Consultancy Books

Book Synopsis

Read more less

Book SynopsisMut zum Abschied: Es gibt ein Leben nach der UnternehmensÃbergabe!

Read more less

Book Synopsisâ Expert:innenwissen langfristig sichern â von Fach- und FÃhrungskrÃften

Read more less

Book SynopsisRichtig gemanagt, kÃnnen Konflikte fÃr Organisationen nachhaltig EntwicklungsschÃbe bringenWie aus Konflikten in Organisationen Entwicklungspotenziale gewonnen werden

Read more less

Book Synopsis

Read more less

Book SynopsisGrantwriters often have little or no training in the practical task of grantseeking. In Storytelling for Grantseekers, Second Edition , Cheryl Clarke presents an organic approach to grantseeking, one that views the process through the lens of the pleasures and rewards of crafting a good story.Table of ContentsExamples ix Foreword xi Preface xv Acknowledgments xix The Author xxi Introduction: Why Storytelling? 1 One: First Steps: Getting Ready for Grantseeking 5 Two: Research and Relationships: Finding and Cultivating Your Audience 17 Three: The Short Story: Writing Letters of Inquiry 37 Four: The Proposal Narrative: Introducing the Characters and the Place 47 Five: The Need or Problem: Building Tension and Conflict into Your Story 65 Six: Goals, Objectives, and Methods: Making Changes by Addressing the Problem 87 Seven: Evaluation and Future Funding: Writing the Epilogue and Planning for a Sequel 101 Eight: The Budget: Translating Your Story from Words to Numbers 113 Nine: The Summary, Titles, and Headings: Preparing Your Marketing Copy 131 Ten: Packaging: Publishing Your Proposal Story 141 Eleven: Site Visits and Beyond: Interacting with Funders 159 Twelve: Beyond Grants: Applying the Storytelling Method 169 Afterword 177 Appendix: The Final Manuscript: Two Letter Proposal Samples 179 Index 185

Read more less

Book SynopsisEssential Tools for Management Consulting is a series of three books based on the successful publication of The Essential Management Toolkit. The three volume collection focuses on organizational performance, management consulting, and business management.Table of ContentsAcknowledgements. Foreword by Dr Malik Salameh. About the author. Introduction. 1. The Profession of Management Consultancy. 2. Developing Management Consultancy. 3. The Management of Consultancy Projects. 4. Consultancy Delivery. 5. Top-ten Consultancy Tools. References. Websites. Addresses. Index.

Read more less

Book SynopsisThe Consultant''s Manual If you''re serious about starting your own consulting practice, there''s something you should know . . No matter how knowledgeable you are in your field.. No matter how expert your advice or impressive your credentials.. If you don''t bring an air of consummate professionalism to every phase of your practice--from proposal-writing and fee-setting, to drawing up contracts and issuing reports--you''ll almost definitely lose out to the professional who does. But don''t worry, because with Tom Greenbaum and The Consultant''s Manual in your corner, you can make sure that never happens! Growing out of the author''s Harvard consulting course, this book offers level-headed, expert advice on virtually every practical aspect of starting, building, and marketing your consulting practice. Centered around the theme of developing and working an exhaustive business plan for your firm, it leads you step-by-step through the research, planning, and problem-solving stages. PositiTable of ContentsPLANNING. Marketing Your Consulting Service. Should You Enter the Consulting Business?. The Business Plan. Defining the Business. Developing a Company Identity. Planning Your Company's Finances. IMPLEMENTATION. Building Awareness of Your Business--Direct Methods. Building Awareness of Your Business--Indirect Methods. Developing a Brochure. Selling Your Consulting Services. The Consulting Proposal. Handling Objections. Service in a Consulting Business. The Ethics of the Consulting Business. Index.

