RESEARCH, CONSULTANCY AND ADVISORY - REVISION NOTES

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(a) FOUR planning approaches that MCL could have employed to facilitate the realignment of its operations in the 2023 strategic exercise (4 marks)

1. Participatory Planning / Stakeholder Engagement
   Involve internal and external stakeholders (staff, management, customers/clients, partners) in reviewing the existing strategy, identifying gaps, setting priorities. This ensures buy-in, helps MCL see the real operational constraints, and aligns expectations.
2. Environmental Scanning (Internal & External Analysis)
   Conduct analyses such as SWOT (Strengths, Weaknesses, Opportunities, Threats), PESTEL (Political, Economic, Social, Technological, Environmental, Legal), and stakeholder analysis. This approach helps identify changes in the environment (e.g. regulatory, technological) and internal capacity that require shifts in operations in order to realign.
   Evidence: In Company 's Strategic Plan, they used SWOT, PESTEL, stakeholder analysis.
3. Gap Analysis / Performance Review of Previous Strategy
   Review the previous strategic plan: measure how far the organisation got in terms of targets, which areas under‑performed, which objectives were achieved or not, and why. Identify what needs realigning based on performance shortfalls.
4. Phased / Incremental Planning or Scenario Planning
   Develop different plausible future scenarios (best case, worst case, moderate), especially under uncertainty (e.g. in funding, external disruptions). Then plan operations so they can adapt depending on which scenario unfolds. Alternatively, phase the implementation: short term (quick wins), medium, and long term to allow gradual realignment without too much disruption.

Additional ones that could also be used include directive planning, contingency planning, or strategic alignment through capability development. But you need only four.

(b) Analyse FOUR factors that MCL may have considered in the design of the baseline survey to guarantee high-quality data and alignment with policy objectives. (8 marks)

To ensure a baseline survey is robust, valid, and aligned with what the strategic plan / policy intends, MCL might consider:

1. Clear alignment of indicators with policy/strategic objectives
   The survey must measure variables / indicators that directly map onto the strategic plan’s priorities. E.g., if one objective is “improving digital literacy among staff,” then there should be questions that capture baseline digital literacy, usage, capacity. This ensures that data collected will meaningfully track progress.
2. Sampling design and representativeness
   Ensuring the sample is representative of the population about whom MCL needs to make inferences: stratification (if relevant), sufficient sample size, proper selection method (random, cluster, stratified, etc.), and managing possible bias (non‑response, coverage). The sampling frame must cover all relevant groups (regions, staff levels, departments, external stakeholders).
3. Validity and reliability of measurement instruments
   The survey tools (questionnaires, interview schedules) need to have valid questions (that truly measure what you intend) and reliable (consistent in responses). Use of standardised scales where appropriate, pilot testing, pre‑testing, ensuring language is clear and understood, translation where needed.
4. Data quality assurance and ethics
   Mechanisms to ensure accuracy: training enumerators, standardised procedures, supervision, data cleaning. Ensuring ethical considerations: informed consent, confidentiality, avoiding harm. Also ensuring data is collected at the right time (baseline before interventions), minimizing missing data, ensuring accurate recording.
5. (Optional extra) Mixed methods / qualitative complement
   To capture context, perceptions, reasons, which quantitative data alone may miss. Qualitative interviews, focus groups, key informants help interpret quantitative findings, fill gaps.
6. (Optional extra) Cost, time and resource constraints
   Trade‑offs between breadth / depth of data vs resources. Must ensure survey is feasible within budget, timeframe, and personnel available. Also considering cost of data processing, analysis, etc.

