people in terms of importance. And as a result, what behaviour standards orexpectations do they establish, explicitly or implicitly? For example, what aboutbusiness ethics?)8. Beliefs and Attitudes (generally, what is the philosophy of life of this particulargroup? What is the dominant force, such as religion or myths, that dominate theiroutlook and possibly is expressed in various attitudes, rites and rituals?)9. Mental Habits and Learning (generally, what distinguishes the thought processes ofthis people - such as the method of learning, emphasis upon logic and intuition,whatever? Is there anything special about their systems of educating and training?)10. Work Habits and Practices (generally, what is the primary vocational focus of thispeople - hunting, agriculture, industrial, post-industrial or high technology? Is there anything distinctive about their view of the nature of work and the ways oforganising themselves at work, such as patterns, policies and procedures? Forexample, are there peculiar attitudes or arrangements about caste, colourpigmentation or race, minority or foreign workers?)Activity: Organisational Culture Survey Instrument (OCS)The 99 items in this survey can be used by a leader to assess the culture of one’s own organisation, including one’s own managerial perceptions. (With adaptation, the instrument can be used to study another organisation’s culture. Further, with slight changes, the survey can also be extended to a managerial group or the whole workforce so as to obtain more comprehensive data for analysis.)Unless instructed otherwise, the respondent generally provides an effectiveness rating for the items by selecting a number on a 7 point scale from 1 (lowest) to 7 (highest). The inventory is divided into 7 major sections - overall analysis, organisational communication, management team, work group, managerial self-perception, organisational relations, and organisational change.The results can then be used to diagnose the health of an organisation and its need for change. If used with others, such as among various sub-units (e.g. a department or division), the findings can be tallied by section and group comparisons made. Within an organisation, local norms may be developed. Among a management group which has filled out this form, individual results and differences in perception can be a basis of discussion, further learning, and action planning.InstructionsThis questionnaire should be as complete and authentic as possible. It provides you with an opportunity for:(a)giving feedback anonymously to foster your organisation’s development;(b)evaluating its key management, including yourself; and(c)understanding better your organisational environment, whether at home or abroad. There are six major sections to this inquiry, and a total of 99 items seeking your opinion. A maximum of 50 minutes should be allowed for thoughtful completion of this inventory. Please consider your answers carefully for each point. Your first effort at responding should reflect your spo ntaneous reactions and thoughts on how you view your organisation’s culture from your position if time permits, review your replies, and make changes if necessary.Please check the appropriate categories that best depict your response to the inquiry. Where necessary, fill in the information requested:This analysis will be for the total organisation ( )or for the subsystem of which you are a part ( )(e.g. division, department, subsidiary)。