Consulting Project Students Guide

7/28/2019 Consulting Project Students Guide

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GUIDELINES

FOR CONSULTING PROJECT COURSE

(for students)

1. CONSULTING PROJECT: GENERAL INFORMATION

Consulting Project (CP) is a core course in the Master in International Business Program(MIB), Master in International Technology & Innovations Management (MITIM), andMaster in Corporate Finance (MCF) programs, and an elective course for InternationalExchange Master-level and Bachelor-level students. In case of studying at CEMS MIM theConsulting Project course can be replaced with CEMS MIM Business Project.

The academic and workload value of CP is 6 ECTS. The course was launched in 2006 and

has been one of the most popular courses in the program. The course was based on the bestpractice of similar format courses in the leading international business schools (MBAprograms and M.Sc. programs). Since then, the course has been developed further to bring amaximum level professional value both to the students and the companies involved in the

projects as Client Companies (CC).

The Consulting Project can be taken either during the Spring Semester of the1st year, orduring the Fall or Spring semesters of the 2nd year. The major academic purpose of theConsulting Project is to challenge students to apply theories, concepts, models and tools fromthe Master program classes and from their previous academic background and to learnadditionally.

The Consulting Project (CP) is a research & business practice project where students act as aconsulting team to analyze corporate issue(s) stated by the Client Company (CC). In the

process of detailed work during 8-10+ weeks, the team sets the project goals and researchareas, develops a strategy to reach the goal, and then implements it to achieve results and to

produce sound recommendations for the company.

Consulting Project is arranged usually at St. Petersburg international companies as a responseto their requests through the Career Development Center of GSOM.

In the Consulting Project students work in teams of 4-6 persons. The CP teams are built tobalance international and local input in the CP work and to support students opportunity tolink the Consulting Project assignment, their professional interests and their future career

building networking needs. The CP teams are approved by the Master Programs CP CourseDirector.

Each team elects a CP Team Coordinator who is the main contact person for communicationwith the team for the Consulting Project Academic Advisor (AA), a Client CompanyRepresentative, and CP Director when they need to contact the CP team.


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2. CONSULTING PROJECT: SEQUENCE OF STEPS

1. At the request by the CP Course Manager, GSOM CAREER CENTER contactsinternational companies in St. Petersburg to get them interested in becoming a ClientCompany for the Consulting Project for master-level full-time and international exchangestudents. The companies and the Career Center discuss in general the areas of corporate

interest to determine a CP topic. The Career Center explains to the company about the coursethat students sign up for the topics by themselves basing on their research interests, and thateach team must have an Academic Advisor capable to navigate and supervise the students tofind a sound solution to the problem set by the Client Company. The Career Centermaintains contact with the Master Programs CP Course Director about the depth and scopeof the possible topics. CP Course Director determines availability of a qualified GSOMfaculty-member to act as an Academic Advisor in this area. Meanwhile the Career Centerrevises if all business communication at the Client Companies will be done in English, and ifthe motivation of the CC is enough to open access to the information and CC specialists to

provide all necessary conditions for the CP assignment to be successfully completed by thestudents.

2. The GSOM Career Center at the request of Master Programs Office and CP CourseDirector arranges 1-2 guest lectures by a leading consulting company or independentexperienced consulting professionals preferably during the first 2-3 weeks of the semester to

provide a glimpse by a consulting insider of the secrets of successful consulting and itschallenges as well. There can be other events/seminars/discussions valuable for CP studentsand given the status of compulsory ingredients of the CP Course. The final grade structurewill reflect these compulsory elements of the CP Course: if each teams attendance is under75%, then there can be penalty points towards lower final grade for CP.

3. The Master Programs Department may arrange a Business Communication seminar(which can be added to the CP organizational meeting). Both the Guest lectures, seminarsand Business Communication seminars are mandatory to be attended by CP students.

4. The Career Center together with the CP Course Director summarizes and analyzes thetopics proposed by the companies and finalizes the list.

5. The drafted topics are discussed with Heads of departments at GSOM and individualfaculty members to determine availability and interest from qualified Academic Advisors forthe CP teams.

6. On-line registration shows the number of the students who signed up for the CP in thesemester, and the number of available topics and companies is adjusted by the Career Centertogether with the CP Course Director.

7. The topics are sent to CP students and then sign up sheets are posted on the MasterPrograms Board. First-come basis for signing up is applied only. Each team must have atleast 2 Russian language native speakers.

8. As soon as the topics are finalized, the list of the Academic Advisors gets finalized andappointed as well. The CP process detailed information, the role, functions andresponsibilities of AA, compensation info and other CP course information are provided to

them in electronic format. The role of AA is to advise, guide, suggest, and then to assess theteams performance on the basis of what could have been done to deliver the best consulting

product to the CC according the pre-set requirements of CC and what has been done by the


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team in reality. AA can suggest to CP Director to lower or increase individual grade of astudent from the team for specific quality of his/her input in the project.

The Career Center provides AA with the contact information of the Client Companiesrepresentative(s). The Career Center also is available for any help in making the initialcontact with the CC.

9. The Academic Advisors contact the Client Companies within 1-2 days after they areapproved to work in the CP and discuss depth and scope of the CP students work required toachieve the objectives being set by the CC.

10. CP student teams decide on the major contact person or on other ways for the mostefficient communication.

11. The CP Course Director arranges a meeting at GSOM to discuss the CP process, criteriaand goals. At the meeting the CP teams elect the CP Team Coordinator and decide about the

best time for the Initial Meeting at the CC premises. The CP team members also give to AA

their short CVs with a focus on the academic and personal background to be forwarded to theCC with the purpose of pre-introduction of the CP Team and fitting of the topic, objectives,the depth and scope of the projected CP to the abilities of the students in the CP Team.

12. AA contacts the CC and arranges the Initial Meeting in such way that it balances thetime availability situation of the CP students, so they do not have to miss other GSOMclasses. Also, the AA discusses with the CC the details of the process, requirements to theCC by GSOM, the grading policy, grading components and criteria. AA also finds out fromCC which criteria the CC will apply in assessing the quality of the CP work by the CP Team.AA asks the CC to prepare full information about the criteria to be given to the CP Team atthe Initial Meeting. AA also collects Executive Summaries of each team-members

professional profile to share it to CC as a supporting info for making the topics depth andscope ideal for this group.

13. The Initial Meeting happens. The picture of the CP work process, its deadlines andcheckpoints are defined. There is some kind of confirmation (e.g. an email message) fromthe CC of the final version of the topic and requirements for the CP project work results and

process.

14. After the Initial Meeting at the premises of the CC, and after an optional meeting withAA as a follow-up, the CP team submits to the CP Course Director the finalized topic of theCP with a signature (or electronic confirmation by AA), and a schedule of the planned work.

15. During Midterm the CP Team provides the CP Course Director with an Interim Reporton the CP progress, accomplished work and challenges.