Read more less

Book SynopsisWhile finding and keeping a core group of clients remains the breadand butter of any consultant''s business, doing so is far fromsimple in a field that''s becoming increasingly crowded andcompetitive. Today, as the result of drastic shifts in thelandscape--information technology, virtual organizations,telecommuting--targeting and attracting clients is a greaterchallenge than ever. To help you meet that challenge head on,Marketing Your Consulting and Professional Services, the bible forconsultants and professionals worldwide, has been thoroughlyrevised and expanded. This brand new Third Edition gives you thetools and the know-how to survive and thrive in today''s toughmarket. Beginning with a comprehensive overview, this updated resourcekeeps you abreast of current trends and issues. In addition, you''llfind complete coverage of Dick Connor''s innovative--and highlyeffective--Client-Centered Marketing (CCM) approach, a practicaldeliverables-driven system for penetrating specifiTable of ContentsPartial table of contents: FOUNDATIONAL MATERIAL. The Client-Centered Marketing Process. The Client-Centered Marketing Process Model. MARKETING FACTORS ANALYSIS. Evaluating Your Current Clients. Managing Your Current Leverage Relationships. Building Your Firm's Strategic Profile. TARGETS. Managing Your Targets of Attention. Selecting an Industry for Special Attention. AN INSIDER'S UNDERSTANDING. Developing an Insider's Understanding of the Industry. SERVING THE NICHE. Building Marketing into the Fabric of the Firm. Preparing Value-Adding Solutions. DEVELOPING AND CODIFYING YOUR MARKETING PROCESSES. Positioning Your Business. Writing That Works. Selling the Value-Adding Solution. MANAGING THE CLIENT-CENTERED MARKETING PROCESS. Wrapping It All Up. Bibliography. Glossary. Appendices. Index. About the Authors.

Read more less

Book SynopsisThe expert guide to effective internal consulting This book guides internal consultants through the steps necessary to bolster their credibility, build relationships within the organization, develop internal marketing abilities, and apply proper methodologies to their work. Alan Weiss, an experienced consultant, provides practical techniques the internal consultant, internal human resources practitioner, and any other internal change agent can use to excel at work, advance their careers, and become valued assets to their organizations. Some of the major subjects covered include setting up the proper environment for success and establishing peer-level interactions. Alan Weiss, PhD (East Greenwich, CT), has consulted with hundreds of organizations around the world, including Mercedes-Benz, Hewlett-Packard, Merck, and Chase. He lectures widely and appears regularly on radio and television to discuss productivity and performance. He is the author of twelve books, including Getting Table of ContentsIntroduction. PART I: THE ENVIRONMENT. If It Walks Like A Duck: What Constitutes an Effective Internal Consultant? Creating Peer Relationships: How to Be Perceived as a Credible Partner by Line Management. Tools of the Trade: What You Must Possess to Avoid Being Thrown out the Door. PART II: THE INTERACTIONS. The Role of Conceptual Agreement: The Absolutely Best Way to Establish a Win/Win Project. Formulating the Proposal: How to Ensure that You and the Buyer Meet Each Other's Expectations. The Value Proposition: Why Every Client Knows What's Wanted but Not Necessarily What's Needed. PART III: THE INTERVENTION. The Pros and Cons of Living There: How to Maximize Strengths and Minimize Weaknesses. The Politics of Terror: How to Reconcile Tough Issues without Being Drawn and Quartered. Knowing When to Stop: How to Disengage, Give Credit, and (It's Allowed) Take Credit. PART IV: THE AFTERMATH. Assessing Value: How to Follow-Up and Leverage Your Success. The Ethical Quandaries: When to Put Up, Shut Up, and Give Up. More Suggested Rea dings. Index. About the Author.

Read more less

Book SynopsisThis is a timely revision of the first complete resource guide for individuals seeking a job in management consulting. It includes new information about consulting to the burgeoning high-tech industry, as well as a discussion about how the increasing competition for graduating MBAs is changing the recruiting and hiring process for consulting.Table of ContentsIntroduction. The Management Consulting Industry. The Consultant's Work and Lifestyle. The Emergence of E-Consulting. Perspectives on Consulting. Planning Your Consulting Career. Mastering the Case Interview. Negotiating Your Offer. Epilogue. Appendix I: Fifteen Essential Frameworks. Appendix II: One Hundred Case Questions and Ten Sample Answers. Appendix III: Directory of One Hundred Consulting Firms. Notes. Index.