(c) Evaluate FOUR inferential statistical tools that MCL might have used to analyse data collected across the four [regions / categories / periods / groups etc] (8 marks)

Here "inferential statistical tools" are methods to draw conclusions about populations from sample data; especially comparing groups, associations, trends, etc. Here are four that could be used, what they are good for, and possible limitations (evaluate = strengths & weaknesses / appropriateness):

Tool	How MCL might use it	Strengths	Weaknesses / Things to watch
1. t‑tests (Independent samples t‑test / Paired t‑test)	To compare means between two groups. For example, comparing performance or capacity in Region A vs Region B, or before vs after an intervention in the baseline vs midline (if paired data).	Simple to implement; easy to interpret; good when comparing two groups; require fewer assumptions than more complex models.	Requires normally distributed data (or large enough sample by Central Limit Theorem); only for two groups; sensitive to outliers; assumes equal variances (for independent t‑test) unless adjustments made. If more than two groups or multiple variables, need more complex tools.
2. Analysis of Variance (ANOVA)	To compare means across more than two groups, e.g. across four regions or departments. If MCL collects, say, satisfaction scores or scores of digital capacity across four regions, ANOVA tests whether there is a statistically significant difference.	Extends t‑test; allows comparison of multiple groups; can control Type I error better than multiple pairwise t‑tests; easy to compute; many software tools available.	Assumes independence of observations, normally distributed residuals, homogeneity of variances; doesn’t tell which groups differ (need post‑hoc tests); doesn’t handle covariates or multiple predictors (for that ANCOVA or regression).
3. Regression Analysis (Linear / Logistic / Multiple Regression)	To model relationships between several independent variables and dependent variable(s). For instance, seeing how factors like training hours, location, resource allocation predict outcome variables like staff performance, satisfaction, exam pass rates. If dependent variable is binary (e.g. pass/fail), logistic regression; if continuous, linear regression.	Useful for adjusting for confounding variables; estimating effect sizes; can include many predictors; can test hypotheses about associations; allows prediction; can help in policy recommendation.	Need larger sample sizes; requires assumptions (linearity, normality, independence, homoscedasticity); multicollinearity can distort estimates; model specification must be carefully done; sometimes causal inference is limited unless design supports it.
4. Chi‑Square Test of Independence / Cross‑Tabulation	For categorical data: to test association between two categorical variables. E.g. whether region is associated with whether staff feel adequately trained; or whether uptake of a service is different across categories.	Non‑parametric; doesn’t assume normal distribution; good for nominal or ordinal data; simple to compute; interpretable; widely used.	Doesn’t work well if expected cell counts are small; doesn’t provide strength of association; only tells if there is an association, not direction or causation; limited for continuous data.

Additionally, some further tools could be:

• Analysis of Covariance (ANCOVA) — to compare group means while controlling for covariates (e.g. adjusting for baseline differences).
• Factor analysis / Principal Components Analysis (PCA) — to reduce dimensionality if many variables measuring similar constructs.
• Regression models with clustering / multilevel models — if data are clustered (e.g. by region, department), to account for non‑independence.
• Confidence Intervals and hypothesis testing generally to assess precision.

In evaluating which tools MCL should use: it would depend on the types of variables (continuous vs categorical), sample sizes, whether data meets test assumptions, the need for controlling for other variables, whether comparing more than two groups, etc.

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(a) FOUR Roles of Professional Associations like ICS in Upholding Standards and Ethics of a Profession (4 marks – 1 mark each)

1. Developing and Enforcing a Code of Conduct
   Professional associations like ICS formulate codes of ethics that outline acceptable behavior, responsibilities, and professional conduct. These codes provide a framework for ethical decision-making and set boundaries for acceptable practice.
2. Disciplinary Action and Accountability
   ICS has disciplinary mechanisms to investigate and take action against members who violate the code of conduct. This helps maintain public trust and ensures professionals are held accountable for misconduct or unethical behavior.
3. Professional Development and Education
   They offer continuous professional development (CPD) programs and training to ensure members are up to date with ethical standards, laws, and emerging issues in the field. Ethics training is often integrated into these programs.
4. Advocacy and Public Trust
   Associations promote the integrity of the profession by advocating for ethical standards in both public and private sectors. Upholding ethics enhances the credibility of the profession and ensures public confidence in its practitioners.