16. A special CP Course Commission is formed by the CP Course Director.

17. In about 8-9 weeks after start of CP, the CP Team develops a Final Report, and a specialpresentation of the accomplished work and results is held at the CC premises. The CP Teamgets a grade 1-10 from the CC stated in the Assessment letter by the CC. CC gives afeedback after the Presentation.

18. AA and, if requested, CP Course Director provide a consultation regarding the FinalReport writing and the Client Company & GSOM Presentation.


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19. CP team submits the Final Report to the CP Course Director 2 days before the GSOMPresentation - to be shared with the CP Commission members. Failing to submit the Reporton time results in failing the course or drastically lower grade for the course.

20. CP teams are informed of the time limits of their presentations, the date and the Rm

number are confirmed for the Presentation.

21. Academic Advisor submits his/her Assessment Letter in English after the GSOMPresentation.

22. CP Academic Advisors or CP teams provide Client Company Assessment Letters inEnglish after the CP Presentation.

23. Presentations by all CP teams are held at GSOM to provide the Commission memberswith the opportunity to hear all presentations it evaluates, to ask questions and to grade theteams. All other teams are required to learn from the other teams presentations and

participate in the discussion of the projects. The Commission may consist of both GSOMfaculty members, CP Director and representatives of the business community.

24. After the presentations, the CP team-members fill in the CP Course Questionnaires.

25. Grades (are announced within 2-3 days after all necessary documents are submitted(Company Assessment Letter, AA Assessment Letter, CP Course Questionnaires).

26. A feedback regarding the CP teams performance is available from the CP Commissionafter the presentations of all teams are finished.

29. If requested, CP Teams get a copy of CC Assessment Letter for their files/portfolio forcareer-building and networking purposes. It is also advised to e-mail a Thank You note tothe CC to support a good business contact for a further career development in Russia orinternationally. It is absolutely important to consider the Consulting Project work andcontacts as a great networking and career-building opportunity.


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3. CONSULTING PROJECT: CLIENT COMPANY PERSPECTIVE.

Consulting Project course provides students a consulting opportunity that leads to the next levelof their knowledge and management skills level.

The students have the opportunity to integrate their previous academic experience and personalbackground with the new skills and ideas developed during the CP process. They get anexcellent exposure to a consulting process (learning as a consultant and as an informed client).They are encouraged to increase their personal professional visibility and contacts as a good steptowards their further career.

The Consulting Project students do not receive compensation. There is no payment by the ClientCompany to GSOM, and GSOM doesnt charge anything from the CP students either.

GSOMs goal is long-term cooperation, and the CP is viewed as a 2-way highway the processwhich is beneficial both for the company and the school.

The CP is designed to be a challenge for the students to provide the best possible consultingservice to the Client Company. It is absolutely important that the Client Company acknowledgesthe seriousness of the students input and importance of having the CP process with a high levelof efficiency and effectiveness. Therefore, the Client Company is asked to take necessary stepsto reach it.

1. Since at least 50% of the CP Teams are from leading international business schools and thelanguage of learning at GSOM is English, it is very important that all business communication

between the CC and the CP Team is in English. In rare cases of no English language

info/communication available at some stage of the CP process at the company, the Russianspeaking students of the CP Team can translate some limited amount of information for the otherteam-members.

2. The academic background, analytical skills, work habits and motivation of the majoritymaster students at GSOM are very high. Therefore, challenging topics and issues areexceptionally welcome. To help the Client Company realize the level of ability of the masterstudents of the CP, the students CVs with a focus on the academic background andachievements will be offered to the CC at the very early stage of the CP.

3. CP lasts about 8-10+ weeks, and the scope of the project has to fit this timeframe. If the scope

of the work with the real-life business issue tends to extend beyond this time limit, anotherMaster students team next semester can continue to work on the issue at the next level.

4. The Academic Advisor of the CP team is the person who guides the students through theirdecisions about application of the business theory, concentration of research, informationsources, and analytical approaches, among others. The Academic Advisor is also the firstcontact person of the CC to discuss the topic in detail, the CP work process specifics, its depthand scope, the objectives and assessment criteria as they are viewed by the CC and AA. It isimportant that the initial contact of AA and CC includes participation of the CC experts and staffwho are necessary for successful implementation of the project.

Then AA discusses the initial information with the students, and at the very first meeting withthe CP Team at the CC premises (CP Initial Meeting) the Client Company finalizes the CP topic.After the Initial Meeting changes in the CP topic are hardly possible.


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The CP team will be avid to have the objectives of the project and to develop together with theCP and AA the framework and milestones of the further working process, deadlines, interimchecking point in the work, mechanism and logistics of business communication with thecompany, and the ways of overcoming any possible barriers to do the best job in the CP project.

5. The issue of access to the information and data sometimes poses a barrier to overcome at thevery initial and/further stages of the CP work. Some companies require the students to sign aConfidentiality Agreement. It is between the company and the students. Obviously, no soundrecommendations can be developed if there is no quality business research and analysis, and thelatter are absolutely impossible without sound data and information. It also benefits the goals,effectiveness and efficiency of the project if the students have access to the previousresearch/work on the issue of the CP topic.

The majority of international companies do believe in the Integrity of the GSOM andinternational students. The CP students are also strictly forbidden to disclose companysconfidential information during and after the CP work process.

CLIENT COMPANY EVALUATION OF THE CP TEAM

It follows from the idea of the Consulting Project that the Client Company opinion of the qualityof work must have a high importance weight in the Final Grade for the CP. It is scheduled to be30% of the Grade. The students make a presentation and submit their CP Final reports to GSOM,and a special commission evaluates the depth of their research and analysis, as well as the qualityof their presentation and arguing skills. So the Commissions grade makes 50% of the totalgrade and is based on certain criteria. Another 20% is Academic Advisors opinion about the CPteams work due to their professional ability to see the picture of what should have been doneand what is done by the CP Team.

Therefore, the CC evaluates the results of the work by the CP Team using 1-10 scale (10 is thebest) and to reflect it in CC Assessment Letter. The company is required to inform the studentsabout the criteria no later than 3 weeks after the CP starting point. It is also important to give theCP Team a feedback regarding any important aspects of their work in the end of the CP.


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4. CONSULTING PROJECT: ACADEMIC ADVISORS

Each team has one Academic Advisor (AA) who is a GSOM faculty-member or a post-graduatestudent recommended by the Head of the department. AA must have a working level of English-language proficiency, and in most cases AA has his/her major professional research interests in

the field of the CP topic.

The AA estimates the depth of the topic, its scope, discusses the topic with the CC at apreliminary stage, supervises the CP students process, structures the research process, advises onthe various aspects of the CP, arranges communication with the CC representative, assesses thework of the CP team, supervises the presentations of the CP at the CC and at GSOM, and acts asan academic link between the CC and the students. In case of seeing any issues of accessibilityof the CC experts (staff) necessary for successful implementation of the project, or any delays inthe work process jeopardizing the success of the project, AA is expected immediately contact theCP Course Director and GSOM Career Center for assistance.

