The international guide to management consultancy : the evolution, practice and structure of management consultancy worldwide
著者
書誌事項
The international guide to management consultancy : the evolution, practice and structure of management consultancy worldwide
Kogan Page, 2003
2nd ed
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注記
Includes bibliographical references (p. 505-508) and index
内容説明・目次
内容説明
With the management consulting industry facing unprecedented challenges there is a need for a comprehensive resource which provides an accessible guide to the key issues faced by the industry and clients. With contributions from a range of experts, this book offers detailed insights into the evolution of the industry and future trends, the sources of best practice, how to become an excellent client, the nature of the client-consultant relationship and consultancy in developing countries. Given its scope, it is a uniquely authoritative resource. Timothy Clarke, Professor of Organisational Behaviour, Durham Business School, University of Durham Now in its second edition, this unique and authoritative guide provides a description of the management consultancy profession worldwide, together with advice on how to choose and use its services effectively. With contributions from leading practitioners, the guide is essential reading for all purchasers of management consultancy services. Part One identifies the parameters and definitions of management consultancy.
It presents overviews of the industry's origins and evolution, the present status of the leading multinational management consultancies and some of the global forces shaping the development of management consultancy. Part Two is devoted to ethics and best practice in management consultancy from a number of perspectives. Central to these discussions is the international development of the Certified Management Consultant (CMC) qualification. Part Three scrutinises the life of the client-consultant relationship, focusing on what clients can do to make the consultant's role effective and their working relationship productive. Part Four comprises snapshots by leading practitioners of thirteen key consultancy fields, ranging from strategy and marketing through change management and process re-engineering to the newer disciplines of information and knowledge management, m-commerce, ERP and e-business. Part Five consists of a general account of consulting in developing countries, followed by profiles of 26 country-by-country management consultancy markets.
Primarily addressing users and potential clients and endorsed by ICMCI, FEACO and Zen-Noh-Ren, the Guide will also be of interest to professional consultants themselves, to students of consultancy in the burgeoning postgraduate programmes around the world and to all practitioners of consulting skills and competencies.
目次
- Chapter - 3.7: Appreciative inquiry: accelerating positive change - Anne Radford and Liz Mellish
- Chapter - 3.8: The consultant's role in managing change - E Michael Shays
- Chapter - 3.9: Handing over and moving on - Barry Curnow
- Section - FOUR: Key Consultancy Activities
- Chapter - 4.1: Strategic consulting and business development - Martin Whitehill
- Chapter - 4.2: Marketing - David Hussey
- Chapter - 4.3: Organizational change: the challenges and the opportunities - Colin J Coulson-Thomas
- Chapter - 4.4: Organization and culture change in post-merger integration - Geoffrey Kitt
- Chapter - 4.5: Leadership in corporate transformations - Philip Channer and Jonathan Reuvid
- Chapter - 4.6: Coaching in management development - Myles Downey
- Chapter - 4.7: Supporting employees across the world - Michael Reddy
- Chapter - 4.8: Communication consultancy - Colette Dorward
- Chapter - 4.9: Customer relations - Clive Bonny
- Chapter - 4.10: Information and knowledge management - Colin J Coulson-Thomas
- Chapter - 4.11: Systems integration - Trevor Elliott and Dave Herbert
- Chapter - 4.12: M-commerce: the next wave of management consulting - Tomas Korseman and Daniel Shepherd
- Chapter - 4.13: Enterprise resource planning to e-business: the opportunities - Sarah Taylor and Barry Curnow
- Section - FIVE: Consulting Internationally
- Chapter - 5.1: Consulting in the developing world - Colin Adams
- Chapter - 5.2: Management consultancy in the oil and gas industry: managing the contradictions and complexity of corporate social responsibility - Michael J King
- Chapter - 5.3: Strategic collaboration - Stephen Cardell
- Chapter - 5.4: Selected international management consultancy market profiles Chapter - 3.6: Evaluating advice and recommendations - Jonathan Reuvid and John Mills
- Chapter - 3.5: Phases of the client-consultant relationship - Barry Curnow
- Chapter - 3.4: Managing the consultancy assignment in progress - Barry Curnow with John Downs
- Chapter - 3.3: How to get value from a management consultant - E Michael Shays
- Chapter - 3.2: Selecting and appointing a management consultant - Barry Curnow
- Chapter - 3.1: The client-consultant relationship: setting the guidelines - Barry Curnow
- Section - THREE: A Client's Guide to Management Consultancy
- Chapter - 2.8: Pricing for profit - Colin J Coulson-Thomas
- Chapter - 2.7: Corporate governance:structures, processes and functions - Daniel Summerfield
- Chapter - 2.6: Developments in management consultancy: from stagnation to evaporation or condensation - Hans de Sonnaville
- Chapter - 2.5: Is there a case for regulating management consultants? - Ian Barratt
- Chapter - 2.4: Higher education opportunities in management consulting - Sally Woodward and Allan P O Williams
- Chapter - 2.3: Ethical norms and guidelines - C Paul Lynch
- Chapter - 2.2: Professional standards through best practice: qualifying consultants and demonstrating competence internationally - Caroline Barker and Barry Curnow
- Chapter - 2.1: Competition and objectivity: management consultancy, auditing and outsourcing - Bruce Petter
- Section - TWO: Ethics and Best Practice
- Chapter - 1.6: The Delphi Study and beyond: scenarios for the consulting market in 2010 - Mike Jeans
- Chapter - 1.5: Sustainability and management consultancy - Adrian Henriques
- Chapter - 1.4: The impact of the IT revolution and e-business on management consultancy - Fiona Czerniawska
- Chapter - 1.3: Multinational management consultancies: world market leaders- Mark Klein
- Chapter - 1.2: The evolution of management consultancy: its origins and global development - Matthias Kipping
- Chapter - 1.1: The international consulting industry today- Barry Curnow and Jonathan Reuvid
- Section - ONE: The Evolution and Practice of Management Consultancy Globally
- Chapter - 00: Introduction
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