Emerging Trends and Issues in Management Consulting: Consulting as a Janus-faced Reality
Anthony F. Buono
IAP, 2009 - Business & Economics - 272 pages
A volume in Research in Management Consulting Series Editor Anthony F. Buono, Bentley University The ninth volume in the Research in Management Consulting (RMC) series-much like the volumes that preceded it-underscores that management consulting is a multifaceted field with a truly eclectic nature. Management consultants range from sole practitioners and those working in small boutique firms to members of global consultancies that literally span the world. Their interventions can consist of relatively simple, commonly available services focused on mid- to lowerlevel organizational members, to those that are far more esoteric in nature, providing vital assistance and direction to key players at the upper echelons of the corporate hierarchy. As consultants we can have individuals, groups and work units, or organizations as our "client," and engagements can be dominated by junior-level specialists or guided by senior-level gurus and advisors The volume contains 11 chapters that continue the RMC series' commitment to enhancing our understanding of and insight into management consulting and the consulting process from a cross-cultural, global perspective. The book is divided into three sections that explore emerging issues and challenges in the management consulting industry, trends and techniques in management consulting interventions, and reflections on consulting and the consulting process. This volume, which captures the dual nature-possibilities and challenges -associated with management consulting, adds to the Janus-faced portrayal of the field. Drawing on the interplay between practice and scholarship, the volume adds to the series goal of gaining a fuller understanding of management consulting theory in practice and practice in context in a quest for actionable knowledge about consultants, consultancies and the consulting process.
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Organizational Change Management When is a Best Practice Not Best for Practice?
Questions Before the Merger Intervention Strategies and Behavioral Due Diligence
REFLECTIONS ON MANAGEMENT COUSULTING
Sense and Sensibility in Managerial Advice
Neurotic Styles of Management Consultants Be Aware
Toxic Downsizing Inc Deconstructing a Dysfunctional Consultation
About the Authors
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A. F. Buono Academy of Management activities analysis approach assessment AstraZeneca best practices challenge champions change management practices chapter client communication communicative rationality concept consultation model consulting firms consulting intervention consulting process context corporate responsibility corporate social responsibility create culture decision diagnosis due diligence dynamics dysfunctional employees enhance evaluation experience explicit knowledge external fact-based factors firm's focus focused Francesco Ciampi global Greenwich human resources identify impact implementation Information Age Publishing innovation intangible intangible assets internal involved ISPOB issues Italy Jarling-Weber knowledge creation knowledge management leaders leadership learning Lunger management consulting managerial advice ment merger mergers and acquisitions neurotic styles NOISIA organization organizational change management outcomes paradox perspective phase potential Poulfelt problem process consultation relationship role skills social soybean specific stakeholders strategic management strategy structure tacit knowledge target tion