The AA makes himself/herself available for communication by the CP students on all aspectsreferring to the CP process when they need his/her assistance. In the end of the CP the AAissues a Letter of Assessment about the quality of the CP work, accomplishments, highlights thechallenges, and evaluates the level of achievement of the goal and objectives of the CP as theywere posed by the CC, the complexity and soundness of the solution, and adds up any commentsabout the CP team, their strong and weak points and any other relevant areas. The AA alsodevelops a grade to the CP Team using 1-10 scale. This grades weight is 20% in the Final CPCourse Grade. AA gives his/her grade basing on the semester work and final report and statesthis grade in his/her Letter of Assessment before the Final Presentation of the CP at GSOM.

The initial stages of the CP are very important. The AA gets the contact information for the keyperson supervising the CP at the Client Company and within 1-2 days contacts him/her either toappoint a CC visit by the AA or to have a detailed telephone discussion the specific CP topic,expectations, scope and CC vision of the CP work, goals and process. Besides planning thetimeframe and the process of the CP, including the CP Initial Meeting timeslots convenient forthe CC, it is very important to discuss with the company also the criteria the company will beusing in assessment of the results of CP and their presentation, and to inform the CC that thegrade by CC is 30% of the Final CP Grade the CP Team will get. In case of a lack ofunderstanding by CC of its role, criteria in the future evaluation of the CP work, or of a lack ofreadiness by the CC to play its role professionally, the AA has to immediately contact the CPCourse Director and the GSOM Career Center for urgent assistance to solve the issues or just to

provide the lacking information to the CC when it is available.

Also, it is important to discuss the mechanism how the CP students will have access to the datanecessary to do the CP on the best possible professional level.

Academic Advisors grade is based on the principle: What could have been done by the teamaccording to the Client Companys expectations and criteria and what has actually been done bythe Team.


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5. CONSULTING PROJECT: THE TEAM

Students sign up their names for each topic after a list of available preliminary topics andcompanies is posted. Each group can not exceed a pre-determined number based on the ratio ofthe students in the CP Course and the number of available topics, and there should be at least 1(2) Russian native per group to make the CPrelated communication with the CC efficient. It is

possible when a student or a group of students suggests a topic and/or a company for their CP,but this choice must be approved 1 month before the CP starting date.

Team-work, time & project management, communication skills development are importantobjectives of the CP work. Therefore, its important for students to decide how the CP work will

be spread evenly and efficiently. Sometime students choose to sign a contract amongthemselves to specify the roles and efforts of each team-member and to avoid a situation of afree-rider in the team.

Each student in the team gets the same grade in case if he/she shares the same amount of efforts,time, and dedication as everyone else. In case of a situation when a student has devoted the

same amount of work as the team but missed a presentation or a meeting and the team recognizesthat the reason was absolutely valid, and if the team acknowledges this in writing, the studentcan be excused, and his/her final grade will not be impacted. Examples of a valid excuse: adocumented sickness, a job interview in another city or country. In case of missed compulsoryfor the CP Course events (total attendance under 75%), the Team or an individual member

of the Team can get penalty points deduction from the CP grade as a result of the CP

Directors decision.

If a student fails to share the CP work as it is required by the team, he/she can get Fail for theCP project. Since the CP is a core course in the MIB and MITIM programs, no full-time MIB orMITIM student can graduate until the CP is taken successfully. In case of CEMS MIMeducation, the Business Project in the program can be considered as a replacement for GSOMConsulting Project.

Each team elects the teams Coordinator who is the major contact person for CC, AA and CPCourse Director. It is crucial that the CP team keeps the CP Coordinator and the teams AA

posted about additional challenges, difficulties, obstacles etc, so actions to bridge the gapstowards organizational and other improvements of the CP course can be undertaken in a timelymanner.

CP Teams start their work from the moment when it is formed as a list of names under the

selected topic. CP Teams are strongly advised to do independent reading about Consulting as abusiness, its common tools and challenges. Also, an extensive research shall be started by theCP Team to prepare for the Initial Meeting at the CC premises immediately after the teammembers sign up for their topic. The major questions include the market and businessenvironment situation that made the company choose the topic for the CP among others. The

preparation for the Initial Meeting stage shall be discussed as one of the major issues with theAA of the CP Team at the first meeting. CP team members are also requested to pass theircurrent Resume to their AA for effective presentation of the background and expertise of thestudents. The learning background of each student of the team, including the courses alreadytaken by them and any other experience related to the CP and the company business are veryimportant to get attention of the reader from CC.


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6. CONSULTING PROJECT: PLANNING SUGGESTIONS FOR CP

STUDENTS

1. Choose the topic and company from the list posted on the Master Programs Office as soon asit is available. Fill in the spots immediately. There are 2 approaches to be considered:(1) development and enrichment of knowledge and expertise in the area of your Master Thesis

and your central interest (if applicable);(2) broadening of your professional flexibility by adding new knowledge in a new area which isin a high demand in the current/future business environment (e.g. supply chain management,innovation management etc). Some areas are very challenging, and if a team needs to acquirecomplex and very new knowledge in a tough area of business and research, the grading

process considers a possibility of additional points to the team for the challenge and efforts.

2. Review your current CV (Resume). Client Companies are advised to go through the CP teammembers Resumes/CVs focused on their academic background and achievements - to see howcomplex and professional the objectives and CP requirements should be developed by CC. Itsimportant for all parties involved in the CP not to underestimate or overestimate the research andanalytical abilities, as well as CP work time availability of the CP team-members in the process.When adjusting your CV, spell-check, format and read-proof it elaborately, it is your

professional face. This special CV needs to be finished and sent to your AA in electronic formby the CP Meeting at GSOM. Please, remember that your CV and a further Initial Meeting atthe CC are good indicators of how good you will be as consultants and if the CC will feelcomfortable working with you, opening data and information for your research on the CP issue.

3. Think of every word of the topic and list all the questions you may have at this point. Get onInternet and learn about the company. Why do you think it wants you to work on this topic?Analyze the situation in the CCs industry and market, read about the strengths and weaknesses,

opportunities and threats of the company. Your and other students input in development of thecompany profile will be a very important starting point to prepare for the Initial Meeting with theCC and to bring your further CP discussion there at a much higher level. Think of the theoretical

business models your team may need to approach the major issue of the topic.

4. The CP course requires that you attend and participate in special guest lecture(s) andworkshop(s) dedicated to the consulting business and business communication. They aredesigned to facilitate the CP work process and to tune you to consulting. Prepare good in-depth questions to find out about the secrets of successful consulting and related to variousaspects, such as effective & efficient work with clients, convincing /negotiating with clients,reporting and presentation standards etc.

5. Develop the important checkpoints of the CP process for the Semester. Follow the schedule.If your team is falling slightly past the deadline, be business-smart inform and apologize aboutthe delay in advance and ask a permission to extend the deadline and then meet it. Readcarefully all chapters in the Consulting Project Guidelines. Make a list of questions and do nothesitate to address them to the Master Programs CP Course Manager, AA and/or discuss them atthe CP Meeting (s).