(b) FOUR Strategies to Effectively Integrate Divergent Perspectives Within a Team (8 marks – 2 marks each)

1. Active Listening and Open Communication
   Encouraging team members to actively listen to others’ viewpoints without judgment fosters a safe space for diverse ideas. Open dialogue helps clarify assumptions and reduce misunderstandings.
2. Establishing Common Goals and Shared Vision
   When a team focuses on common objectives, it becomes easier to align individual perspectives toward a unified direction. This ensures differences are harnessed constructively to achieve mutual outcomes.
3. Leveraging Structured Decision-Making Techniques
   Using methods like brainstorming, nominal group technique, or Delphi method allows every member’s perspective to be heard and considered objectively, promoting inclusion and better decision-making.
4. Assigning Roles Based on Strengths and Perspectives
   Identifying team members’ unique strengths and assigning roles that match their viewpoints or expertise helps integrate differing ideas while ensuring each voice contributes meaningfully to outcomes.

(c) FOUR Ways a Consultant Ensures Consistency in Approach to Understanding Clients’ Evolving Needs (8 marks – 2 marks each)

1. Regular Client Consultations and Feedback Sessions
   Continuous engagement through scheduled meetings allows the consultant to receive timely updates on changing priorities or new challenges, ensuring strategies remain relevant.
2. Using a Structured Needs Assessment Framework
   A consultant may apply consistent tools (like SWOT, PESTEL, stakeholder mapping) to regularly reassess the client's environment and needs in a methodical manner across the assignment timeline.
3. Documentation and Knowledge Management
   Maintaining detailed records of client communications, project milestones, and evolving requirements ensures clarity and prevents drift in understanding. This enables the consultant to track changes and adapt consistently.
4. Establishing Key Performance Indicators (KPIs) and Monitoring Mechanisms
   By defining measurable indicators from the beginning and reviewing them periodically, consultants can objectively evaluate progress and adjust approaches in response to shifting client needs.

 

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(a) THREE Factors a Researcher Should Consider in Assessing the Quality of an Abstract

(3 marks – 1 mark each)

1.        Clarity and Conciseness
The abstract should clearly and briefly summarize the research problem, objectives, methodology, key findings, and conclusions—ideally within the word limit.

2.        Coverage of Key Research Elements
A good abstract should include the purpose of the study, the methods used, main results, and implications. It should provide enough information to help the reader decide whether to read the full report or paper.

3.        Relevance and Alignment with the Research Report
The abstract must reflect the actual content of the research accurately—there should be consistency between the abstract and the main document, with no misleading or unrelated content.

(b) THREE Assumptions of Parametric Tests in Data Analysis

(3 marks – 1 mark each)

1.        Normality
The data (or sampling distribution) should be approximately normally distributed, especially for small sample sizes.

2.        Homogeneity of Variance (Homoscedasticity)
The variances in different groups or samples being compared should be approximately equal.

3.        Independence of Observations
Each data point or observation should be independent of others; that is, the value of one observation should not influence another.

(c) THREE Strategies to Measure the Success of a Coaching Programme in a Research Firm

(6 marks – 2 marks each)

1.        Pre- and Post-Coaching Assessments
Use tools like knowledge tests, performance appraisals, or 360-degree feedback before and after the coaching sessions to evaluate improvements in knowledge, skills, and competencies.

2.        Monitoring Key Performance Indicators (KPIs)
Identify and track specific KPIs such as research output quality, turnaround time, innovation in methodology, or project completion rates to determine if coaching is leading to measurable performance gains.

3.        Employee Feedback and Satisfaction Surveys
Gather direct feedback from participants through surveys or interviews to assess their perceptions of the coaching’s relevance, effectiveness, and applicability to their day-to-day research tasks.

(d) FOUR Reasons Why It Is Important to Sign a Contract in a Research Consultancy

(8 marks – 2 marks each)

1.        Clarity of Scope and Deliverables
A contract outlines what is expected from both parties—including timelines, roles, and responsibilities—helping to avoid misunderstandings during the assignment.

2.        Legal Protection and Risk Management
Contracts serve as legally binding documents that protect both the client and consultant in case of disputes, breach of agreement, or liability claims.