Read more less

Book SynopsisThe critical analysis presented here evaluates what management consultants offer as well as analysing the emergence of their industry as a contemporary social phenomenon. * Presents the latest research from the most influential researchers in the field.Trade Review"...an important and theoretically innovative book highlighting the power games and discursive strategies that consutlants used to legitimise their knowledge claimes". Denis Saint-Martin, Universite de Montreal "This book represents an admirable resource for learning about current consulting practices, about their historical roots, and their underlying assumptions. The case studies are rich with concrete illustrations and informed by sound scholarly research." Chris Argyris, Harvard Business School "Management Consultants are unloved - perhaps even by their own mothers - and they are misunderstood. This splendid volume tackles the latter problem with considerable success; now we understand why management consultants are unloved." Stuart Macdonald, University of Sheffield "With contributions from the leading researchers in the area, this book provides fresh insights into the growth of the management advice industry and a valuable addition to the critical literature in this area". Dr Christopher Wright, University of New South Wales "This book is a landmark that will set the parameters for future thinking about the role of consultants." Professor Stephen Hill, London School of EconomicsTable of ContentsList of Figures and Tables. Notes on Contributors. Introduction: The Emergence of Critical Perspectives on Consulting: Robin Fincham (Stirling University) and Timothy Clark (King's College). Part I: Setting the Scene: The Nature of Management Consultancy and Management Advice:. 1. Consulting: What Should it Mean?: Edgar H Schein (MIT Sloan School of Management). 2. Trapped in their Wave: The Evolution of Management Consultancies: Matthias Kipping (University of Reading). 3. The Rise of Consultancy and the Prospect for Regions: Peter Wood (University College London). 4. On Knowledge, Business Consultants and the Selling of TQM: Karen Legge (University of Warwick). Part II: The Contexts of Management Consultancy and Management Advice:. 5. Virtual Stories of Virtual Working: Critical Reflections on CTI Consultancy Discourse: Peter Case (Oxford Brookes University). 6. The Vision Thing: Constructing Technology and the Future in Management Advice: Brian P Bloomfield (Lancaster University Management School) and Theo Vurdubakis (Manchester School of Management). 7. Front-Line Diffusion: The Production and Negotiation of Knowledge Through Training Interactions: Andrew Sturdy (University of Melbourne). 8. Knowledge Legitimation and Audience Affiliation Through Storytelling: The Example of Management Gurus: Timothy Clark (King's College) and David Greatbatch (Independent Social Scientist). 9. A Fantasy Theme Analysis of Three Guru-Led Management Fashions: Brad Jackson (Victoria University of Wellington). Part III: Critical Reflections on Management Consultancy and Management Advice:. 10. Charisma versus Technique: Differentiating the Expertise of Management Gurus and Management Consultants: Robin Fincham (Stirling University). 11. On Communication Barriers between Management Science, Consultancies and Business Companies: Alfred Kieser (University of Mannheim). 12. Professionalism and Politics in Management Consultancy Work: Mats Alvesson (Lund University) and Anders W Johansson (Jonkoping International Business School, Sweden). 13. Understanding Advice: Towards a Sociology of Management Consultancy: Graeme Salaman (Open University). 14. What Next? More Critique of Consultants, Gurus and Managers: Frank Heller (Centre for Decision Making Studies). Index.