6. Your next step is CP Meeting at GSOM, when all teams, AAs, CP Course Director, andGSOM Career Center Director will be present.

7. Discuss in detail with the AA and your peers the preliminary topic (to be finalized at theInitial Meeting with the CC), then draft the objectives and a list of questions, comments, andsuggestions for the CC.


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8. AA will contact the CC to find a time slot and date convenient for everybody to meet at theCC premises. Be ready that the meeting may be appointed for early morning or early eveningnot to miss any classes at GSOM.

9. Be on time for the Initial Meeting at the CC premises. You have a team you are responsiblefor as well. There can be traffic problems, so plan accordingly. Discuss with your team-members

the goal of the meeting, your knowledge about the company and its standing on the market, bothRussian and international, be ready with good questions to develop a very clear picture what theclient wants and expects from the CP.At the Initial Meeting at the company its important to introduce yourself, to show yourmotivation, the confidence based on your background, achievements and potential as aspiring

professionals. As a result of the Meeting you will also need to get the CP topic finalized.

To be able to analyze the information quickly, the reading you have done about the company andindustry both on the Russian and international level will prove to be very useful. The meeting isimportant to get answers for the questions you will raise, the issues you may identify, prioritiesyou will see in the CP work on the issue. Listen attentively. Clearer the picture of your CC and

its vision of the results is, easier and more enjoyable the CP work will be. If necessary, expressyour concerns, ask practical questions (about the procedure of your work at the CC, about theaccess to the info and the people from other departments- if it is necessary for your CP success,etc). Ask about the criteria the CC will be using in assessing the quality of your Teams work.

10. After the Meeting the CP team must send the finalized CP topic to the CP Course Director,as well as the schedule of the steps in the project by the CP team.

11. In the end of November (Fall Semester) or in the end of March (Spring Semester) your teammust send an Interim Report covering the work accomplished by this date with a signature (or anelectronic confirmation) by your AA. Basing on this interim report your team will get Pass as a

midterm grade in the CP. In the beginning of the CP discuss with your AA his/her schedule andthe best time and day of the week when your CP Team can contact him/her for an opinion,advise, help, suggestion, critique etc. The AA is appointed to guide you in the project and tomake sure that everything possible is done to help your CP Team reach the objectives of the CPwork.


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7. CONSULTING PROJECT: INITIAL MEETING WITH THE CLIENT

COMPANY

GET READY!! COME PREPARED!!!

Goals:

A. Meeting the team, election of the Key Coordinator of the CP Team, Academic Advisor, andintroduction of the CC employees from the departments which can/need to be involved in the CP

process for the best CP work results.

B. Presentation of the company in relation to the CP topic. Answering to teams questions.

C. Discussion and finalizing of the CP topic, as well as CC expectations and criteria.

D. Development and discussion of the CP objectives and scope of work for 8-9 weeks of the CP.

E. Elaboration of further cooperation process, e.g. planning of meetings and landmarks for theCP process.

F. Signing of Confidentiality Agreement by the CP students and AA, if needed. During and afterthe CP work process CP students are strictly forbidden to disclose any company informationwhich it considers as confidential.

G. Any other parts of the agenda developed by the CC and AA to be discussed at the InitialMeeting.


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8. CONSULTING PROJECT TEAMS FOLLOW-UP MEETING WITH AA

Academic Advisor has a double role of being an expert in the research and analysis and of beinga supervisor to help the students find and keep the right track in their thinking and work processrelated to the CP. Moreover, the AA will assess your work basing on his/her vision of whatshould have been done to solve the issue of the CP, and what was actually done by the CP Team.

The weight of the AA grade in the Final CP Course Grade is 20% (CC 30%, GSOMCommission 50%). Therefore, look for the expertise for your project - first discussing the issueswith your AA.

Discuss the final version of your topic as it was stated at the CP Initial Meeting in connectionwith the professional experience of your AA and his/her approaches to the topic. Discuss andselect the aspects of the CP issue which require the priority attention in the research and analysisand the central position in your CP work.

Discuss selection of the previous research, literature and other publications, corporate annualreports, web sources, etc to acquire a thorough knowledge of the area of your CP topic and to

achieve the quality as expected by the CC and GSOM in this course.

GSOM has an outstanding business library, and its staff can give you an excellent advice aboutlocation of the best Russian and international information sources. The Bibliography is animportant part of your CP Final Report and shall be presented in the format required by GSOM(See Appendix).

Plan the schedule of the further work with your team members and with your AA, and stick tothe plan.

To develop a high-quality analysis and to achieve a proper-level consulting process, think bothin-box and out-of-box to accomplish the best. If you see hurdles (such as a lack ofinformation from the CC or any other issues), concentrate to overcome them, consult with yourAA and be open about any problems with the Master Programs Office CP Course Manager.They are all to help you and to achieve the best CP learning experience.

As one of the major results of the Initial Meeting with CC and a Follow-up meeting with AA, theCP team is supposed to provide the CP Course Director with a finalized topic of the ConsultingProject, with an emailed confirmation by the AA, or it can be a printed version with AAssignature.


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9. CONSULTING PROJECT: INTERIM PROGRESS REPORTING &

EVALUATION

Besides emailing the final version of the CP topic after the Initial Meeting with CC and a list(description) of the steps your team need to take to complete the project as viewed by CC, AAand yourself, an Interim Report is required (can be in electronic format).

During the midterm period of the Semester (end of November and end of March), the CP team isexpected to file electronically a midterm report reflecting the stages of the CP work already done

by the CP team, as well as an overview of the next steps. It can include a discussion of thechallenges the group faced or faces and any other comments. The Interim Progress Report must

be confirmed electronically by the AA of the CP.

The purpose of the Report is not only interim controlling of the CP process and quality oflearning by the students, but to locate any issues which have turned into obstacles to achieve the

best quality of the CP project results. If the CP team works according to the schedule anddeadlines developed together with the CC, and the Interim Report is submitted on time, the CPteam will get a Pass grade for the midterm evaluation of the CP work. Midterm period is the timewhen you need to have a clear picture of the expectations, criteria of evaluation, rules of businesswriting, the core sections of the Final Report, public speaking and presentation standards andother very important points to make your final stage and presentation of the results be highlyassessed.


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10. CONSULTING PROJECT GRADING POLICY & PROCEDURE

Consulting Project is a course for which all students get a differentiated grade after the CPReport is filed and both presentations (for the Client Company and for the GSOM Commission)are done. The Final Report is due 3 days before the scheduled CP presentation at GSOM forreviewing by the CP Commission members.

The GSOM CP Commission consists of 3 persons at least. GSOM CP Commission may includeMaster Program(s) Director(s) and any other GSOM faculty-members. Also a representative ofa consulting company or a representative of other type of business may be included in theGSOM Commission. The Academic Advisors are expected to be present at the CC and GSOM

presentations of their groups and are welcome to participate in the discussions after each groupspresentation. All CP teams are expected to listen to the CP presentations by their peers and toparticipate in the following discussions, to ask questions and make comments on the results ofthe CPs by other students.