3.        Payment Terms and Financial Security
The contract specifies how and when payments will be made, reducing the risk of non-payment or delayed compensation and ensuring fair remuneration.

4.        Confidentiality and Intellectual Property (IP) Rights
Research contracts typically include clauses on data privacy, ownership of findings, and usage rights, which protect sensitive information and define who owns the final outputs.

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(a) Proportionate Stratified Sampling – Sample Allocation

(3 marks – includes correct method and calculations)

The total population = 5,000 students
Strata:

• Undergraduate = 2,000
• Master’s = 2,000
• PhD = 1,000

Total sample size = 500 students

Proportionate Stratified Sampling Formula:
Sample from a stratum = (Stratum size / Total population) × Total sample size

✅ Calculations:

• Undergraduate: (2,000 / 5,000) × 500 = 200 students
• Master’s: (2,000 / 5,000) × 500 = 200 students
• PhD: (1,000 / 5,000) × 500 = 100 students

✅ Answer:

• Undergraduate students: 200
• Master’s students: 200
• PhD students: 100

(b) FOUR Applications of Social Network Theory in Organisations Today

(4 marks – 1 mark each)

1. Knowledge Sharing and Collaboration
   Helps identify key individuals who facilitate knowledge flow and collaboration within and across departments.
2. Change Management
   Identifies informal influencers or opinion leaders who can drive or hinder organizational change initiatives.
3. Talent Management and Succession Planning
   Used to spot central employees in the network who are crucial for operations and should be retained or developed.
4. Innovation and Idea Generation
   Analyses how ideas spread through the organization and encourages cross-functional innovation through strong and weak ties.

(c) FOUR Soft Skills Needed in the Client Advisory Process

(4 marks – 1 mark each)

1. Active Listening – Understanding client needs, concerns, and goals without interrupting or assuming.
2. Empathy – Demonstrating understanding of the client’s situation and challenges to build trust.
3. Effective Communication – Clearly conveying advice, recommendations, and options to clients.
4. Emotional Intelligence – Managing one's own emotions and responding appropriately to client emotions during interactions.

(d) FOUR Sections of a Technical Proposal in a Consulting Assignment

(4 marks – 1 mark each)

1. Executive Summary – Brief overview of the project, goals, and proposed solutions.
2. Methodology/Approach – Detailed description of how the consultant plans to deliver the assignment.
3. Work Plan and Timeline – Activities, milestones, and delivery schedules.
4. Qualifications and Experience of the Consultant – Overview of expertise, similar assignments, and key personnel.

(e) FIVE Conflict Resolution Strategies – Thomas-Kilmann Conflict Model

(5 marks – 1 mark each)

1. Competing (High assertiveness, low cooperation)
   Consultant insists on their viewpoint – useful in urgent decisions but can damage relationships if overused.
2. Collaborating (High assertiveness, high cooperation)
   Both consultant and client work together to find a win-win solution – ideal for long-term engagements.
3. Compromising (Moderate assertiveness and cooperation)
   Both parties give up something to reach a mutually acceptable solution – useful when time is limited.
4. Avoiding (Low assertiveness, low cooperation)
   Consultant may temporarily withdraw from the conflict – useful when tensions are high or issues are minor.
5. Accommodating (Low assertiveness, high cooperation)
   Consultant yields to the client’s wishes to maintain harmony – may work when the issue is more important to the client.

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(a) FIVE Characteristics of Causal Research

(5 marks – 1 mark each)
Causal research (also called explanatory research) is used to determine cause-and-effect relationships between variables.

1. Focuses on Cause-and-Effect Relationships
   Causal research seeks to identify whether a change in one variable directly causes a change in another variable.
2. Use of Experiments
   It often involves experiments (e.g., controlled lab or field experiments), where variables are manipulated to observe their effects.
3. Control of Extraneous Variables
   To ensure validity, causal research attempts to control other variables that could influence the outcome (e.g., through randomization or holding variables constant).
4. Requires Hypotheses
   This type of research typically begins with a clear hypothesis that specifies the expected causal relationship.
5. Quantitative in Nature
   Data collected is usually numerical and analyzed statistically to test hypotheses and draw conclusions about causality.