Read more less

Book SynopsisThis is a book about gaining influence and becoming a key trusted advisor. It is for everyone who advises leaders and senior managers (accounting, finance, human resources, IT, law, marketing, public relations, security, and strategic planning) and for outside consultants in these functional staff areas. It's also for operations people yearning to finally be heard and heeded by their boss.Trade Review"the book offers smart and practical advice that will help advisors who want to have a real impact on their boss and the organization they work for." (About.com, January 14, 2008) "James E. Lukaszewski provides information explaining systematic processes for getting to and working at the highest levels and having maximum impact as a trusted adviser. Readers will find out how chief executives and other top executives think, understand what matters to them, and how they operate. The book's easy-to-digest lists, worksheets, and charts help readers understand how successful strategic advisers encourage operational people to do what it takes to be heard."--The Boston Globe, boston.com, April 20, 2008Table of ContentsPreface xiii My guess is that you picked this book up because you are in finance, the law department, public relations, human resources, strategic planning, security, marketing, IT, or compliance, and you deserve to be heard much earlier, more often, at higher levels. You hold in your hands the disciplines necessary to achieve your objective. Acknowledgments xxi About the Author xxvii Introduction: Leaders and Their Advisors xxix If you are going to advise bosses and leaders, you need to change your perspective. Having a better sense of the disciplined approach required and how these seven disciplines mold you into a strategic advisor will be essential to your success. Part One: The Realities of Advising Top Executives 1 How Leaders Think and Operate: The Pressures, What Matters, the Obstacles, and the Solutions 3 First, know whom you are advising, their environment, and what they care about. Here, I analyze the world in which leaders currently live, what is different today in what they do and what is expected of them, and how this applies to the trusted strategic advisor. This includes how leaders make decisions and spend their time, five reasons leaders fail, and five behaviors for leadership success. 2 What Leaders Expect 21 Meeting the expectations of those you advise is essential, but knowing what they expect can be mysterious. This chapter identifies seven key expectations executives have for advisors, five aspects of effective advice, questions to ask before approaching the boss, and the talents and abilities expected of advisors. 3 Achieving Maximum Impact 33 There is a lot of competition and many voices at these altitudes. If you want to punch through, you must constantly strive to have maximum impact. Know the nitty-gritty of what trusted strategic advisors do. This is the chapter that takes you there. You will walk through the self-energizing steps to gain the confidence of senior managers, and learn about the importance of speaking management’s language, annoying staff habits to avoid, and, most important, the five areas where leaders and bosses need feedback every day. Part Two: The Seven Disciplines 4 Be Trustworthy 49 Trust is the first discipline and the foundation for a relationship between advisor and leader or boss. This chapter offers five components of trust, six behaviors to establish trust, and ten ways to lose trust. 5 Become a Verbal Visionary 65 A leader’s greatest skill is verbal skill, and a leader’s advisor must also have powerful verbal skills. Explore the six verbal tools advisors have to provide advice, self-assess your verbal skill, find out what it means to be a visionary, and discover the seven behaviors and actions of verbal visionaries. 6 Develop a Management Perspective 87 Managers and leaders trust those who show interest in and are knowledgeable about operations and the work of leaders. To be a management advisor, you need to be able to talk more about your boss’s goals and objectives than about whatever your staff function happens to be. You need to be able to see the business or organization operationally and through the leader’s eyes. 7 Think Strategically 105 Leadership is always about strategy. This chapter discusses the concepts and ideas behind being strategic, including the seven virtues of a strategist, the four phases of strategic thinking, and five fatal strategic flaws. Find out how much of a strategist you are. 8 Be a Window to Tomorrow: Understand the Power of Patterns 129 The advisor who can forecast tomorrow with almost any level of accuracy will be invited back time and time again. One of the great insights into being a powerful forecaster is understanding how to learn from the patterns of past experiences. This chapter offers the five lessons of scenario pattern awareness and examples of the insights patterns can reveal. 9 Advise Constructively 149 Giving advice is an art that starts where the boss is and where he or she has to go. This chapter will teach you how to structure your advice to ensure that you are clearly understood and that the boss can act on what you are advising. It also offers pitfalls to giving advice, some strategies and techniques to help you structure advice, and three strategic tools to use. 10 Show the Boss How to Use Your Advice 165 One of the skills that management schools fail to teach is how to take advice from those whose advice one seeks. To see your ideas come alive, teach the boss how to take and to use your advice. You may be surprised at how receptive your boss will be. This chapter offers four elements of constructive advice, seven approaches to providing effective advice, and a way to assess your daily effectiveness. Conclusion: You Are the Table 181 The fundamental premise of this book is that you are the table whenever you are in the presence of those you are advising, even if you are the only one in the room with them. Forget searching for this mythical place, located somewhere in the vicinity of the boss’s office. Understand the leaders’ environment and thinking. Develop the disciplined approach this book offers, and the table will be full whenever you are there. This confident attitude, coupled with sensible, useful, and constructive advice, is what the boss expects, relies on, and respects you for in the process. Index 185