The Grading Policy

Client Company: 30%GSOM CP Commission: 50%Academic Advisor: 20%

Criteria used for evaluation of the Consulting Projects

1. Client Company Assessment letter with a grade 1-102. Academic Advisor Assessment letter with a grade 1-103. GSOM CP Commission grade 1-10

GSOM CP Commission grade consists of the following components

1. Final Report 40%2. Conciseness & Quality of the Presentation, Questions & Answers 60%3. Additional points are possible for a very high level of sophistication and novelty of thetheoretical material or for an effective out-of-box approach, super initiative orinnovations towards reaching an effective business solution in the CP. The decision is takenupon a special request by the teams AA and by decision of the CP Commission. Maximum

is 10% of the total CP grade by GSOM Commission.4. Deduction of points is possible for missing any compulsory events, lectures, seminars ofthe CP Course. The total damage can be up to 30% of the total CP grade by GSOMCommission.

For assessment of the CP work content reflected in the Final Report and Presentation, thefollowing criteria are used:

Statement and clarity of the objectives and proximity of therecommendations/conclusions of the projects Final Report to the stated objectives.

Depth of theoretical study/research to achieve the objectives. The quality and depth of the analysis required to achieve the objectives


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For assessment of the Final Report presentation, the following criteria are used:

Close correlation between the objectives as they are stated in the Report and by the CC,and the results, recommendations and conclusions.

Availability of all sections of information, analysis and discussions to support theobjective and achieving of the results, recommendations and conclusions as they arestated in the Final Report

Clarity in presentation, text, analysis and all other segments of the Final Report No misspelling or other signs of sloppy report-writing Level of organization of the written presentation of the CP work Following all rules of Reference, Bibliography and Report writing as used at GSOM Effort level to make it reader-friendly, well-structured, and professionally-looking

GSOM Presentation quality criteria:

1. Meeting the time limits, structuring of the presentation to meet the Audience needs2. Quality of the slides, with absence of spelling & grammar and other mistakes or

sloppiness.3. Dynamic nature of the presentation & enthusiasm of the presenting team4. Knowledge of the subject and clarity in the purpose of the presentation.5. Highlighting the most important issues, results, recommendations to achieve the focus ofthe audience.

The CP is graded in ECTS, and it means that it is done on a competitive basis among the teams.

Team members get the same grade except rare situations when a specific team member happenedto ignore the need to add his/her input in the team work as was expected by the team. In thiscase, there should be a written request from the team to exclude the student from the grading

result. In this case the student will have to repeat the course.


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11. P FINAL REPORT: CRITERIA, FORMAT, RECOMMENDATIONS

The Final Report is developed for the CC AND the GSOM Commission as the target audiences.Therefore, its important to address the requirements and expectations by both parties. Also, it isimportant to keep in mind the time limits at both presentations and that the level of knowledge of

the problem roots and the problem itself is different for the CC & the GSOM Commission. Thestudents should develop a clear picture of the criteria which will be used at the final point of theCP, e.g. regarding the format, content, depth/scope of the work, depth of the research etc. AA,CC and CP Course Manager are the people to find out all details. At the CP Teams request, theAA shall hold a Consultation before the CP Final Presentation at GSOM.

Language requirements: its crucial to use quality English, to do a spell-check, to proof-readeverything written several times, to check the grammar, to avoid wordiness, and then again to

proof-read everything. The rule is if a message can be expressed in fewer words do it. Bevery logic in your story, and applying structural ways to prove your point help in most cases.

In a correctly written report, each section is supported by the next section of the report, and alsothe recommendations and the conclusions are easy to find.

The format of the report is expected to highlight the bottom line of the work rather than justdata and process. If questions about the latter occur, just be ready to elaborate on these issues.The Recommendations shall clearly reflect the purpose why the reader would be interested toread your report - not just data. RECOMMENDATIONS (actions by the Client Company based

on the Results as the recommended solution of the CP issue) It is the BOTTOM LINE of the

Report.

Results are a description of the assumptions, data analysis methods, theory, etc. Results containdata summaries, tables, charts.

CONCLUSIONS (including the prospects of applicability by the Client Company). The

Conclusions also may include the prospect of development a further research and analysis for

a more complex solution for the the issue of the CP, or to take another direction of the

research to achieve a larger and deeper scope and to consider other alternatives for dealingwith the issue of the CP. Conclusions are a concise summary of the results. Individualrecommendations and conclusions should be numbered and placed in separate paragraphs.

DATA APPENDIX can be added for those who want to see the details used for the analysis

and conclusions.


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The Final Report shall have the following core parts:

1. Title page2. Plan (Content)Samples of a Title Page and a Plan are available in the Appendix 1.3. Introduction. It should clearly state the CP topic, objectives, theoretical and practical

importance, the level of novelty of the issue for the current business practice. Thereshould be detailed and logically-structured description of the CP Teams approach in theirwork on the issue.

It is important to keep in mind that a reader pays attention not so much on what couldhave been done and said in the work, but on the objectives of the CP work, the solution andhow they were accomplished.

4. Final Project Core Part:4.1 Company and Industry Profile and Analysis related to the CP topic and objectives.

4.2 Business Theory applicable to the CP Issue.

4.3 Description of the research and experimental/practical work done by the CP team toaccomplish the objectives. Statement of the results. Relevant illustration of the resultsimplication.

4.4 Recommendations

4.5 Prioritizing (if applicable) of the recommendations. Discussion of a possible follow-upresearch work to achieve a greater depth/scope of a solution for the CP problem andadjunct problems the company and/or industry face.

5. Conclusions

CP Final Report conclusions are expected to be worded so that they reflect the goal andobjectives of the CP as they were stated in the Introduction. This Part may also includeconcise and limited comments on the achieved results of the CP.

6. BIBLIOGRAPHY (according to the format in Appendix 1)

7. Final Report AppendixIt may include the data, charts, exhibits etc to which the CP team refers a reader of theFinal Report.


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12. HOW TO PRESENT PROFESSIONALLY: Purpose-Audience-

Information-Organization Style: Be Professional!

Always keep in mind why the people sitting in front of you are listening to what you are saying.They ask themselves the same question, and if at any moment they have a difficult time to

understand what you are saying, or they cant find a reason to spend more time to listen to you,they want to get out. You dont want this attitude from the people who are supposed to grade thequality of your work.

This would mean that the risk of interruption or pushing you towards the end of the presentationis very high. Therefore, your hard work will not be appreciated and your results-recommendations-conclusions are under risk to be ignored or neglected.

Be dynamic, positive, confident. Have a smile inside you. Happier you feel about the audienceand your work, more at ease everyone in the room is. Any doubts you have about your

presentation material, less confidence about your credibility will be in the room.

Listen carefully to every word of a question you may be asked. Answer to the question, time isprecious, no one wants to waste any time.

