LEADER 00810nam0-22003011i-450- 001 990005593470403321 005 20130308135902.0 035 $a000559347 035 $aFED01000559347 035 $a(Aleph)000559347FED01 035 $a000559347 100 $a19990604d1960----km-y0itay50------ba 101 0 $aita 105 $af-------00--- 200 1 $aCarlo Caroli$fdi Marcello Venturoli 210 $aRoma$cA. Nardini$d1960 215 $a16 p., 25 tav.$d29 cm 610 0 $aCaroli, Carlo$aPittura$aItalia 676 $a759.5 700 1$aCaroli,$bCarlo$0215745 702 1$aVenturoli,$bMarcello 801 0$aIT$bUNINA$gRICA$2UNIMARC 901 $aBK 912 $a990005593470403321 952 $a759.5 CARO 1$bST.ARTE 5253$fFLFBC 959 $aFLFBC 996 $aCarlo Caroli$9608203 997 $aUNINA LEADER 06074nam 2200757z 450 001 9910957752603321 005 20251204103115.0 010 $a9781139108065 (e-book) 010 $a9781107020962 (hbk.) 010 $a9781316619742 (pbk.) 010 $a1-316-23599-8 010 $a1-316-25301-5 010 $a1-316-24923-9 010 $a1-316-25112-8 010 $a1-316-23410-X 010 $a1-139-10806-9 010 $a1-316-24733-3 035 $a(CKB)3710000000366006 035 $a(EBL)1936567 035 $a(SSID)ssj0001436460 035 $a(PQKBManifestationID)12520883 035 $a(PQKBTitleCode)TC0001436460 035 $a(PQKBWorkID)11443026 035 $a(PQKB)11645658 035 $a(UkCbUP)CR9781139108065 035 $a(MiAaPQ)EBC1936567 035 $a(Au-PeEL)EBL1936567 035 $a(CaPaEBR)ebr11030533 035 $a(CaONFJC)MIL736407 035 $a(OCoLC)904046865 035 $a(PPN)192275089 035 $a(EXLCZ)993710000000366006 100 $a20110712d2015 uy 0 101 0 $aeng 135 $aur|n||||||||| 181 $ctxt$2rdacontent 182 $cc$2rdamedia 183 $acr$2rdacarrier 200 10$aManagement as consultancy $eneo-bureaucracy and the consultant manager /$fAndrew Sturdy, Christopher Wright, Nick Wylie 205 $a1st ed. 210 1$aCambridge :$cCambridge University Press,$d2015. 215 $a1 online resource (vii, 242 pages) $cdigital, PDF file(s) 300 $aTitle from publisher's bibliographic system (viewed on 05 Oct 2015). 311 08$a1-316-61974-5 311 08$a1-107-02096-4 320 $aIncludes bibliographical references and index. 327 $aCover; Half-title page; Title page; Copyright page; Contents; Tables; Acknowledgements; 1 Management as consultancy - a case of neo-bureaucracy ; Introduction - a book about management and about consultancy; Towards a framework of neo-bureaucracy; Aims and structure of the book; 2 Neo-bureaucratic management and consultancy ; Introduction; Neo-bureaucratic managerial work - activities, occupations and identities; Management and the tensions of organising; Mechanisms of change - towards management as consultancy?; The changing relationships between management and consultancy; Conclusion 327 $a3 The research study Introduction and project background; Research design: the sample; Data analysis; Conclusion; 4 The work activities of the consultant manager ; Introduction; Classifying management activities: purpose, structure and relationships; What do consultant managers do? Change, integration and strategic efficiency; How do consultant managers work? Project/programme management, methodologies and control; Conclusion; 5 Managing relationships as a consultant manager ; Introduction; The consultant manager and 'client relations' - relationship management; Adding value 327 $aMaintaining independence and autonomy from responsibilitySenior management sponsorship; Managing competition: interactions with external consultants; Collaboration and co-production: social ties and partnership; Conclusion; 6 The occupational and career tensions of the consultant manager ; Introduction; Occupational segmentation and the blurring of management and consulting careers; Occupational appropriation of consultancy; Management education and management as consultancy; A consulting 'diaspora': the organisational importation of consultancy; Occupational instability and tensions 327 $aConclusion7 The identity boundaries and threats of the consultant manager ; Introduction; Organisational membership, boundaries and ambivalence; Crossing internal boundaries: the structural ambiguity of the consultant manager; Specialist expertise: the distinctive knowledge of the consultant manager; Playing the game: the political boundaries of the consultant manager; Interpersonal aspects of the consultant manager identity - targeting and using client trust and credibility; From stable ambivalence to rejection - the contradictions of being an 'outsider within'; Conclusion; 8 Conclusion 327 $aIntroductionManagement as consultancy - an overview; New and old tensions; Consultancy as management - the external consultant is dead; long live the consultant manager?; Future research; Closing thoughts; 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 analysison standardisation in UK and Australian case studies; References; Index 330 $aThe nature of management is changing: managers are becoming more like consultants, focusing on projects, functional integration, change and 'clients'. This timely book is based on a large-scale, international study of new management practices and examines the emergence of consultant managers. It breaks new ground in our understanding of this hybrid role, uncovering working practices, identities and occupational dynamics, to shed light on both management and consultancy. It unpacks the changing relationship between external consultants and management to reveal important implications for the future of consultancy. Both private and public sectors are covered, with a focus on managers in large and multinational organisations such as former consultants and those in specialisms such as human resource management who adopt consulting roles. In addition to advancing our understanding of changes in management, this book offers a demystifying view of consultancy as a whole, from one of the largest ever studies of this occupation. 606 $aBusiness consultants 606 $aManagement 615 0$aBusiness consultants. 615 0$aManagement. 676 $a658.4/09 700 $aSturdy$b Andrew$01708166 702 $aWright$b Christopher$g(Christopher Alec), 702 $aWylie$b Nick 801 0$bUkCbUP 801 1$bUkCbUP 906 $aBOOK 912 $a9910957752603321 996 $aManagement as consultancy$94096978 997 $aUNINA