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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 | ||
| ||
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 | ||
| ||
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 | ||
| ||