If you have to illustrate your position or a statement, link your argument closely to what youwant to achieve by this illustration, even if you will have to repeat yourself or overexplain. Butdoing it, watch the body language and face epxressions of the listeners and stop yourself if youare sure that what you are saying is very clear.

Proof-read your slides many times. It is really sad when misspelled words or badly formatted

images kill all your work with feeling of sloppiness of the presenters work. Rehearse, rehearse,and rehearse. Write a plan of your presentation and list the most important and winning pointsof your presentation.

Do not read the slides during the presentation, everyone has this ability. Just discuss the mainpoint, if you believe it is worth discussion, beyond just keeping the listeners on track of your CPwork process if it is important to evaluate your final results and recommendations.

Smile, establish an eye contact with several people in different parts of the room. Invite fordiscussion, but foresee the questions. Possibly, build Question traps when you will expect aquestion which you will be happy to answer

Be calm. If you come across with a question, a remark, a body language message which mayseem to you as lacking respect to your work as you deserve, ignore it. Breath deeply, think of itas a misunderstanding, or if it doesnt work, as something that you cannot control, and therefore,

just feel strong, calm, and explain patiently your arguments/opinion/findings. Do not be afraid tosay the same thing that you have already said before. Possibly, you will need to word itdifferently. Over-explanation achieves the goal of making the most confusing points clear, soeveryone will understand your position, and this counts a lot. Under-explanation is a way tocreate obstacles in the communication process and to lose control of its outcomes.


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APPENDIX 1. TITLE LIST FORMAT, TABLE OF CONTENT,LITERATURE REVIEW, REFERENCES (AS REQUIRED FOR GSOMMASTER THESIS & OTHER WORKS).

St. Petersburg State University

Graduate School of Management

Program _______

CONSULTING PROJECT TOPIC (CENTERED, NO QUOTATION MARKS)

(NAME OF THE CLIENT COMPANY)

Consulting Project

Final Report by

____________

(name)

(name)

______

______________________

Academic Advisor:

(name, academic title)

St. Petersburg

Year


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SAMPLE

Table of Content

Introduction

pagenumbers

1. Chapter title.1.1 Paragraph title

2. Chapter title.

Conclusions

Recommendations

List of References..

Appendix 1. Appendix title

Appendix2. Appendix title


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The literature review portion of the CP Final Report is designed to(1) familiarize you with essential background on your topic;(2) familiarize the reader of your CP work with what has already been written on thetopic;(3) demonstrate that the study you intend to undertake is original, that is, has not already

been done; and

(4) show where the study you will perform fits into the general literature in the field, thatis, what gap it will fill in the relevant body of knowledge.

A literature review is not an annotated bibliography, nor should it be just a series of disjointedparagraphs, each summarizing a different article or book. The literature you identify must beread, summarized, discussed, synthesized and analyzed, not just listed. It will probably benecessary for you to categorize the literature you survey to make sense of it for yourself and yourreaders. In other words, you will need to identify the key issues or questions that will be part ofyour thesis and then structure your literature review around those issues or questions.

Segments of the literature review often are introduced by statements such as:

Several authors have contended that privatization will mean higher costs and less access on the

Internet (Brown 2005; Sedov 2006).

Then within that paragraph you would pull out what other authors have said on that particularissue:

Taking the contrary view, Maloff (2006), has argued that that fierce competition has the Internet on the edge of anew wave of cost reductions.

This would lead you into another point of view. Then you would move on to the next issue.(Please see Attachment 1 for more tips).

At the end of the literature review you should identify what remains to be done in this area, thatis, what hasn't been written yet, and state briefly how your study will help fill that gap in theliterature.

Do not rely on only one method for identifying relevant literature. Certainly you will want to usecomputerized databases, such as EBSCO, Science Direct, etc., to help you identify appropriateliterature, but do not forget to read the references in items you find and to check bibliographiesin books. These can be invaluable sources of other relevant materials.

All literature reviews must be carefully referenced. The School of Management of the SPb StateUniversity uses the author-date system of source citation, also known as Chicago. Sources arecited in the text of the thesis, in parentheses, by the authors last (family) name, the publicationdate of the work cited, and a page number if needed. Full details appear in a single,comprehensive reference list at the end of the thesis.

The general rules for the author-date system are set forth in The Chicago Manual of Style, thestandard manual for academic editors. The SOM version of the author-date system is based onthe 15th edition ofThe Chicago Manual of Style (Attachments 2, 3).


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In a recent paper, Mishkin (2000) enumerates

Studies such as Van Rijckeghem and Weder (2003) have shown that

Research in the 1990s (for example, Ramey and Ramey 1995) reached a conclusion that

Recent research also considers various channels (for example, Mendoza 1997; and Turnovskyand Fatas 2000).

In addition, Lucass (1987) work suggested that

The concept has been recently developed by Calvo and Talvi (2003).

Ghosh and others (1997) is an early example where this distinction is made.

There is a large empirical literature studying the role of . For example, using a variety ofmethods, several researches, including Sachs and Warner (1995), Frankel (1999) and Dollar and

Kraay (2002), show that

Berg and Kruger (2003), Baldwin (2003), and Winters (2004) provide extensive surveys of theliterature on trade and growth.

That was one of his central tenets in his 1966 book,Modern Economic Growth (Kuznets 1966).

His 1982 bookThe Slave Poweris still

He quoted theNorth British Review (February 1992, 142), saying .

As described in Andrew C. Revkins NASA Curbs Comments on Ice Disaster Movie (NewYork Times 2004), .

For industrial countries, Eichengreen, Rose, and Wyplosz (1996) use an alternative measure

Previous work (for example, Lane and Milesi-Ferretti 2004) has not found a systematic effect of

The well-known analyses of Balassa (1964) and Samuelson (1964) provide an appealingexplanation of

Following Canzoneri, Cumby, and Diba (1999), we use restrictions on to derive a simpleform of the relation

The argument that is made in Palmer (2000) and Peek and Rosengren (2000).

This argument is made by Porter (2004).

Analysts, such as Kuznets, Burns, and others thought that (Kuznets 1961; Colm 1962; andSamuelson 1992).

The Ramey and Ramey (1995) results are based on a data set that

Evidence suggested that (Berg and Pattillo 1999a).


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In light of this research, IMF staff has implemented various models to predict , as described inBerg and others (2000).

Some discussion of the role of can be found in IMF (2002) and in Berg and others (2000).

For a review of recent developments in this literature, see Abiad (2003).

was the model of Kaminsky, Lizondo, and Reinhart (1998).

The second model assumes that , as in Armingtons (1969) model.

While the basic data set we use is the latest version of the Penn World Tables (Heston, Summers,and Aten 2002), we supplement that with data from various other sources, including .

Most of the dates of are taken from Bekaert, Harvey, and Lundblat (2002).

The first test (IPS), based on Im, Persan, and Shin (2003), indicate that

A chronology of crises in the region was obtained from Caprio and Klingebiel (1999) and Bordoand others (2001).

