Management consulting: a guide to the profession
Gespeichert in:
| Weitere Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Geneva
Internat. Labour Office
2002
|
| Ausgabe: | 4. ed. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XXIII, 904 S. |
| ISBN: | 9221095193 |
Internformat
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Datensatz im Suchindex
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| adam_text | CONTENTS
Authors and acknowledgements xiii
Foreword xv
Abbreviations and acronyms xxi
Parti MANAGEMENT CONSULTING IN PERSPECTIVE Chapter 1 Nature and purpose of management consulting 3
1.1 What is consulting? 3
1.2 Why are consultants used? Five generic purposes 10
1.3 How are consultants used? Ten principal ways 16
1.4 The consulting process 21
1.5 Evolving concepts and scope of management consulting 26
Chapter 2 The consulting industry 31
2.1 A historical perspective 31
2.2 The current consulting scene 35
2.3 Range of services provided 39
2.4 Generalist and specialist services 43
2.5 Main types of consulting organization 45
2.6 Internal consultants 50
2.7 Management consulting and other professions 53
2.8 Management consulting, training and research 56
Chapter 3 The consultant client relationship 61
3.1 Defining expectations and roles 61
3.2 The client and the consultant systems 64
3.3 Critical dimensions of the consultant client relationship 66
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Management consulting
3.4 Behavioural roles of the consultant 70
3.5 Further refinement of the role concept 73
3.6 Methods of influencing the client system 76
3.7 Counselling and coaching as tools of consulting 80
Chapter 4 Consulting and change 85
4.1 Understanding the nature of change 85
4.2 How organizations approach change 91
4.3 Gaining support for change 98
4.4 Managing conflict 101
4.5 Structural arrangements and interventions for assisting change ... 103
Chapter 5 Consulting and culture 113
5.1 Understanding and respecting culture 113
5.2 Levels of culture 115
5.3 Facing culture in consulting assignments 121
Chapter 6 Professionalism and ethics in consulting 129
6.1 Is management consulting a profession? 129
6.2 The professional approach 131
6.3 Professional associations and codes of conduct 140
6.4 Certification and licensing 143
6.5 Legal liability and professional responsibility 145
Part II THE CONSULTING PROCESS Chapter 7 Entry 153
7.1 Initial contacts 154
7.2 Preliminary problem diagnosis 159
7.3 Terms of reference 166
7.4 Assignment strategy and plan 167
7.5 Proposal to the client 171
7.6 The consulting contract 174
Chapter 8 Diagnosis 179
8.1 Conceptual framework of diagnosis 179
8.2 Diagnosing purposes and problems 182
8.3 Defining necessary facts 187
8.4 Sources and ways of obtaining facts 190
8.5 Data analysis 198
8.6 Feedback to the client 208
vi
Contents
Chapter 9 Action planning 213
9.1 Searching for possible solutions 214
9.2 Developing and evaluating alternatives 221
9.3 Presenting action proposals to the client 225
Chapter 10 Implementation 229
10.1 The consultant s role in implementation 230
10.2 Planning and monitoring implementation 232
10.3 Training and developing client staff 234
10.4 Some tactical guidelines for introducing changes in work methods . 236
10.5 Maintenance and control of the new practice 242
Chapter 11 Termination 245
11.1 Time for withdrawal 246
11.2 Evaluation 248
11.3 Follow up 254
11.4 Final reporting 255
Part III CONSULTING IN VARIOUS AREAS OF MANAGEMENT
Chapter 12 Consulting in general and strategic management 261
12.1 Nature and scope of consulting in corporate strategy and
general management 261
12.2 Corporate strategy 265
12.3 Processes, systems and structures 272
12.4 Corporate culture and management style 276
12.5 Corporate governance 278
Chapter 13 Consulting in information technology 283
13.1 The developing role of information technology 283
13.2 Scope and special features of IT consulting 285
13.3 An overall model of information systems consulting 287
13.4 Quality of information systems 291
13.5 The providers of IT consulting services 292
13.6 Managing an IT consulting project 295
13.7 IT consulting to small businesses 296
13.8 Future perspectives 297
Chapter 14 Consulting in financial management 299
14.1 Creating value 301
14.2 The basic tools 303
vii
Management consulting
14.3 Working capital and liquidity management 305
14.4 Capital structure and the financial markets 306
14.5 Mergers and acquisitions 309
14.6 Finance and operations: capital investment analysis 312
14.7 Accounting systems and budgetary control 315