Read more less

Book SynopsisGet the business funding you need to secure your success The issue of funding is one of the biggest pain points for small- and medium-sized businesses and one that comes up on a daily basis.Table of ContentsIntroduction 1 Part I: Getting Started on Funding Your Business 7 Chapter 1: Preparing for Funding at Any Stage of Growth 9 Chapter 2: Recognising the Stages of Business Funding 25 Chapter 3: Preparing the Groundwork for Raising Funds 49 Chapter 4: Becoming Investment Ready 105 Chapter 5: Loving the Paperwork: Preparing Your Business Plan 107 Chapter 6: Creating a Winning Pitch 125 Chapter 7: Making a Successful Pitch 143 Chapter 8: Getting Help 161 Part III: Exploring Your Funding Options 175 Chapter 9: Finding Free Money 177 Chapter 10: Securing Early-Stage Funding 193 Chapter 11: Securing Accelerator Finance 211 Chapter 12: Considering Debt and Other Bank Funding 225 Chapter 13: Understanding Equity Funding 249 Chapter 14: Considering Alternative Finance 273 Part IV: Going for Growth 299 Chapter 15: Measuring Performance 301 Chapter 16: Getting a Mentor 325 Chapter 17: Exploring Strategies for Growth 339 Part V: The Part of Tens 363 Chapter 18: Ten (Plus One) Pitfalls to Avoid 365 Chapter 19: Ten Things Funders Don’t Tell You 375 Chapter 20: Ten (Plus One) Terms You Need to Know before Raising Start-Up Capital 383 Index 391

Read more less

Book SynopsisAn action plan for working as a consultant Management consulting is a $250 billion industry and growing at a rate of over four percent annually. Many predict that more than 40 percent of the U.S. workforce will soon be contingent, freelance, or consulting members of the workforcemaking this book more relevant than ever. Individuals become independent consultants out of necessity or preference: necessity because they lost their job or the company offered an attractive exit package; preference because they want a career change, more control over their time, or an enriched, varied work situation. Consulting also appeals to the Millennial workforce who are searching for careers that offer a good salary as well as meaningful work. The New Consultant's Quick Start Guide: Serves as a companion to The New Business of Consulting Provides you with a place to plan your transition into consulting Helps you identify your niche, deveTable of ContentsAcknowledgments xv Introduction xvii 1 First Things First: Why Consulting? 1 Chapter Overview 1 Consulting: What Is It? 1 Why a Consulting Career? 3 Explore Your Experiences 4 Inventory Your Competencies 6 Assess Your Consulting Aptitude 9 Pull It Together: Your Initial Consulting Focus 11 Entrepreneur Attitude: Do You Have What It Takes? 13 Quick Start Action: Questions to Ask a Consultant 17 Quick Start Lists 19 2 Planning Your Consulting Future 21 Chapter Overview 21 Your Preferred Future 21 Will Consulting Lead You to Your Life Goals? 26 Professional, Financial, Personal, and Health Considerations 31 Identify the Changes You Will Need to Make 35 Quick Start Action: Create Your Personal Expense Plan 38 Quick Start Lists 40 3 Dollars and Sense 41 Chapter Overview 41 Establish a Start-Up Budget 41 Put a Price on Your Head 47 Calculate Required Revenue 50 Fill Out Financial Forms 57 Quick Start Action: Setting Your Fee 58 So What’s It Take to Get Off the Ground? 62 Quick Start Lists 63 4 Taking Care of Business 65 Chapter Overview 65 Getting Started 65 What’s in a Name? 66 Hire the Best Accountant and Attorney 70 Quick Start Action: Find an Accountant and Attorney 72 Determine Your Business Structure 73 Explore Your Banking and Insurance Needs 82 Check Local Zoning Laws, Licenses, and Taxes 87 File Legal Documentation 88 Quick Start Action: Your First To-Do List 89 Quick Start Lists 91 5 Your Business Plan 93 Chapter Overview 93 Are Business Plans Really Necessary? 93 Write Your Plan 101 Plan to Use Your Business Plan 109 Quick Start Action: Plan a Review 111 Quick Start Lists 112 6 Make the Switch Painlessly 113 Chapter Overview 113 Gain Consulting Experience Before Leaving Your Job 113 Determine Your Transition Plan 118 Quick Start Action: Plan with Your Family 124 Quick Start Lists 126 7 Setting Up Your Office—or Not 127 Chapter Overview 127 Office Location Options 127 Set Up Your Office 131 Paper, Paper Everywhere! 135 What About a Website? 146 Quick Start Action: The App Age 148 Quick Start Lists 150 8 Finding Clients 151 Chapter Overview 151 Determine Your Market Niche 151 Quick Start Action: Is There a Client Base? 156 Who’s Your Competition? 158 Identify Your First Clients 164 Land Your First Work 167 Quick Start Action: Make a Sale to Solve a Problem 176 Quick Start Lists 177 9 Marketing 179 Chapter Overview 179 What Is Marketing? 179 The ABCs of Marketing 180 Create Your Marketing Plan 181 Build Your Marketing Plan 185 Marketing on a Shoestring Budget 196 Quick Start Action: Grab Attention with Your Headlines 199 Write Winning Proposals 200 Track Your Clients 204 Tips to Become a Better Marketer 206 Quick Start Lists 208 10 Surviving the First Year 209 Chapter Overview 209 Take Care of Your Health 209 Manage Your Time 211 Establish Good Business Habits 215 Delight Your Clients 217 Balance Your Life 218 Take Advantage of Being Your Own Boss 222 Did You Hear the One About the Consultant . . . ? 224 Quick Start Lists 227 11 So, Now What? Year Two and Beyond 229 Chapter Overview 229 Assess Your Progress 229 Quick Start Action: Review Your First Year with Your Family 231 Plan Your Next Steps 232 Bring It All Together 239 Quick Start Action: Review Your First Year with a Colleague 244 ebb’s 13 Truths to Ponder 244 Quick Start Lists 248 Electronic Resources 249 Reading List 251 About the Author 255 Index 257

