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Management consulting [[electronic resource] ] : a guide to the profession / / edited by Milan Kubr
| Management consulting [[electronic resource] ] : a guide to the profession / / edited by Milan Kubr |
| Edizione | [4th. ed.] |
| Pubbl/distr/stampa | Geneva, : International Labour Office, 2002 |
| Descrizione fisica | 1 online resource (928 p.) |
| Disciplina | 001 |
| Altri autori (Persone) | KubrMilan |
| Soggetto topico | Business consultants |
| Soggetto genere / forma | Electronic books. |
| ISBN | 92-2-113838-0 |
| Formato | Materiale a stampa  |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
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 12.3 Processes, systems and structures |
| Record Nr. | UNINA-9910458906503321 |
| Geneva, : International Labour Office, 2002 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Management consulting [[electronic resource] ] : a guide to the profession / / edited by Milan Kubr
| Management consulting [[electronic resource] ] : a guide to the profession / / edited by Milan Kubr |
| Edizione | [4th. ed.] |
| Pubbl/distr/stampa | Geneva, : International Labour Office, 2002 |
| Descrizione fisica | 1 online resource (928 p.) |
| Disciplina | 001 |
| Altri autori (Persone) | KubrMilan |
| Soggetto topico | Business consultants |
| ISBN | 92-2-113838-0 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
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 12.3 Processes, systems and structures |
| Record Nr. | UNINA-9910792600703321 |
| Geneva, : International Labour Office, 2002 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Management consulting [[electronic resource] ] : a guide to the profession / / edited by Milan Kubr
| Management consulting [[electronic resource] ] : a guide to the profession / / edited by Milan Kubr |
| Edizione | [4th. ed.] |
| Pubbl/distr/stampa | Geneva, : International Labour Office, 2002 |
| Descrizione fisica | 1 online resource (928 p.) |
| Disciplina | 001 |
| Altri autori (Persone) | KubrMilan |
| Soggetto topico | Business consultants |
| ISBN | 92-2-113838-0 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
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 12.3 Processes, systems and structures |
| Record Nr. | UNINA-9910824768703321 |
| Geneva, : International Labour Office, 2002 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||