(b) FIVE Types of Crises in Crisis Management

(5 marks – 1 mark each)
Organizations may face various crises that require prompt and strategic management.

1. Financial Crisis
   Includes loss of revenue, bankruptcy, or sudden loss of funding/investment that threatens operational continuity.
2. Reputational Crisis
   Arises from scandals, poor customer service, or negative publicity that damages the organization's image.
3. Technological Crisis
   Caused by system failures, cyberattacks, or technological breakdowns affecting services or security.
4. Natural Disasters
   Events like floods, earthquakes, fires, or pandemics that disrupt operations and endanger people or assets.
5. Workplace Violence or Personnel Crisis
   Involves internal conflicts, strikes, harassment cases, or violence in the workplace that affect employee safety and morale.

(c) FIVE Characteristics of a Comprehensive and Effective Final Research Report

(10 marks – 2 marks each)

1. Clarity and Logical Structure
   The report should follow a clear and organized structure (e.g., introduction, literature review, methodology, results, discussion, conclusion). Each section should logically flow into the next, making the report easy to follow.
2. Comprehensive Content Coverage
   It must include all key components of the research process, such as problem statement, objectives, research design, data analysis, findings, limitations, and recommendations, leaving no critical area unexplained.
3. Accurate and Objective Presentation of Findings
   Data must be presented truthfully and without bias. Charts, tables, and graphs should accurately reflect the analysis and support the conclusions drawn.
4. Proper Referencing and Citations
   All sources of literature and data must be properly cited using a consistent referencing style (e.g., APA, MLA), which enhances credibility and avoids plagiarism.
5. Professional Language and Formatting
   The report should use formal, precise, and grammatically correct language. Formatting (headings, page numbers, font, spacing) should be consistent and follow the required academic or institutional guidelines.

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 PART II

Question & Answers

(a) FOUR Ways in Which the Application of Quantitative and Qualitative Methodologies Improves Organisational Decision-Making

(4 marks – 1 mark each)

1.        Data-Driven Insights
Quantitative methods (e.g., surveys, financial analysis) provide measurable data that supports evidence-based decision-making and helps reduce guesswork.

2.        Understanding Human Behavior and Motivations
Qualitative methods (e.g., interviews, focus groups) offer rich insights into employee, customer, or stakeholder attitudes, enabling more empathetic and tailored strategies.

3.        Balanced Decision-Making
Combining both methodologies ensures a balance between objective metrics (quantitative) and contextual understanding (qualitative), leading to more holistic decisions.

4.        Risk Mitigation and Forecasting
Quantitative analysis can identify trends and model future outcomes, while qualitative insights can uncover hidden risks and organizational dynamics not captured by numbers alone.

(b) THREE Strategies to Integrate Research Findings into Strategic Advisory Services

(6 marks – 2 marks each)

1.        Translating Findings into Actionable Recommendations
Synthesise research data into specific, practical strategies aligned with the client’s goals—e.g., recommending workflow redesign based on operational inefficiencies identified through time-and-motion studies.

2.        Embedding Findings into KPIs and Performance Dashboards
Integrate key findings into performance metrics and tracking tools to drive accountability and facilitate real-time monitoring—e.g., using employee satisfaction survey results to revise HR KPIs.

3.        Developing Strategic Communication and Change Management Plans
Use research insights to guide internal communications and change initiatives, ensuring that findings are understood and adopted across departments—e.g., leveraging stakeholder feedback to restructure corporate governance policies.

(c) FIVE Reasons Why a Consultancy Firm Uses Various Facilitation Techniques (With Examples)

(10 marks – 2 marks each)

1.        Enhancing Stakeholder Engagement
Techniques like brainstorming, roundtable discussions, or workshops encourage active participation from diverse stakeholders, ensuring buy-in and ownership of solutions.
Example: A participatory workshop helped XYZ Ltd. involve both management and frontline staff in process improvement initiatives.