14.8 Financial management under inflation 317
14.9 Cross border operations and the use of external financial markets .. 319
Chapter 15 Consulting in marketing and distribution management 327
15.1 The marketing strategy level 328
15.2 Marketing operations 333
15.3 Consulting in commercial enterprises 337
15.4 International marketing 338
15.5 Physical distribution 339
15.6 Public relations 339
Chapter 16 Consulting in e business 341
16.1 The scope of e business consulting 341
16.2 Bricks and mortar and bricks and clicks: value chain connectivity . 345
16.3 Bricks and mortar and bricks and clicks: internal processes 352
16.4 Dot.com organizations 358
16.5 Internet research 360
Chapter 17 Consulting in operations management 361
17.1 Developing an operations strategy 361
17.2 The product perspective 366
17.3 The process perspective 370
17.4 The human aspects of operations 378
Chapter 18 Consulting in human resource management 381
18.1 The changing nature of the personnel function 381
18.2 Policies, practices and the human resource audit 383
18.3 Human resource planning 386
18.4 Recruitment and selection 387
18.5 Motivation and remuneration 389
18.6 Human resource development 393
18.7 Labour management relations 399
18.8 New areas and issues 407
Chapter 19 Consulting in knowledge management 415
19.1 Managing in the knowledge economy 415
19.2 Knowledge based value creation 417
19.3 Developing a knowledge organization 425
viii
Contents
Chapter 20 Consulting on productivity and performance improvement ... 437
20.1 Shifts in productivity concepts, factors and conditions 438
20.2 Productivity and performance measurement 443
20.3 Approaches and strategies to improve productivity 445
20.4 Designing and implementing productivity and performance
improvement programmes 454
20.5 Tools and techniques for productivity improvement 458
Chapter 21 Consulting in total quality management 463
21.1 Understanding TQM 463
21.2 Cost of quality quality is free 467
21.3 Principles and building blocks of TQM 470
21.4 Implementing TQM 474
21.5 Principal TQM tools 478
21.6 ISO 9000 as a vehicle to TQM 483
21.7 Pitfalls and problems of TQM 487
21.8 Impact on management 488
21.9 Consulting competencies for TQM 489
Chapter 22 Consulting in company transformation 491
22.1 What is organizational transformation? 492
22.2 Preparing for transformation 493
22.3 Strategies and processes of transformation 495
22.4 Company turnarounds 503
22.5 Downsizing 506
22.6 Business process re engineering 507
22.7 Outsourcing and insourcing 509
22.8 Joint ventures for transformation 511
22.9 Mergers and acquisitions 512
22.10 Networking arrangements 514
22.11 Transforming organizational structures 515
22.12 Ownership restructuring 517
22.13 Privatization 517
22.14 Pitfalls and errors to avoid in transformation 519
Chapter 23 Consulting on the social role and responsibility of business ... 523
23.1 The social dimension of business 523
23.2 Current concepts and trends 525
23.3 Consulting services 534
23.4 A strategic approach to corporate responsibility 537
ix
Management consulting
23.5 Consulting in specific functions and areas of business 544
23.6 Future perspectives 545
Chapter 24 Consulting in small business management and development .. 547
24.1 Characteristics of small enterprises 548
24.2 The role and profile of the consultant 551
24.3 Consulting assignments in the life cycle of an enterprise 553
24.4 Areas of special concern 559
24.5 An enabling environment 562
24.6 Innovations in small business consulting 567
Chapter 25 Consulting for the informal sector 575
25.1 What is different about micro enterprises? 575
25.2 Management problems of informal sector entrepreneurs 579
25.3 The special skills of micro enterprise consultants 580
25.4 Outreach to micro enterprises in the informal sector 582
Chapter 26 Consulting for the public sector 587
26.1 The evolving role of government 587
26.2 Understanding the public sector environment 589
26.3 Working with public sector clients throughout the
consulting cycle 594
26.4 The service providers 597
26.5 Some current challenges 599
Part IV MANAGING A CONSULTING FIRM Chapter 27 Fundamentals of management in the consulting profession ... 607
27.1 The management challenge of the professions 607
27.2 Managing a professional service 609
27.3 Managing a professional business 615
27.4 Achieving excellence professionally and in business 620
Chapter 28 The consulting firm s strategy 623
28.1 The strategic approach 623
28.2 The scope of client services 627
28.3 The client base 630
28.4 Growth and expansion 632
28.5 Going international 635
