Sturdy / Wright / Wylie Management as Consultancy

Neo-bureaucracy and the Consultant Manager
Erscheinungsjahr 2015
ISBN: 978-1-316-23599-7
Verlag: Cambridge University Press
Format: PDF
Kopierschutz: Adobe DRM (»Systemvoraussetzungen)

E-Book, Englisch, 0 Seiten

The 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.

Autoren/Hrsg.

Sturdy, Andrew

Wright, Christopher

Wylie, Nick

Fachgebiete

• Wirtschaftswissenschaften Betriebswirtschaft Organisationstheorie, Organisationssoziologie, Organisationspsychologie
• Sozialwissenschaften Soziologie | Soziale Arbeit Spezielle Soziologie Wirtschaftssoziologie, Arbeitssoziologie, Organisationssoziologie
• Wirtschaftswissenschaften Betriebswirtschaft Management Unternehmensberatung, Unternehmenssubventionen

Inhaltsverzeichnis

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; Appendix 2; Appendix 3; Appendix 4; References; Index.

Über Autor(innen)

Wylie, Nick
Nick Wylie is Senior Lecturer in Human Resource Management at Oxford Brookes University, UK. He researches the links between internal consultancy and the HR function and has published widely in this field. His work on internal consultancy received a best paper award at the 2010 Academy of Management Conference. He is an adviser to the Institute of Consulting in the UK and has substantial management experience in a number of multinational financial services organisations.

Sturdy, Andrew
Andrew Sturdy is Professor of Management at the University of Bristol, UK. 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.

Wright, Christopher
Christopher Wright is Professor of Organisational Studies at the University of Sydney, Australia. His research focuses on managerial and professional identity and organisational change. He has acted as a consultant and adviser to a range of private and public-sector organisations on the use of consultants and organisational change.