An introduction to management consultancy:
Saved in:
| Main Author: | |
|---|---|
| Format: | Book |
| Language: | English |
| Published: |
Los Angeles ; London ; New Delhi ; Singapore ; Washington DC
Sage
2014
|
| Subjects: | |
| Online Access: | Inhaltsverzeichnis |
| Item Description: | Literaturangaben |
| Physical Description: | xix, 580 Seiten Illustrationen, Diagramme |
| ISBN: | 9781446256121 9781446256138 |
Staff View
MARC
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| 245 | 1 | 0 | |a An introduction to management consultancy |c Marc G. Baaij |
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Record in the Search Index
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|---|---|
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| adam_text | CONTENTS
About the Author
xii
Prefoce
xiii
Acknowledgements
xix
PART l: THE MANAGEMENT CONSULTANCY
PHENOMENON l
1
Defining management consultancy
7
Introduction
7
Opposing perspectives on management consultancy
8
Characteristics of management consultancy
10
Definitions of management consultancy
13
Case study: Seizing the real opportunity
19
Categories of professional services
21
Roles of management consultants
25
Divisions of responsibilities
30
External versus internal management consultancy
31
Management consultancy as a profession
32
Summary
36
Reflective questions
37
Mini case study: To certify or not to certify 3H
Further reading
39
References
39
2
Origin and development of management
consultancy
42
Introduction
42
The advisor through the ages
43
The emergence of the first field of management consultancy:
operations consultancy
45
The emergence of the second field of management consultancy:
organization and strategy consultancy
49
The emergence of the third field of management consultancy:
information technology consultancy
53
Institutional changes driving the growth of management
consultancy
55
Case study: McKinsey
&
Company
59
The rise and decline of management consultancies
62
Summary
70
Reflective questions
70
Mini case study: The return of an accountancy firm
71
Further reading
72
References
72
3
Reasons, risks, and results of management
consultancy
75
Introduction
75
Difficulties in measuring the effect of management
consultancy
76
Fees for external management consultancy
78
Reasons for hiring management consultants
82
Case study: The effect of advice
84
The effects of knowledge
86
The effects of problem solving and management audits:
three fields of management consultancy
88
The effects of informal roles
90
The effects of the growth in demand for management
consultancy
92
External versus internal management consultancy
92
Risks of using external management consultancy
96
Resistance to management consultancy
99
Management consultants practices for generating demand
100
Summary
101
Reflective questions
102
Mini case study: Claiming impact
103
Further reading
103
References
104
PART
2:
THE MANAGEMENT CONSULTANCY
INDUSTRY
105
4
Overview of the management consultancy industry
landscape ill
Introduction 111
Analysing the management consultancy industry
112
The management consultancy industry in three dimensions
117
Case study: Management consultancy across borders
122
Scale of firms in the management consultancy industry
124
Scope of firms in the management consultancy industry
127
Summary
133
Reflective questions
134
Mini case study: From Australia to Africa
134
Further reading
136
References
136
5
The competitive landscape of the management
consultancy industry
138
Introduction
138
Competitive strategies
139
Case study: A network-based management consultancy firm
149
Competitive forces
151
Key developments
166
Summary
173
Reflective questions
174
Mini case study: The invasion of foreign firms
175
Further reading
176
References
176
6
Macro-developments and the management
consultancy industry
178
Introduction
178
The impact of business cycles on management consultancy
179
The impact of technological waves on management
consultancy
183
Case study: Management consultancy and ICT-dnven disruption
185
The impact of management knowledge on management
consultancv
187
The management knowledge cluster
192
Globalization and the spread
oř
capitalism
200
Summary
201
Reflective questions
202
Mini case study: In search of the next big idea
203
Further reading
204
References
204
PART
3:
THE MANAGEMENT CONSULTANCY
FIRM 2O7
7
The value chain of the management
consultancy firm
213
Introduction
2
LI
Understanding the value chain
214
The primary activities of the management consultancy firm
217
The support activities of the management consultancy firm
224
Linkages between activities
229
Case study: Evalueserve and the outsourcing of high-end
parts of the consultancy value chain
230
Value chain and competitive advantage
231
Disaggregation of the value chain
233
Summary
236
Reflective questions
236
Mini case study: Outsourcing the consultancys
activities?