2.        Managing Group Dynamics and Conflict
Skilled facilitation (e.g., using ground rules, neutral moderators) helps manage interpersonal conflict and ensures all voices are heard.
Example: In a strategic planning session, facilitation prevented dominant individuals from overshadowing minority views.

3.        Driving Consensus Building
Techniques such as the Delphi method or prioritization matrices help build agreement on complex or contentious decisions.
Example: Consultants used ranking exercises to help XYZ Ltd. prioritize its investment in competing projects.

4.        Capturing Tacit Knowledge
Facilitation techniques like storytelling or appreciative inquiry help uncover informal knowledge or insights not captured in formal reports.
Example: During focus group discussions, long-serving employees shared historical insights that shaped risk management strategies.

5.        Accelerating Decision-Making and Action Planning
Tools like mind mapping, SWOT analysis, or action planning templates help structure discussions and rapidly translate ideas into implementable actions.
Example: A facilitated strategic retreat enabled XYZ Ltd. to develop a one-year action plan in just two days

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Question & Answers

(a) THREE Reasons Why Researchers Use Charts to Present Data

(3 marks – 1 mark each)

1.        Simplification of Complex Data
Charts condense large datasets into visual formats that are easier to interpret and understand at a glance.

2.        Improved Clarity and Communication
They help communicate findings clearly and effectively to diverse audiences, including non-technical stakeholders.

3.        Trend and Pattern Identification
Charts visually highlight trends, comparisons, and patterns that might be difficult to detect in raw numerical tables.

(b) SEVEN Types of Variables in Research

(7 marks – 1 mark each)

1.        Independent Variable
The variable that is manipulated or changed to observe its effect on the dependent variable.

2.        Dependent Variable
The outcome or response that is measured to see the effect of changes in the independent variable.

3.        Control Variable
A variable that is kept constant to ensure that it does not influence the outcome of the research.

4.        Extraneous Variable
Uncontrolled variables that may affect the dependent variable unintentionally, possibly skewing results.

5.        Moderating Variable
A variable that affects the strength or direction of the relationship between the independent and dependent variables.

6.        Mediating Variable
Explains the mechanism or process through which the independent variable affects the dependent variable.

7.        Confounding Variable
A variable that is related to both the independent and dependent variable, potentially misleading the interpretation of the relationship.

(c) FIVE Items to Include in a Presentation on Types of Research for a Lead Researcher Interview

(10 marks – 2 marks each)

1.        Descriptive Research
Used to systematically describe a situation, problem, or population using tools like surveys or observation.
E.g., describing consumer preferences for a product across different regions.

2.        Exploratory Research
Conducted when little is known about a topic; helps in formulating hypotheses or identifying research priorities.
E.g., exploring the impact of new technology adoption in rural schools.

3.        Explanatory (Causal) Research
Seeks to identify cause-and-effect relationships between variables.
E.g., studying how employee training affects productivity levels.

4.        Applied Research
Aimed at solving specific, practical problems in real-world contexts.
E.g., researching ways to reduce operational costs in a manufacturing firm.

5.        Qualitative vs Quantitative Research

o    Qualitative: In-depth understanding of human behavior through interviews, focus groups, etc.

o    Quantitative: Statistical analysis of numerical data collected via surveys, experiments, etc.
E.g., Using quantitative methods to measure market size and qualitative methods to explore customer satisfaction.

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Question & Answers

(a) FOUR Responsibilities of a Consultant for the Process Approach to Succeed

(4 marks – 1 mark each)

1.        Understanding Client Processes and Objectives
The consultant must take time to understand the client’s internal processes, goals, and business environment to ensure recommendations are aligned with actual needs.

2.        Stakeholder Engagement and Participation
Facilitate inclusive participation by involving key stakeholders throughout the consulting process to ensure ownership, transparency, and sustainability of solutions.

3.        Continuous Monitoring and Feedback
Establish clear feedback mechanisms to monitor progress, identify bottlenecks, and adjust strategies based on real-time insights.

