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Management Consulting

The term "Management Consultant" encompasses a large group of people with a lot of varied capabilities. Management consultants have different specialties depending on their area of expertise. For example, one might be a financial analyst, a marketing consultant, an operations, or system specialist, an accountant, or knowledgeable in manufacturing. Their specialties are: business, economics, statistics, mathematics, computer science, logic, and organizational development. Most management consultants, despite their expertise must be excellent analysts, attentive listeners, and firm but tactful communicators.

Our field of Management Consulting is Organizational Development. This is the field that deals with people working together in the most productive manner possible.

Organizational development plan is the process through which an organization develops the internal capacity to be the most effective it can be in its mission work and to sustain itself over the long term. This definition highlights the explicit connection between organizational development work and the achievement of organizational mission. This connection is the rationale for doing OD work. Organization development, according to Richard Beckhard, is defined as:

1. A planned effort...
2. organization-wide...
3. managed from the top...
4. to increase organization effectiveness and health...
5. through planned interventions in the organization's 'processes', using behavioral science and knowledge. According to Warren Bennis, organization development (OD) is a complex strategy intended to change the beliefs, attitudes, values, and structure of organizations so that they can better adapt to new technologies, markets, and challenges.

As an outside person, the management consultant uses observation, active listening, logic, intuition, deductive reasoning, and flashes of insight to provide feedback that illuminates the situation and provides a workable strategy for the implementation of solutions.

Ethics and trust play an important role. It is imperative that management trusts the consultant, and likewise it is essential that the consultant operates with integrity and ethics. The consultant usually charges a high per diem rate because he or she is dealing with complex systems that often impact millions if not billions of dollars of revenues. A recommendation might save hundreds of millions of dollars for the company.

Consultants have different styles. Some come with a "know and tell approach," while others ask questions, listen, absorb, reflect, clarify, and summarize. Some administer instruments, while others delve into the accounting systems and the books before addressing the people. The approach usually depends on your orientation, style and method.

If you want to provide your employees with an outstanding online program go to: www.mmsvt.com and subscribe.

Our approach has always been "Ask and listen" so that the answers are derived collaboratively and the client is empowered to implement the required changes. We have specialized in the following industries: Food and hospitality, technology and telecommunication, publishing, manufacturing, banking, insurance, and health care. The case studies are memorable and the letters of appreciation are sweet music to our ears.

In a project with Burger King of Wyoming, when we arrived absenteeism, high turnover, and low morale had become the norm. After six months of MMS consulting and training this is what George HAIN, the president said, "Employee turnover dropped 81% in all four restaurants; gross sales of the Casper restaurant increased 3% despite a recession; net income system wide rose 800%."

Larry Katz of GTE stated that sales had dropped significantly, competition, blame, and breakdowns in communication were rampant. At the end of the project, Larry said, "The year-end analysis was 84.8% as compared to the following year's realized objective of 116.5%. The turn around is more dramatic because we learned from our mistakes while working with The MMS Institute, Inc.

Bob Freinberg North Branch Manager of GTE said, "The MMS institute enhances the management team's ability to reach its business goals. This is done through coaching, facilitation and feedback in all aspects of leadership and management, which encourage individual excellence and team collaboration."

David Jordan, editor-in-chief of Better Homes & Garden's Magazine said about the environment that high stress, burnout, hopelessness, helplessness, and blocked creativity made coming to work unappealing. After the Team building, consulting and training he said, "The entire staff has undergone MMS team training, learning to identify and reach group goals. This cooperation makes BH&G a cohesive, consistent magazine. We now have a better magazine, and we produce it with a lot less stress."

Pat Brozowski, VP of FMC stated after the completion of the project, "MMS and FMC evolved into a partnership. MMS has made an enormous difference in our company's change efforts and in the lives of the people they have worked with at FMC."

Jack Canfield, co-author of Chicken Soup for the Soul series of books said after we had worked with their team, "I was deeply impressed by your masterful facilitation and teaching skills…I can't think of any person or organization who would not benefit from your myriad of skills and abilities."

This is a mere sampling of the scope of projects that we have tackled over the last three decades. Our trademarked program, Employee Owned ChangeTM gathers data anonymously from all levels of the organization. We then synthesize the information into a document that represents "The Voice of the Employees." This document serves as a blueprint to guide the OD change process at all levels. The process demonstrates participative management and collaborative design.

If you want to provide your employees with an outstanding online program go to: www.mmsvt.com and subscribe.


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