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Management as consultancy : neo-bureaucracy and the consultant manager / / Andrew Sturdy, Christopher Wright, Nick Wylie [[electronic resource]]
Management as consultancy : neo-bureaucracy and the consultant manager / / Andrew Sturdy, Christopher Wright, Nick Wylie [[electronic resource]]
Autore Sturdy Andrew
Pubbl/distr/stampa Cambridge : , : Cambridge University Press, , 2015
Descrizione fisica 1 online resource (vii, 242 pages) : digital, PDF file(s)
Disciplina 658.4/09
Soggetto topico Business consultants
Management
ISBN 1-316-23599-8
1-316-25301-5
1-316-24923-9
1-316-25112-8
1-316-23410-X
1-139-10806-9
1-316-24733-3
Formato Materiale a stampa
Livello bibliografico Monografia
Lingua di pubblicazione eng
Nota di contenuto Cover; 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
3 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
Maintaining 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
Conclusion7 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
IntroductionManagement 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
Record Nr. UNINA-9910460127303321
Sturdy Andrew  
Cambridge : , : Cambridge University Press, , 2015
Materiale a stampa
Lo trovi qui: Univ. Federico II
Opac: Controlla la disponibilità qui
Management as consultancy : neo-bureaucracy and the consultant manager / / Andrew Sturdy, Christopher Wright, Nick Wylie [[electronic resource]]
Management as consultancy : neo-bureaucracy and the consultant manager / / Andrew Sturdy, Christopher Wright, Nick Wylie [[electronic resource]]
Autore Sturdy Andrew
Pubbl/distr/stampa Cambridge : , : Cambridge University Press, , 2015
Descrizione fisica 1 online resource (vii, 242 pages) : digital, PDF file(s)
Disciplina 658.4/09
Soggetto topico Business consultants
Management
ISBN 1-316-23599-8
1-316-25301-5
1-316-24923-9
1-316-25112-8
1-316-23410-X
1-139-10806-9
1-316-24733-3
Formato Materiale a stampa
Livello bibliografico Monografia
Lingua di pubblicazione eng
Nota di contenuto Cover; 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
3 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
Maintaining 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
Conclusion7 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
IntroductionManagement 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
Record Nr. UNINA-9910797071303321
Sturdy Andrew  
Cambridge : , : Cambridge University Press, , 2015
Materiale a stampa
Lo trovi qui: Univ. Federico II
Opac: Controlla la disponibilità qui
Management as consultancy : neo-bureaucracy and the consultant manager / / Andrew Sturdy, Christopher Wright, Nick Wylie [[electronic resource]]
Management as consultancy : neo-bureaucracy and the consultant manager / / Andrew Sturdy, Christopher Wright, Nick Wylie [[electronic resource]]
Autore Sturdy Andrew
Edizione [1st ed.]
Pubbl/distr/stampa Cambridge : , : Cambridge University Press, , 2015
Descrizione fisica 1 online resource (vii, 242 pages) : digital, PDF file(s)
Disciplina 658.4/09
Soggetto topico Business consultants
Management
ISBN 1-316-23599-8
1-316-25301-5
1-316-24923-9
1-316-25112-8
1-316-23410-X
1-139-10806-9
1-316-24733-3
Formato Materiale a stampa
Livello bibliografico Monografia
Lingua di pubblicazione eng
Nota di contenuto Cover; 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
3 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
Maintaining 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
Conclusion7 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
IntroductionManagement 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
Record Nr. UNINA-9910821645003321
Sturdy Andrew  
Cambridge : , : Cambridge University Press, , 2015
Materiale a stampa
Lo trovi qui: Univ. Federico II
Opac: Controlla la disponibilità qui