4.        Capacity Building and Knowledge Transfer
Equip client teams with the necessary skills and tools to implement and sustain improvements even after the consultant’s engagement ends.

(b) FOUR Ways the Theory of Planned Behaviour (TPB) Guides the Consulting Process

(8 marks – 2 marks each)
The Theory of Planned Behaviour (TPB) by Ajzen posits that an individual's intention to perform a behavior is influenced by attitude, subjective norms, and perceived behavioural control. In consulting, this theory helps tailor change strategies that consider human behavior.

1.        Shaping Positive Attitudes Towards Change
Consultants can assess and influence the beliefs clients or employees have about the benefits or drawbacks of proposed changes.
E.g., showing evidence that process automation will improve efficiency helps build positive attitudes.

2.        Managing Subjective Norms (Social Pressure)
Recognising the influence of peer expectations or organizational culture, consultants can identify key influencers and engage them to create a positive climate for change.
E.g., involving respected department heads in pilot projects to build acceptance.

3.        Enhancing Perceived Behavioural Control
Ensuring clients feel capable of implementing changes by providing necessary tools, training, and support.
E.g., developing user-friendly manuals and conducting training sessions increases confidence and compliance.

4.        Predicting Behavioural Intentions and Adoption Rates
TPB helps consultants assess the likelihood of acceptance or resistance, which can inform timelines, resource allocation, and communication strategies.
E.g., if perceived difficulty is high, more time and support may be required for implementation.

(c) FOUR Dimensions of Service Quality in Consultancy

(8 marks – 2 marks each)
Service quality is a major determinant of client satisfaction in consulting. The following dimensions (adapted from the SERVQUAL model) are crucial:

1.        Reliability
The consultant’s ability to deliver accurate, consistent, and dependable services as promised.
E.g., submitting reports on time and ensuring they meet agreed-upon standards enhances client trust.

2.        Responsiveness
Willingness to help clients and provide prompt service. Consultants must be available to answer queries and adjust quickly to emerging needs.
E.g., promptly responding to a client's request for a revised project plan.

3.        Assurance
The consultant’s competence, credibility, and ability to inspire trust and confidence in clients.
E.g., using qualified personnel and demonstrating deep knowledge of the client’s industry builds assurance.

4.        Empathy
Providing caring, personalised attention to each client’s specific situation and needs.
E.g., taking time to understand the client’s unique business model and tailoring solutions accordingly.

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Question & Answers

(a) FIVE Negative Consequences of Ignoring Ethical Principles and Regulations in Research

(5 marks – 1 mark each)

1.        Harm to Participants
Ethical breaches can lead to psychological, physical, or emotional harm to research participants (e.g., breach of confidentiality or informed consent).

2.        Legal and Regulatory Sanctions
Researchers and institutions may face legal action, loss of licenses, or penalties for non-compliance with ethical standards and regulations.

3.        Loss of Credibility and Reputation
Unethical research practices damage the researcher’s and institution’s credibility, affecting future funding, collaborations, and publications.

4.        Invalid or Biased Findings
Ethical violations (e.g., data fabrication or manipulation) lead to unreliable results that cannot be trusted or used for decision-making.

5.        Withdrawal of Support or Funding
Sponsors and donors may discontinue support or withdraw funding if ethical lapses are discovered.

(b) SEVEN Negative Consequences of Poor Group Dynamics During Facilitation

(7 marks – 1 mark each)

1.        Dominance by Certain Individuals
Strong personalities may overshadow others, leading to unbalanced participation and biased outcomes.

2.        Groupthink
The desire for consensus may suppress critical thinking, resulting in poor decision-making and lack of innovation.

3.        Conflict and Tension
Poorly managed dynamics may lead to interpersonal conflict, reducing collaboration and productivity.

4.        Exclusion or Marginalisation
Some group members may feel ignored or undervalued, leading to disengagement and reduced contribution.

5.        Miscommunication
Ineffective interaction among group members can lead to misunderstandings, confusion, or misinformation.