Growth and interest rate figures come from theInternational Financial Statistics (IFS),published by the International Monetary Fund.

The credit ratings used are those reported byInstitutional Investormagazine.

This ratio is calculated from the BISs Consolidated Banking Statistics.

These figures, which include , come from Salomon Smith Barney (2000).

There were about 21 million people thrown on a job market of about 60 million including thearmed forces and the defense establishment (U.S. Bureau of the Census 2003, Table 220).


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Attachment 2

In-Text Parenthetic Reference Corresponding Reference List Entry

BOOKS

Single author:

(Grant 2005)

For direct quotations the pagenumber is also included:

(Sherman 2004, 23-24)

Grant, Robert M. 2005. Contemporary strategy analysis.5th ed. Malden, MA: Blackwell.

Sherman, Andrew J. 2004.Franchising and licensing: Two

powerful ways to grow your business in any economy.3d ed. New York: AMACOM.

Authors with the same last name:(A. Volkov 1991)

(D. Volkov 2006)

Volkov, A. 1991. Sweden: Social-economic model. [InRussian.] Moscow: Mysl.

Volkov, Dmitri L. 2006.Financial accounting: Theory,application, and reporting. [In Russian.] St.Petersburg: Publishing House of St. Petersburg StateUniv.

Two or three authors:(Claw and Baack 2004)

(Maher, Stickney, and Well 2006)

Claw, Kenneth E., and Donald Baack. 2004.Integratedadvertising, promotion, and marketing

communications. Upper Saddle River, NJ: PrenticeHall.

Maher, Michael W., Clyde P. Stickney, and Roman L.Well. 2006.Managerial accounting: An introduction to

concepts, methods, and uses. 9th ed. Mason, Ohio:Thomson/South-Western.

More than three authors:

(Allen et al. 2005) Allen, Brandt R., E. Richard Brownlee II, Mark E. Haskins,and Luann J. Lynch. 2005. Cases in managementaccounting and control systems. Upper Saddle River,

NJ: Prentice Hall.

Organization as author:

(ISO 2001) International Organization for Standardization. 2001.Information and documentation: Bibliographic

references. Ottawa: National Library of Canada.


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http://www.nlc-bnc.ca/iso/tc46sc9/standard/690-2e.htm.

Chapter in a single-author book:

(Downs 1967, 16-17)

Chapters or introductions bysomeone other than the author:

(Porter 2005)

Contribution to a multiauthorbook:

(Clipson et al. 1995)

Or several contributions to thesame book:

(Sandberg 1995)

(Clipson et al. 1995)

Downs, Anthony. 1967. The life cycle of bureaus. InInsidebureaucracy, 5-23. Boston: Little Brown.

Porter, Michael. 2005. The CEO as strategist. In Strategybites back: It is far more and less, then you everimagined, by H. Mintzberg, B. Ahjstrand, and J.Lampel. Harlow, England: Prentice Hall FT.

Clipson, C., J. Steen, A. Tornquist, and P. Ullmark. 1995.Building for new production concepts. InEnriching

production: Perspectives on Volvos Uddevalla plant

as an alternative to lean production, ed. A. Sandberg,137-156. Aldershot: Avebury.

Sandberg, Ake, ed. 1995.Enriching production:

Perspectives on Volvos Uddevalla plant as analternative to lean production. Aldershot: Avebury.

Clipson, C., J. Steen, A. Tornquist, and P. Ullmark. 1995.Building for new production concepts. In Sandberg1995, 137-156.

Russian authors:

(Shirokova 2005)

(Kushelevich and Philonovich2004)

Shirokova, Galina V. 2005. Organizational changemanagement. [In Russian] St. Petersburg: PublishingHouse of St. Petersburg State Univ.

Kushelevich E., and G. Philonovich. 2004. Modelizhiznennyh tsiklov organizatsii. In Management: Vek

vek I, eds. Oleg S. Vikhanskii and A.M.Naumov. Moscow: Economist.
http://www.nlc-bnc.ca/iso/tc46sc9/standard/690-2e.htmhttp://www.nlc-bnc.ca/iso/tc46sc9/standard/690-2e.htmhttp://www.nlc-bnc.ca/iso/tc46sc9/standard/690-2e.htmhttp://www.nlc-bnc.ca/iso/tc46sc9/standard/690-2e.htm


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ARTILES IN PERIODICALS (JOURNALS, MAGAZINES, NEWSPAPERS)

Article in a journal:(Greiner 1998)

(Miller and Friesen 1984)

Same author, same year:

(Shirokova 2005a)

(Shirokova 2005b)

Greiner, Larry E. 1998. Evolution and revolution asorganizations grow. Harvard Business Review 76(3):55-68.

Miller D., and P. Friesen. 1984. A longitudinal study of thecorporate life cycle.Management Science 30(10):1161-83.

Shirokova, Galina V. 2005a. Managing stereotypes and

organizational life-cycle. [In Russian.] Vestnik of StPetersburg State University: Management Series 8(2):76-95.

________. 2005b. Theory O and theory E as organizationalchange strategies. [In Russian.]Management in Russiaand Abroad1:61-68.

Article in a popular magazine:

(Lashinsky 2006) Lashinsky, Adam. 2006. The Hurd way: How a sales-obsessed CEO rebooted HP.Fortune, April 17, 91-96.

Newspaper article:

Your text giving the Title of theArticle here (Sankt-

Peterburgskiye Vedomosti, 5April 2006, A7)

Unsigned articles:

(New York Times 2002)

News items from daily newspapers are rarely listed in areference list, unless the newspaper is referred to severaltimes and constitutes a substantial part of thedocumentation. If the newspaper citation needs to beincluded in the reference list, follow this model:

New York Times. 2002. In Texas, ad heats up race governor.July 30.

Article from a full-text database:

(Kazanjian 1988) Kazanjian R.K. 1988. Relation of dominant problems tostages of growth in technology-based new ventures.

Academy of Management Journal. 31 (2): 257-279.Retrieved from EBSCO.


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Public documents:(U.S. Senate Committee 1956, 9-10)

U.S. Congress. Senate. Committee on Foreign Relations.1956. The Mutual Security Act of 1956. 84th Cong., 2dsess. S.Rep. 2273.

Online newspapers, news

services:(Mitchell and Bruni 2001)

(Satel 2003)

(Reuters 2001)

(Stenger 1999)

Site content:(Federation of AmericanScientists)

Mitchell, Alison, and Frank Bruni. Scars still raw, Bushclashes with McCain.New York Times, March 25.http://www.nytimes.com/2001/03/25/politics/25VCCA.html (accessed January 2, 2002).

Satel, Sally. 2003. OxyContin half-truths can causesuffering. USA Today, October 27. Retrieved fromEBSCO.

Reuters. 2001. Russian blasts kill 21, injure more than 140.

Yahoo! News, March 24. http://dailynews.yahoo.com.

Stenger, Richard. 1999. Tiny human CNN.com,December 20. http://www.cnn.com/1999/TECH... .

