فهرست مطالب محمد وکیلی

The management consulting industry, with a total global value of approximately $ 285 billion, is one of the largest and most flourishing markets in the professional services industry. An analysis of the last five decades indicates that the development of the management consulting industry has been closely related to the developments in the global economy during the past years. Management consulting as one of the sub-branches of knowledge-based business services has had a higher growth than the other sub-branches in this field.So far, just a few studies have been conducted on the success factors of strategic management consultants and their consequences. The issue of management competency has widely been considered by researchers, but the competency of management consultants have been less addressed. The purpose of this study is to investigate the competencies of strategic management consultants. The research method is qualitative and in accordance with the emerging Glaser’s grounded theory. The experts in this research consisted of 21 professionals in the field of management consulting, especially strategy consultants, who were selected through purposeful sampling, and semi-structured interviews were used for data collection. The MAXQDA software version 10 and the triple coding approach were used for data analysis. As many as 992 codes were found in the first stage (open coding). After the elimination of the repeated or poor codes, 525 pure codes were left. The results indicated that strategic management consultants should have a set of general and specific competencies. General competencies are divided into three groups including individual and characteristic competencies, managerial competencies, and consulting competencies. Specific competencies are a set of competencies related to strategic management and management consulting. A total of 25 key competencies were identified, and their relative importance was analyzed based on the number of repetitions of the categories and their frequency. These competencies were eventually demonstrated in a model called the Strategy Consultant Competency Circle, which can serve as a good basis to assess strategy consultants and assist clients in selecting the best consultants.Among five major competency categories, strategic management competencies are the most frequent. This category includes competencies as the deep knowledge of strategic management, strategic thinking, change of management skills and environmental mastery, which means being aware of the best practices of the industry, knowing about competitive environment and consumer behavior, and so on.Specific consulting management competencies are in the second rank according to frequency. This category includes competencies such as leading the leaders, project management, problem solving, flexibility and organizational coexistence (i.e, to be approved as a member of the organizational family). Of course, theses competencies are common among all the management consultants in any field such as strategy, HR, marketing, and so on.The third category includes characteristic competencies such as being achievement-oriented (i.e. management consultant should be a model of success), learning appetite, self-control, being loved, self-confidence, intelligence and personal maturity.The fourth category includes general management competencies such as basic management skills, ability to integrate, general information, knowledge of management and organization, and at last economic intuition.Finally, there is the category of general consulting competencies. They are vital not only for management consultants but also for consultants in other fields such as psychology, legal, and so on. This category includes effective communication, verbal skills, professional ethics and mindfulness. So, we have 25 competencies in five categories. The proposed circle model has several various remarkable benefits. First, it helps to understand the basis and origin of competencies. Second, it shows, to some extent, the ability to compare the competencies of strategy consultants with other groups of individuals with whom they have some commonalities, such as strategic managers, management consultants in other areas, consultants and managers. Third, this model provides a good blueprint to determine the competencies of groups related to strategy consulting. For instance, in the case of a human resources consultant and based on this model, four parts of the circle can be used exactly (although the objective examples of some of these competencies may be different). It is also enough to remove the strategic management competencies and identify and replace specific human resource management competencies.The present study clearly shows that the effectiveness of strategy consulting depends on the acquisition of a wide variety of competencies. It is now possible to better understand why a high percentage of strategy consulting projects fail. Acquiring the 25 competencies proposed for strategy consultants requires the implementation of various training and development programs, the gap of which is currently well felt in our country. Therefore, the major suggestion of this research is to launch professional training courses for strategy consultants to provide the human capital needed in this field.

Today, the use of strategy consultancy in most organizations is not a choice, but a necessity. Strategy consultants have irreplaceable role in the success of organizations. Competency and competency-based management has been considered widely in recent years. Despite this fact, less attention has been paid to competencies of strategy consultants. This study aims to discover the competencies, determine the relative importance of each competency and finally suggest a comprehensive competency model for strategy consultants. So a mixed (qualitative-quantitative) research was conducted. At the first stage (qualitative research) based on the data approach of Glaser grounded theory and through deep interviews with 21 experts in strategy consulting, 25 competencies of strategy consultants were identified. At the second stage (quantitative research), by fuzzy Dematel method, relative importance of these competencies and the relationships between them have been identified and finally a comprehensive model has been presented. Among the important results of this research is that at the level of main categories, personality competencies and at the level of sub-categories, management and organizational knowledge, strategic thinking, mindfulness and leading the leaders are of the highest importance and effectiveness.

The purpose of this research is developing a model for competencies of strategic management and organization consultants. The research method is qualitative and in accordance with the emerging Glaser approach of grounded theory. 21 strategy consultants participated in this research who have been selected through purposeful sampling and snowball approach. Semi-structured interviews were used for data collection and MAXQDA version 10 software and triple coding were used for data analysis. The results indicated that the competencies of strategy consultants, includes personality competencies, general management competencies, general consultancy competencies, and specialized competences of strategic management and management consulting. These competencies are necessary for consultants to be successful. At the lowest level are personality competencies. These are the competencies that are useful to success in any field of activity, but they are vital for strategy consultants. Managerial and consulting competencies are at the second level of the pyramid that are essential for any managers and consultants. At the highest level of the pyramid, there are two categories of strategic management and management consulting competencies. Strategic management competencies are common to all who are involved in formulating, implementing or controlling organizational strategies. Management consulting competencies are also common in all strategic management consultants who deal with top-level managers in an organization.

The use of infrared spectroscopy to describe the lignocellulosic materials has increased dramatically. Since the infrared Fourier transform (FT-IR) spectroscopy least destruction occurs in the test sample and with a small quantity of sample accurate information is obtained, so this spectrometer is a useful technique for identifying chemical compounds of wood. In studying the historic woods, to describe the amount and type of damage to select the appropriate protection method, often FT-IR technique is used. In this study, changes in the chemical compounds of wood used in historical building of Gorgan with healthy species are studied with the help of this spectroscopy.
In this study, historic wood samples were prepared from two buildings in the old context of Gorgan (Tekye, Estarabadi and Hosseinieh). Five samples were selected from these two buildings and to identify the species To study Macroscopic characterization to review these woods. Spectroscopy of samples was obtained with the use of MB-154 Bomem FT-IR model. For this purpose, wood flour was prepared from samples from a drill equipped with a drill bit with 3 mm diameter and a depth of 2-3 mm. Flour obtained for the FT-IR test was dried in the oven at temperature 103° C for 24 hours to have the lowest moisture content. Then KBr tablet of the above examples was prepared for the FT-IR spectroscopy test in the spectral range 4000-500 cm-1 and spectral resolution 4 cm-1. 11 scans were performed for each test and samples were compared with healthy samples.
Samples include four species: hardwood (hornbeam, oak, beech, elm) and a softwood species (yew). In all hardwood species, the absorption intensity in areas 897, 1049, 1118, 1160 cm-1 and related to carbohydrates and also bands 1739, 1243 cm-1 in connection with the hemicellulose was reduced significantly. In contrast, in the case of bands related to lignin, poor absorption is seen in 1654, 1595, 1508 cm-1. In Yew species, areas 1608, 1512, 1428, 1273 cm-1 and in connection with lignin and area 1736 cm-1 related to hemicellulose showed a large decrease in absorption.
The results from spectroscopy showed that biodegrades has occurred in all historical species. With relative comparison of changes in intensity of the bands associated with lignin and carbohydrates in hardwood species, it has become clear that carbohydrates degradation was more than lignin, which can be primarily attributed to brown rot. In softwood species (yew), because they have the most contact with the continuous rains, in addition to carbohydrates, lignin has also been destroyed.