I have not been in an RSO that has merged with another RSO, but I have experienced being in an RSO that had become affiliates of the college of business. The RSO that I am a part of provides consulting services to start-up companies in virtually any industry, with the goal of providing solutions to business problems that bring results. The structure of the organization goes from the student leadership team, to partners who manage multiple projects, to project managers, to senior consultants, and finally consultants. When the RSO had become partners with the business school, the biggest difference was the availability of resources. The events had become higher quality, as well as budgets approved for team social events. The added benefit of higher quality events lead to better informed members, which meant higher quality of work and increased productivity when it came to deliverables. Social events also helped increase productivity since it helped out with positive relationships among the team, increasing communication.  Transaction costs within the organization may include making sure that new members are performing their tasks correctly in order to ensure it fits the clients needs. The client’s transaction cost may be talking to past clients in order to ensure that the results of working with a student run consulting organization will heed positive impact. These had mattered in order to better the relationship between the team and clients, since both had to confirm that the product would be of high quality. 

Comments

  1. Professor ArvanSeptember 13, 2019 at 6:25 AM

    This post is pretty meager. I did a word count on it and got 245 words. There is a 600 word minimum. For the next post, try to meet the requirement. Also try for multiple paragraphs with line spacing between them.

    You might have spent some time on why you joined this particular RSO. Did you think it would serve as a job credential? You might also talk about the ethical dimension of this consulting business. I gather that the students in the RSO don't get paid for the work they provide. Is that right? Think of it from the company's end of the equation. What do they get from having a student consulting project done rather than hiring paid consultants.

    If this RSO is really providing an apprenticeship for those who join it, maybe it is right that you are not paid for the work. I'm not sure and can see arguments both ways. But then I wonder what sort of training new members of the RSO get so they can learn what consulting is really about. It would have been a better post if you had expanded on how you learned to do the work.

    A related question is about the teacher for learning. In an apprenticeship there is a master from whom the apprentice learns. If the master was a more experienced student, I have to wonder whether there is sufficient expertise there to play the role. So that too could have been addressed in your post. You might to so in your response to this comment.

    ReplyDelete

Post a Comment

Popular posts from this blog

Final Blog Post, Traditional Prompt

Before coming into the course, I had not realized that many of the relationships within organizations, as well as between organizations have been studied so heavily within the economic sphere. I had thought that before coming into the course it would’ve been similar to other 400 level courses where it is a singular professor teaching from their own studies as well as studies they had deemed relevant and related to a niche economic field they invested themselves in. I had been surprised by the idea that there were fundamental economic ideas tied into theories and models relevant to both the past as well as present with entire textbooks with references to a wide range of studies. In terms of knowledge about organizations that I had not learned before coming into the course, every phenomena in relationships between organizations that had been later turned into something that could be understood by quantifying it and applying mathematical principles was new. When we had learned about rela...
Read more
Yes I believe there are themes from the different posts throughout the semester that tie in together with each other. Aside from the introductory blog post, it seems that the ideas from blog posts are very different however they also build upon each other and intertwine. The themes of the blog posts had been transaction costs, opportunism, successful team structures, and transfer pricing. Within the transaction costs post I had discussed the transaction costs of relationships within work and why they had mattered. The next post discussing opportunism had been a different concept, however I had still been able to write about relationships within work.  In terms of successful team structures, the hierarchy of teams and delegation of work had been discussed but that was also a post that mainly surrounded relationships within an organization. When discussing transfer pricing, I had mostly discussed how “Illinibucks” could be used to affect course registration. This had not discussed t...
Read more

Blog Post Due 11/8

Within my experience with RSO’s there had been multiple people that had ended up leaving or were forced to leave the team that I was a part of. In terms of what had happened with the first person had been that they had never really communicated with the team, would miss meetings, and would not accomplish their assignment. What the project manager did at first was an attempt to talk with the member to try and understand their circumstances. The member had said that they had been busy recently but their schedule had cleared up some, and wanted to continue to work so the situation had seemed alright going forward. The member had continued miss meetings and assignments without any communication, so the project manager had asked whether or not the member wanted to be part of the team anymore. The member had reported that they wanted to continue to be on the team, but later on opted to leave the team along with unfinished assignments for a client. I had discussed with the project manager on...
Read more