Federation of American Scientists. Resolution comparison:Reading license plates and headlines.http://www.petetownshend.co.uk/petet_bio.html

Theses and dissertations:(Schwarz 2000)

Papers presented at meetings:

(OBrien 1987)

Working papers and otherunpublished works:

(Ferber 1971)

Schwartz, G.J. 2000. Multiwavelength analyses of classicalcarbon-oxygen. PhD diss., Arizona State Univ.

OBrien, T.C. 1987. Touching greatness: Some aspects of . Paper presented at the annual meeting of theAmerican Psychological Association, New York.

Ferber, R. 1971. Family decision-making and economicbehavior. Faculty Working Paper 35, College ofCommerce and Business Administration, Univ. ofIllinois at Urbana-Champaign.
http://www.nytimes.com/2001/03/25/politics/25VCCA.htmlhttp://www.nytimes.com/2001/03/25/politics/25VCCA.htmlhttp://dailynews.yahoo.com/http://www.cnn.com/1999/TECHhttp://www.petetownshend.co.uk/petet_bio.htmlhttp://www.petetownshend.co.uk/petet_bio.htmlhttp://www.cnn.com/1999/TECHhttp://dailynews.yahoo.com/http://www.nytimes.com/2001/03/25/politics/25VCCA.htmlhttp://www.nytimes.com/2001/03/25/politics/25VCCA.html


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Attachment 3

REFERENCES

Allen, Brandt R., E. Richard Brownlee II, Mark E. Haskins, and Luann J. Lynch. 2005. Cases in

management accounting and control systems. Upper Saddle River, NJ: Prentice Hall.

Claw, Kenneth E., and Donald Baack. 2004.Integrated advertising, promotion, and marketingcommunications. Upper Saddle River, NJ: Prentice Hall.

Clipson, C., J. Steen, A. Tornquist, and P. Ullmark. 1995. Building for new production concepts.InEnriching production: Perspectives on Volvos Uddevalla plant as an alternative to lean

production, ed. A. Sandberg, 137-156. Aldershot: Avebury.

Downs, Anthony. 1967. The life cycle of bureaus. In Inside bureaucracy, 5-23. Boston: Little

Brown.Federation of American Scientists. Resolution comparison: Reading license plates and headlines.

http://www.petetownshend.co.uk/petet_bio.html.

Ferber, R. 1971. Family decision-making and economic behavior. Faculty Working Paper 35,College of Commerce and Business Administration, Univ. of Illinois at Urbana-Champaign.

Grant, Robert M. 2005. Contemporary strategy analysis. 5th ed. Malden, MA: Blackwell.

Greiner, Larry E. 1998. Evolution and revolution as organizations grow. Harvard BusinessReview 76 (3):55-68.

International Organization for Standardization. 2001.Information and documentation:Bibliographic references. Ottawa: National Library of Canada. http://www.nlc-bnc.ca/iso/tc46sc9/standard/690-2e.htm.

Kazanjian R.K. 1988. Relation of dominant problems to stages of growth in technology-basednew ventures.Academy of Management Journal. 31 (2): 257-279. Retrieved from EBSCO.

Kushelevich E., and G. Philonovich. 2004. Modeli zhiznennyh tsiklov organizatsii. InManagement: Vek vek I, eds. Oleg S. Vikhanskii and A.M. Naumov. Moscow:Economist.

Lashinsky, Adam. 2006. The Hurd way: How a sales-obsessed CEO rebooted HP.Fortune, April17, 91-96.

Maher, Michael W., Clyde P. Stickney, and Roman L. Well. 2006.Managerial accounting: Anintroduction to concepts, methods, and uses. 9th ed.Mason, Ohio: Thomson/South-Western.

Miller D., and P. Friesen. 1984. A longitudinal study of the corporate life cycle.ManagementScience 30 (10):1161-83.

Mitchell, Alison, and Frank Bruni. Scars still raw, Bush clashes with McCain. New York Times,

March 25. http://www.nytimes.com/2001/03/25/politics/25VCCA.html (accessed January 2,2002).
http://www.petetownshend.co.uk/petet_bio.htmlhttp://www.petetownshend.co.uk/petet_bio.htmlhttp://www.nlc-bnc.ca/iso/tc46sc9/standard/690-2e.htmhttp://www.nlc-bnc.ca/iso/tc46sc9/standard/690-2e.htmhttp://www.nytimes.com/2001/03/25/politics/25VCCA.htmlhttp://www.nytimes.com/2001/03/25/politics/25VCCA.htmlhttp://www.nlc-bnc.ca/iso/tc46sc9/standard/690-2e.htmhttp://www.nlc-bnc.ca/iso/tc46sc9/standard/690-2e.htmhttp://www.petetownshend.co.uk/petet_bio.html


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New York Times. 2002. In Texas, ad heats up race governor. July 30.

OBrien, T.C. 1987. Touching greatness: Some aspects of . Paper presented at the annualmeeting of the American Psychological Association, New York.

Porter, Michael. 2005. The CEO as strategist. In Strategy bites back: It is far more and less, then

you ever imagined, by H. Mintzberg, B. Ahjstrand, and J. Lampel. Harlow, England:Prentice Hall FT.

Reuters. 2001. Russian blasts kill 21, injure more than 140. Yahoo! News, March 24.http://dailynews.yahoo.com.

Sandberg, Ake, ed. 1995.Enriching production:Perspectives on Volvos Uddevalla plant as analternative to lean production. Aldershot: Avebury.

Satel, Sally. 2003. OxyContin half-truths can cause suffering. USA Today, October 27. Retrievedfrom EBSCO.

Schwartz, G.J. 2000. Multiwavelength analyses of classical carbon-oxygen. PhD diss., ArizonaState Univ.

Sherman, Andrew J. 2004.Franchising and licensing: Two powerful ways to grow yourbusiness in any economy. 3d ed. New York: AMACOM.

Shirokova, Galina V. 2005a. Organizational change management. [In Russian] St. Petersburg:Publishing House of St. Petersburg State Univ.

________. 2005b. Managing stereotypes and organizational life-cycle. [In Russian.] Vestnik of StPetersburg State University: Management Series 8 (2):76-95.

________. 2005c. Theory O and theory E as organizational change strategies. [In Russian.]Management in Russia and Abroad1:61-68.

Stenger, Richard. 1999. Tiny human CNN.com, December 20.http://www.cnn.com/1999/TECH... .

U.S. Congress. Senate. Committee on Foreign Relations. 1956. The Mutual Security Act of 1956.84th Cong., 2d sess. S.Rep. 2273.

Volkov, A. 1991. Sweden: Social-economic model. [In Russian.] Moscow: Mysl.

Volkov, Dmitri L. 2006.Financial accounting: Theory, application, and reporting. [InRussian.] St. Petersburg: Publishing House of St. Petersburg State Univ.
http://dailynews.yahoo.com/http://www.cnn.com/1999/TECHhttp://www.cnn.com/1999/TECHhttp://dailynews.yahoo.com/

Documents

Consulting Project Students Guide