28.6 Profile and image of the firm 636
28.7 Strategic management in practice 638
x
Contents
Chapter 29 Marketing of consulting services 647
29.1 The marketing approach in consulting 648
29.2 A client s perspective 651
29.3 Techniques for marketing the consulting firm 652
29.4 Techniques for marketing consulting assignments 667
29.5 Marketing to existing clients 670
29.6 Managing the marketing process 673
Chapter 30 Costs and fees 681
30.1 Income generating activities 681
30.2 Costing chargeable services 684
30.3 Marketing policy considerations 685
30.4 Principal fee setting methods 687
30.5 Fair play in fee setting and billing 692
30.6. Towards value billing 694
30.7 Costing and pricing an assignment 695
30.8 Billing clients and collecting fees 699
Chapter 31 Assignment management 703
31.1 Structuring and scheduling an assignment 703
31.2 Preparing for an assignment 708
31.3 Managing assignment execution 711
31.4 Controlling costs and budgets 717
31.5 Assignment records and reports 717
31.6 Closing an assignment 722
Chapter 32 Quality management in consulting 723
32.1 What is quality management in consulting? 723
32.2 Key elements of a quality assurance programme 727
32.3 Quality certification 733
32.4 Sustaining quality 735
Chapter 33 Operational and financial control 737
33.1 Operating workplan and budget 737
33.2 Performance monitoring 741
33.3 Bookkeeping and accounting 747
Chapter 34 Knowledge management in consulting firms 751
34.1 Drivers for knowledge management in consulting 751
34.2 Factors inherent in the consulting process 753
34.3 A knowledge management programme 754
34.4 Sharing knowledge with clients 759
xi
Management consulting
Chapter 35 Structuring a consulting firm 763
35.1 Legal forms of business 763
35.2 Management and operations structure 768
35.3 IT support and outsourcing 775
35.4 Office facilities 777
Part V DEVELOPING CONSULTANTS AND THE
CONSULTING PROFESSION Chapter 36 Careers and compensation in consulting 781
36.1 Personal characteristics of consultants 781
36.2 Recruitment and selection 784
36.3 Career development 788
36.4 Compensation policies and practices 792
Chapter 37 Training and development of consultants 799
37.1 What should consultants learn? 800
37.2 Training of new consultants 805
37.3 Training methods 812
37.4 Further training and development of consultants 815
37.5 Motivation for consultant development 818
37.6 Learning options avalable to sole practitioners 820
Chapter 38 Preparing for the future 823
38.1 Your market 824
38.2 Your profession 830
38.3 Your self development 832
38.4 Conclusion 833
APPENDICES Appendix 1 The client s ten commandments
(Choosing and using consultants) 837
Appendix 2 Associations of management consultants 845
Appendix 3 Information and learning sources for consultants 851
Appendix 4 Terms of a consulting contract 857
Appendix 5 Consulting and intellectual property 863
Appendix 6 Using case studies of management consulting 875
Appendix 7 Writing reports 889
Subject index 895
xii
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| spelling | Management consulting a guide to the profession ed. by Milan Kubr 4. ed. Geneva Internat. Labour Office 2002 XXIII, 904 S. txt rdacontent n rdamedia nc rdacarrier Conseillers d'entreprise Conseillers de gestion ram Unternehmensberatung (DE-588)4078592-0 gnd rswk-swf Unternehmensberatung (DE-588)4078592-0 s DE-604 Kubr, Milan edt HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=010234978&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Management consulting a guide to the profession Conseillers d'entreprise Conseillers de gestion ram Unternehmensberatung (DE-588)4078592-0 gnd |
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| title | Management consulting a guide to the profession |
| title_auth | Management consulting a guide to the profession |
| title_exact_search | Management consulting a guide to the profession |
| title_full | Management consulting a guide to the profession ed. by Milan Kubr |
| title_fullStr | Management consulting a guide to the profession ed. by Milan Kubr |
| title_full_unstemmed | Management consulting a guide to the profession ed. by Milan Kubr |
| title_short | Management consulting |
| title_sort | management consulting a guide to the profession |
| title_sub | a guide to the profession |
| topic | Conseillers d'entreprise Conseillers de gestion ram Unternehmensberatung (DE-588)4078592-0 gnd |
| topic_facet | Conseillers d'entreprise Conseillers de gestion Unternehmensberatung |
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