Read more less

Book SynopsisTransform your ability to lead others with an abundance leadership mindset In Abundance Leaders: Creating Energy, Joy, and Productivity in an Unsettled World, renowned management consultant and lecturer Laura Freebairn-Smith delivers a rigorous and practical discussion of energetic, joyful, and productive leadership. In the book, you'll learn what sets leaders with an abundance mindset apart from those with a scarcity mindset, and why the former creates work environments that generate superior performance when compared to those created by the latter. The author comprehensively explains the Abundance Leadership Model and convincingly demonstrates how it leads to immediate and tangible improvements in productivity and employee wellbeing. You'll also find: A list of 26 distinct behaviors that signal a manager or executive is working in an abundance leadership mindset Strategies for leading bravely, making big, impactful promises, and alTable of ContentsForeword ix Preface xiii Section I Abundance Leadership 1 My Journey to Abundance Leadership 3 2 How Abundance Leaders Think 19 Looking for Explanations 19 Optimism 25 Three Other Fields That Inform Abundance Leadership 30 3 Four Meta-Competencies 43 Visioning for the Greater Good 48 Visibility 56 Self-Awareness 58 Managing Well 60 Section II Organizational Health and Abundance Leadership 4 Improving Your Organization’s Health 65 5 Macrolevers 69 Charrettes 69 Four-Day Workweek 73 Workspace Design 75 Managing by Circadian Rhythm 77 6 Microlevers: Small Tools for Big Change 87 The Gong 88 The Annual Donation: Collective Competition for the Greater Good 89 Public Agenda: Speak Up and Get Heard 90 Community Wall: Life Outside of Work 90 Snow Globes and Collective Memory 91 Facilitation Rotation 92 Dream List: Imagining Our Ideal World 92 Section III the How-to Manual 7 Visioning 99 Visioning 100 Creativity 107 8 Visibility 113 9 Self-Awareness 117 Reflection and Affect 121 Interpersonal Adeptness 135 Morality 140 Ego Control 141 10 Managing Well 145 Team Building 146 Communication 153 Protection 157 Decision-Making 163 Epilogue 169 Appendix A: Additional Resources 171 Appendix B: Organizational Development Bibliography 173 References 181 Acknowledgments 187 About the Author 189 Index 191

Read more less

Book SynopsisThis text provides conceptual and operational descriptions of the major theories in and strategic approaches to the field of organizational and systems change. Organizational and systems change, a primary focus for many consulting psychologists and otherprofessional consultants, requires a subtle knowledge of human organizations, cultures, and societies. This bookdescribes a variety of strategies and principles involved in O/SC, including general systems theory, chaos and complexity theory, organizational development and change management, organizational and personal learning, psychodynamics and covert processes, and emerging areas of interest including the integration of positive psychology, appreciative inquiry, behavioral theory, and neuropsychology into the practice of O/SC. Essential Strategies for Organizational and Systems Change offers a broad and comprehensive treatment of the research behind and challenges involved in motivating anTable of ContentsSeries Editor’s Foreword Rodney L. Lowman Dedication and Acknowledgments Chapter 1. Philosophical and Historical Foundation of Organizational and Systems Change Chapter 2. Organizations as Systems Chapter 3. Lewinian, Organization Development, and Change Management Chapter 4. Leading and Managing Radical Change Chapter 5. Covert Processes in Human Affairs Chapter 6. Learning-Based Change Chapter 7. Positive Psychology, Behaviorism, and Neuropsychology and the Future of Organizational and Systems Change References Index About the Authors

