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Management consulting : a guide to the profession / edited by Milan Kubr

Author
Kubr, Milan
Published
Geneva : International Labour Office, 2002.
Edition
4th ed.
Physical Description
1 online resource (xxiii, 904 pages) : illustrations
Additional Creators
Kubr, Milan and International Labour Office
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Language Note
English.
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., and 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.
Summary
This is a widely recognized reference work on the state of the art of management consulting. It offers an extensive introduction to consulting: its nature, professional standards, intervention methods, behavioural rules, current developments and future perspectives.
Subject(s)
ISBN
9789221138389 (electronic bk.)
9221138380 (electronic bk.)
9789221095194
9221095193
Digital File Characteristics
text file
Bibliography Note
Includes bibliographical references and index.
View MARC record | catkey: 43186480