Management consulting : a guide to the profession /
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| Author / Creator: | Kubr, Milan. |
|---|---|
| Edition: | 4th ed. |
| Imprint: | Geneva : International Labour Office, 2002. |
| Description: | 1 online resource (xxiii, 904 pages) : illustrations |
| Language: | English |
| Subject: | |
| Format: | E-Resource Book |
| URL for this record: | http://pi.lib.uchicago.edu/1001/cat/bib/11214393 |
Table of Contents:
- Authors and acknowledgements; Foreword; Abbreviations and acronyms; Chapter 1 Nature and purpose of management consulting; 1.1 What is consulting?; 1.2 Why are consultants used? Five generic purposes; 1.3 How are consultants used? Ten principal ways; 1.4 The consulting process; 1.5 Evolving concepts and scope of management consulting; Chapter 2 The consulting industry; 2.1 A historical perspective; 2.2 The current consulting scene; 2.3 Range of services provided; 2.4 Generalist and specialist services; 2.5 Main types of consulting organization; 2.6 Internal consultants.
- 2.7 Management consulting and other professions2.8 Management consultmg, training and research; Chapter 3 The consultant-client relationship; 3.1 Defining expectations and roles; 3.2 The client and the consultant systems; 3.3 Critical dimensions of the consultant-client relationship; 3.4 Behavioural roles of the consultant; 3.5 Further refinement of the role concept; 3.6 Methods of influencing the client system; 3.7 Counselling and coaching as tools of consulting; Chapter 4 Consulting and change; 4.1 Understanding the nature of change; 4.2 How organizations approach change.
- 4.3 Gaining support for change4.4 Managing conflict; 4.5 Structural arrangements and interventions for assisting change; Chapter 5 Consulting and culture; 5.1 Understanding and respecting culture; 5.2 Levels of culture; 5.3 Facing culture in consulting assignments; Chapter 6 Professionalism and ethics in consulting; 6.1 Is management consulting a profession?; 6.2 The professional approach; 6.3 Professional associations and codes of conduct; 6.4 Certification and licensing; 6.5 Legal liability and professional responsibility; Part II THE CONSULTING PROCESS; Chapter 7 Entry.
- 7.1 Initial contacts7.2 Preliminary problem diagnosis; 7.3 Terms of reference; 7.4 Assignment strategy and plan; 7.5 Proposal to the client; 7.6 The consulting contract; Chapter 8 Diagnosis; 8.1 Conceptual framework of diagnosis; 8.2 Diagnosing purposes and problems; 8.3 Defining necessary facts; 8.4 Sources and ways of obtaining facts; 8.5 Data analysis; 8.6 Feedback to the client; Chapter 9 Action planning; 9.1 Searching for possible solutions; 9.2 Developing and evaluating alternatives; 9.3 Presenting action proposals to the client; Chapter 10 Implementation.
- 10.1 The consultant's role in implementation10.2 Planning and monitoring implementation; 10.3 Training and developing client staff; 10.4 Some tactical guidelines for introducing changes in work methods; 10.5 Maintenance and control of the new practice; Chapter 11 Termination; 11.1 Time for withdrawal; 11.2 Evaluation; 11.3 Follow-up; 11.4 Final reporting; Part III CONSULTING IN VARIOUS AREAS OF MANAGEMENT; Chapter 12 Consulting in general and strategic management; 12.1 Nature and scope of consulting in corporate strategy andgeneral management; 12.2 Corporate strategy.