237
Further reading
237
References
238
8
Managing the management consultancy firm
240
Introduction
240
Business models
241
Organizational structures
245
Leadership and control
248
Organizational culture
250
Legal forms
253
Case study: Transition of a management consultancy
firm
255
Micro-structure of a project team
257
Economics
259
Summary
268
Reflective questions
269
Mini case study: Downsizing the consultancy firm
269
Further reading
270
References
270
9
People and careers in management consultancy
273
Introduction
273
Reasons for applying
274
A people business
276
The recruitment process
278
Case study: A case interview with a management
consultancy firm
280
What are management consulting firms
looking for?
287
Career structures
291
Performance appraisals
298
Turnover
303
The price of consultancy
307
Gender and consultancy
308
Life after the firm: alumni
309
Summary
311
Reflective questions
312
Mini case study: Promotion to partner?
312
Further reading
314
References
314
PART
4:
THE MANAGEMENT CONSULTANCY
PROJECT
315
IO
Clients and other stakeholders
321
Introduction
321
The management consultancy cycle
322
The consultant s perspective
324
The client s perspective
330
Case study: Understanding the client
338
Understanding the prospect s real hiring reason
339
The role of the client s stakeholders
344
Developing the proposal
347
Setting the fee
351
Presenting the proposal
354
The contract
355
Procurement models
356
Ethics and social responsibility
360
Summary
361
Reflective questions
362
Mini case study: The alumnus
362
Further reading
363
References
363
11
Management
of a consultancy project
366
Introduction
366
Defining the management consultancy project
367
Structuring the management consultancy project
368
Phase
1:
Initiation
370
Phase
2:
Design
373
Phase
3:
Execution
381
Phase
4:
Control
381
Phase
5:
Closure
383
Case study: Client team members
385
Organizing the management consultancy project
386
The consultancy project manager
389
The consultancy project team member
392
Summary
394
Reflective questions
395
Mini case study: Internal versus external consultants
-
who
is in the lead?
396
Further reading
397
Références
397
12
Structured problem diagnosis
399
Introduction
399
The people side of problem solving
400
Approaches to problem solving
401
What is a problem?
403
The result gap
403
Structured problem diagnosis
406
Extended case study: AcStrat Consulting
413
Structured opportunity diagnosis
432
Summary
438
Mini case study: Ivy Business School
439
Exercises
446
Reflective questions
447
Further reading
448
References
448
13
Structured solution development
45O
Introduction
450
Why use a structured approach?
451
Identify the decisions
451
Extended case study: AcStrat Consulting
453
Develop possible solutions
454
Structure possible solutions
457
Select a hypothesis about a possible solution
458
Test a hypothesis
459
Design the analysis
463
Collect the data
467
Analyse the assumptions
472
Uncertainty
474
Make decisions about the solution
480
Plan for implementation
483
Summary
485
Mini case study: Ivy Business School
486
Exercises
491
Reflective questions
492
Further reading
492
References
492
14
Structured communications
494
Introduction
494
Communications during the project
495
Developing the final presentation
497
Extended case study: AeStrat Consulting
505
Developing the interim presentation
509
Developing a story line
510
Designing a presentation slide
512
Using visualizations
516
Summary
526
Mini case study: Ivy Business School
527
Exercises
529
Reflective questions
531
Further reading
531
15
Structured implementation
533
Introduction
533
Consultants and change
534
From recommendation to implementation
537
Roles of management consultants during implementation
538
Clients and change
540
Case study: From solution development to implementation
544
Relation between solution development and implementation
545
Structured implementation
548
Why some implementation projects may fail
559
Evaluate the implementation
564
Summan*
568
Mini case study: The merger ofAcStrat and Delta
569
Reflective questions
571
Further reading
572
References
572
Index
573
|
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| discipline | Wirtschaftswissenschaften |
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| title | An introduction to management consultancy |
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| title_full | An introduction to management consultancy Marc G. Baaij |
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Indexes
THWS Schweinfurt Zentralbibliothek Lesesaal
| Call Number: |
2000 QP 330 B111 |
|---|---|
| Copy 1 | ausleihbar Available Place a Hold |