6.        Lack of Focus or Direction
Without effective facilitation, the group may deviate from objectives, leading to wasted time and unclear outcomes.

7.        Resistance to Change or Outcomes
If participants feel manipulated or unheard, they may resist decisions or fail to support implementation.

(c) FOUR Challenges Consultants Face When Developing Internal Consulting Skills in an Organisation

(8 marks – 2 marks each)

1.        Organisational Resistance to Change
Internal staff may be reluctant to adopt a consulting mindset or see internal consulting as unnecessary interference.
E.g., departments may prefer maintaining traditional hierarchies and roles rather than adopting a consultative approach.

2.        Lack of Consulting Competencies and Mindset
Employees may lack skills such as analytical thinking, stakeholder engagement, or presentation, which are critical for effective internal consultancy.
E.g., technical experts may struggle with influencing or negotiating with internal clients.

3.        Conflicts of Interest and Objectivity Issues
Internal consultants may struggle to remain neutral or objective, especially when dealing with colleagues or senior managers.
E.g., fear of damaging internal relationships may lead to sugar-coated recommendations.

4.        Insufficient Organisational Support and Resources
Internal consulting initiatives may be underfunded or lack executive backing, limiting their effectiveness.
E.g., no budget for training, data analysis tools, or time allocation for internal consultancy activities.

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Question and Answers

(a) FOUR Considerations in Selecting a Research Problem

(4 marks – 1 mark each)

1.        Relevance and Significance
The problem should address a real-world issue that contributes meaningfully to knowledge, policy, or practice.

2.        Feasibility
The problem should be researchable within the available time, resources, and expertise.

3.        Availability of Data
There should be accessible and reliable sources of data to support the investigation.

4.        Ethical Considerations
The research problem must comply with ethical standards, ensuring no harm to participants or communities involved.

(b) FOUR Reasons Why a Consultant Would Use the GROW Model in a Coaching Assignment

(8 marks – 2 marks each)
The GROW Model (Goal, Reality, Options, Way Forward) is a popular coaching framework used to guide structured and results-oriented conversations.

1.        Clarity in Goal Setting
The model helps clients clearly define short-term or long-term goals, making the coaching process purposeful and focused.
E.g., assisting a mid-level manager in setting a goal to improve team leadership skills within six months.

2.        Promotes Self-Awareness and Realistic Assessment
By evaluating the client’s current situation (Reality), the coach helps identify obstacles, strengths, and gaps.
E.g., the client may realise they lack delegation skills, which is hindering goal achievement.

3.        Encourages Ownership Through Exploration of Options
The "Options" stage enables clients to generate multiple solutions, promoting creativity and responsibility for their development.
E.g., exploring different training methods or mentorship programs as ways to build skills.

4.        Drives Commitment and Accountability
The final stage ("Way Forward") involves creating actionable steps and follow-up mechanisms, increasing the likelihood of success.
E.g., scheduling bi-weekly check-ins to track progress and maintain momentum.

(c) FOUR Marketing Techniques for Professional Consulting Services

(8 marks – 2 marks each)

1.        Thought Leadership and Content Marketing
Publishing articles, white papers, blogs, or speaking at industry events positions the consultant as an expert and builds trust with potential clients.
E.g., writing a LinkedIn article on corporate governance best practices in Kenyan SMEs.

2.        Networking and Strategic Partnerships
Building relationships with professionals, industry bodies, and business networks can lead to referrals and collaborative opportunities.
E.g., joining professional associations like ICPAK or ICS and attending business forums.

3.        Client Testimonials and Case Studies
Sharing success stories and feedback from satisfied clients builds credibility and demonstrates real-world results.
E.g., publishing a short video of a client testimonial on the firm’s website or social media.

4.        Targeted Digital Marketing
Using social media (LinkedIn, Twitter), search engine optimisation (SEO), and targeted ads to reach specific industries or demographics.
E.g., running a LinkedIn ad campaign targeted at HR managers looking for change management consulting.

TBC