Management consultancy: a handbook for best practice
Gespeichert in:
| Format: | Buch |
|---|---|
| Sprache: | English |
| Veröffentlicht: |
London
Kogan Page
2002
|
| Ausgabe: | 2. ed., repr. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XVI; 496 S. |
| ISBN: | 0749436530 |
Internformat
MARC
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Datensatz im Suchindex
| _version_ | 1804130061765312512 |
|---|---|
| adam_text | Contents
Foreword by Bruce Petter, MCA xiii
Foreword by Ian Barrett, IMC xv
Part 1 Management consultancy today and tomorrow 1
1 Consultancy in a changing world 3
Philip Sadler
Introduction 3
The main categories of environmental change 3
Conclusion 15
References 16
Further reading 16
2 Consultancy and the New Economy 17
/o/m Middleton
Introduction 1^
Defining the New Economy 17
Characteristics of New Economy organizations 22
The New Economy consultant a suggested best 25
practice model
Conclusion 27
References 28
3 The management consultancy industry 29
C//ue Rassam
Introduction 29
Definitions of consultancy 29
A profession or an industry? 31
A brief history of management consultancy 33
The structure of the industry 39
Contents
Suppliers from outside the industry 43
The industry today 44
Consultancy markets and suppliers 45
Consultancy profiles 50
Management consultancy institutions 56
4 Professionalism and ethics 60
Paul Lynch
Professionalism 60
Management consultancy 62
Ethical norms 66
Ethical guidelines 67
References 69
Appendix A: Members of the International Council of 70
Management Consulting Institutes (ICMCI), March 2001
Appendix B: Ethics questionnaire and responses 72
Appendix C: Code of professional conduct of the 73
Institute of Management Consultants (IMC)©
Appendix D: Code of professional conduct of the 79
Management Consultancies Association (MCA)
Part 2 The consulting process 81
5 The client consultant relationship 83
John Mulligan and Paul Barber
Introduction 83
The nature and purpose of the consultancy relationship 84
Who is the client? 87
Phases of the client consultant relationship 88
Interventions and roles 95
Conclusion 101
References 102
6 The entry phase 103
David Hussey
Introduction 103
What is the entry phase? 103
The purposes of the entry phase 104
The stages of the entry phase 107
Agreeing the brief and its scope 108
Planning the project 110
Preparing the proposal 111
Presenting the proposal 120
References 121
vi
Contents
7 Data collection and diagnosis 123
Clive Rassam
Introduction 123
Analysis 123
Reframing the brief 127
Data collection 128
Choosing data collection methods 129
Diagnosis 131
Diagnostic techniques 132
Research methodology 140
Conclusion 141
References 142
Further reading 142
8 Presenting advice and solutions 143
Clive Rassam
Introduction 143
Back to basics 143
Consider your role 144
List the options 145
Involve the client 146
Create solutions 147
Report writing 148
Giving presentations 152
Conclusion 154
References 154
9 Implementation 155
Nick Obolensky
Introduction 155
What is implementation? 156
Why do recommendations fail to be implemented? 157
What typical techniques exist to aid implementation? 164
What is the consultant s role and what skills are required? 178
A checklist for consultants 182
Summary 183
References 184
Part 3 Managing the business of management consultancy 185
10 Consultancy marketing strategies and tactics 187
Martin Pollecoff
Introduction 187
mi
Contents
Marketing and some important definitions 187
Direct marketing 190
An 11 step planning programme 191
Making it happen 213
References 213
Further reading 214
11 Finance and control issues 215
John Kind
Introduction 215
Industry background 215
The economic characteristics of consultancy businesses 216
Financial planning and control 227
Project management 230
Summary 235
References 237
Further reading 237
12 Managing human resources 238
David Hussey
Introduction 238
The balance of knowledge 240
Strategic human resource management 242
What does strategic human resource management really 245
mean?
Structure and culture 248
Policies and strategies 250
References 257
Further reading 257
Part 4 Change management 259
13 Organizational change 261
Philip Sadler
Introduction 261
Change objectives 263
Implementation 267
Evaluation 270
Recent trends in organizational change 270
Conclusion 272
References 273
Further reading 273
viii
Contents
14 The role of the management consultant in the 274
change management process
Bill Critchley
Introduction 274
The nature of objectives in a change process 276
Diagnosis 278
An emerging view of the role of the change consultant 280
Choice and influence in our roles 289
References 290
Part 5 Concepts and tools 291
15 Strategy formulation models 293
Nick Obolensky
Introduction 293
What is strategy? 293
Types of formulation models 295
Traditional approaches 297
External oriented approaches 299
Financial oriented approaches 306
Internal oriented approaches 310
Hybrid approaches 315
Possible roles of a consultant 318
Consultants checklist 320
Summary 320
References 321
16 Techniques, methods and models of consulting 322
David Hussey
Introduction 322
Different approaches to consulting 323
Building a practice on an original proprietary approach 324
Operationalizing knowledge and concepts 326
Developing proprietary methods 334
Making the most of proprietary approaches 336
References 337
17 The impact of IT on consultancy practice 339
Kevin Long
Introduction 339
Elements of a consultancy practice 340
Consulting framework model 345
Outsourcing of business and IT functions 355
Contents
Summary 357
Acknowledgements 357
References 357
Part 6 Different fields of consulting activity 359
18 Small and medium sized firms 361
Rosemary Harris Loxley and Tony Page
Introduction 361
Why it is necessary to shed some assumptions 363
What issues leaders of SMEs typically want help with 365
A practical tool for entering the client s thought process 369
Why being different can add to your impact 372
Understanding personal agendas 372
Helping people find the business direction 374
Growing the leader s thinking capacity 377
The business performance workshop approach 379
Moving forward 381
References 382
Further reading 382
19 Consulting in the public sector 383
Michael G Jarrett
The increasing dynamics of change in the public sector 383
The impact of change can distort the primary task 384
The case of a local authority in transition 386
The implications for organizational consultation 389
The role of the consultant 392
Conclusion 394
References 395
Further reading 397
20 Large corporations 398
Mike Jeans and Tony Page
Introduction 398
Understanding your context and role 401
Identifying your sponsor 404
Understanding politics 406
Managing risk 409
Programme management 410
Working with counterparts 413
Creating conditions for engaging people 416
Shaping the future 419
References 419
Contents
21 Management consultancy for voluntary organizations 421
Pesh Framjee
What is a charity? 421
Constitutional forms 422
Governance structures 424
Regulatory regime 425
The statement of financial activities the rationale 430
Fund accounting 432
Operating structures 433
Charity branches 433
Overseas operations 436
Conduit funding 437
Measuring success 438
Performance indicators 439
Process measures 440
Benchmarking 441
Risk management 441
Taxation 443
Conclusion 443
22 Consulting in social responsibility 444
Andrew Wilson and Chris Gribben
Introduction 444
A tougher environment 445
Defining corporate social responsibility 447
Corporate responses 448
The consultant s role 449
The potential size of the market 451
The current providers 452
Challenges facing consultants 454
The way forward 454
References 456
23 Global consulting 457
Michaela Rebbeck and Alex Knight
Management consultancy as a global industry 457
Models of global consultancy 459
Customers experiences and expectations of global 461
consulting
The global consulting dilemmas 463
The future of global consulting 464
VI
Contents
24 The role of the internal consultant 466
Margaret Neal and Christine Lloyd
Introduction 466
Overview of challenges and contribution 467
Why might an organization opt for an internal 468
consultancy unit?
The specific nature of the internal role 468
Case studies 470
Career paths and opportunities 477
Survival techniques for the internal consultant 478
Index 481
|
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