Study On The Competency Model For Management Consultant Administrators In Chinese Companies

In China, the development of management consulting industry has gone through nearly30years, it is still at the stage of being standard gradually. Data showed that, the management consulting market continues to grow, the potential is greate. But relative professional talents, especially experienced senior advisers, are extremely lack.Meanwhile, mature competency model about management consultants is still relatively lack in the industry, this is due to a lack of studies which management consulting industry research for competence model currently. Therefore the author,through this research, is committed to building the competence model of enterprise’s management consultants in our country.This study, based on some assumptions as follows:In China, management consulting company has set a clear position hierarchy for its advisers, including primary, intermediate and senior adviser. But the name that the company sets for the position can be different:the name of primary advisor including assistant consultants、information analyst, etc.; Intermediate advisers are simple called a management consultant or adviser; Senior adviser mostly will assume the role of project manager, so the project managers are classified as senior management consultants. Based on these assumptions, the competence model of management consultants is constructed, and it is put forward that management consultants of different levels (such as primary, intermediate, advanced) should have different ability and quality.There are three main conclusions of this study:(1) Based on previous research and the author’s empirical study we got a common competency model of management consultants, the primary management consulting competency model, middle management competency model consultants, senior management consultant (and Project Manager) competency model; (2) Divided the elements of the competency model into benchmark of competence classification and identification of competence, and proposed the development potential of that from low-level management consultant to a higher level of management consultants, which is also called development of competency;(3) Competency of management consultant is constituted by the knowledge skills, cognitive skills, interpersonal EQ, project management, team and personnel management, achievement orientation, personal effectiveness and ability of other aspects, and there are a number of elements in each level;(4) Different levels of management consultants has a different component in the elements of competency, the number of elements of competence was significantly increased as long as the management consultant-level rised.There are something innovated in this study:(1) The research in the past did not divided the level of management consultants so that the competency model is too general. In this study we constructed primary, intermediate and advanced management consulting competency model on the basis of distinguishing competency elements of different level;(2) Divided the management consultant competency model into benchmark of competence, identification of competence and development of competence;(3) This research adopted the job analysis, interviews of behavioral and event, text analysis, empirical research as an integrated approach which greatly enhanced the value of the study.