Written for researchers, professionals and students, this timely book explores how management is changing by adopting consultancy practices. Based on a large-scale, international study of new management practices, it sheds light on the role of the consultant manager and examines the threat it poses to external consultancy.
Written for researchers, professionals and students, this timely book explores how management is changing by adopting consultancy practices. Based on a large-scale, international study of new management practices, it sheds light on the role of the consultant manager and examines the threat it poses to external consultancy.
Andrew Sturdy is Professor of Management at the University of Bristol. His research interests focus mainly on issues of power and identity in the production and use of management ideas, especially in relation to management consultancy and organisational change. He has advised on consultancy to the UK Management Consultancies Association (MCA), Institute of Consulting, the UK National Audit Office and the media.
Inhaltsangabe
1. Management as consultancy - a case of neo-bureaucracy 2. Neo-bureaucratic management and consultancy 3. The research study 4. The work activities of the consultant manager 5. Managing relationships as a consultant manager 6. The occupational and career tensions of the consultant manager 7. The identity boundaries and threats of the consultant manager 8. Conclusion Appendix 1. Details of UK interview respondents Appendix 2. Details of Australian interview respondents Appendix 3. Key features of UK internal consultancy units (ICUs) Appendix 4. Data analysis on standardisation in UK and Australian case studies References Index.
1. Management as consultancy - a case of neo-bureaucracy 2. Neo-bureaucratic management and consultancy 3. The research study 4. The work activities of the consultant manager 5. Managing relationships as a consultant manager 6. The occupational and career tensions of the consultant manager 7. The identity boundaries and threats of the consultant manager 8. Conclusion Appendix 1. Details of UK interview respondents Appendix 2. Details of Australian interview respondents Appendix 3. Key features of UK internal consultancy units (ICUs) Appendix 4. Data analysis on standardisation in UK and Australian case studies References Index.
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