Read more less

Book SynopsisReveals emerging techniques for answering the challenges senior managers face today: improving organizational quality, inspiring team performance, and creating powerful long-range strategy. Presents a proven model for understanding organizations and demonstrates how it can be used to effect positive change in organizational systems.Trade Review"Designing and implementing an organization that is effective for a particular business is one of the most significant and highly leveraged responsibilities of senior executives. Organizational Architecture is unique in fully exploring the various structural options available in meeting this responsibility, while at the same time giving invaluable information on the implementation process itself." (Roger G. Ackerman, president, Corning, Inc.)Table of ContentsIntroduction: Organizational Architecture: A Metaphor forChange. ARCHITECTURES OF CHANGE. 1. From Machine Bureaucracies to Networked Organizations: AnArchitectural Journey. 2. Designing Organizations That Have Good Fit: A Framework forUnderstanding New Architectures. DESIGNING FORMAL ORGANIZATIONAL ARRANGEMENTS. 3. Managing the Dynamics of Acquisitions: Successfully Moving fromDecision to Integration. 4. Building Strategic Partnerships: Creating and Managing EffectiveJoint Ventures. 5. Designing High-Performance Work Systems: Organizing People,Work, Technology, and Information. TRANSFORMING THE INFORMAL ORGANIZATION. 6. Implementing Total Quality Management: A Process of CulturalChange. 7. The Capacity to Act: Creating a Context for Empowerment. 8. Teaching Organizations to Learn: The Power for ProductiveFailures. DESIGNING SENIOR MANAGEMENT. 9. Strategic Selection: Staffing the Executive Team. 10. Teamwork at the Top: Creating Executive Teams That Work. 11. Strategic Choice: Engaging the Executive Team in CollaborativeStrategy Planning. THE ROAD FROM DECLINE TO COMPETITIVENESS. 12. Key Leverage Points for Improving CompetitivePerformance. 13. Organizational Architecture for the Twenty-First Century.

Read more less

Book Synopsis

Read more less

Book Synopsis

Read more less

Book SynopsisThis book is the 20th volume in the Research in Management Consulting series and the sixth major collaboration with Henri Savall, Véronique Zardet, and their team of intervener-researchers from the Socio-Economic Institute for Firms and Organizations (ISEOR) in Lyon-Écully, France. In 2013, for the first time, ISEOR co-sponsored a conference on its Socio-Economic Approach to Management (SEAM) paradigm and methodology in the United States. The volume captures the ideas, applications, and exchanges of that meeting hosted by the University of St. Thomas in Minneapolis, Minnesota. The book attempts to bring the reader into the conference itself. The different chapters include the contributors’ presentations (“Chapter Prologue: Conference Remarks”), revised conference papers, and the question and answer dialogue for the session. For those interested in delving further into the SEAM approach, the volume also contains a general bibliography on the development, critique, and application of the framework.

Read more less

Book SynopsisThis book is the 20th volume in the Research in Management Consulting series and the sixth major collaboration with Henri Savall, Véronique Zardet, and their team of intervener-researchers from the Socio-Economic Institute for Firms and Organizations (ISEOR) in Lyon-Écully, France. In 2013, for the first time, ISEOR co-sponsored a conference on its Socio-Economic Approach to Management (SEAM) paradigm and methodology in the United States. The volume captures the ideas, applications, and exchanges of that meeting hosted by the University of St. Thomas in Minneapolis, Minnesota. The book attempts to bring the reader into the conference itself. The different chapters include the contributors’ presentations (“Chapter Prologue: Conference Remarks”), revised conference papers, and the question and answer dialogue for the session. For those interested in delving further into the SEAM approach, the volume also contains a general bibliography on the development, critique, and application of the framework.

Read more less

Book SynopsisThe best and the brightest use advisors and experts. In fact, one could say that they are the best and the brightest because they utilized trusted advisors throughout their careers. Whether in business, sports, entertainment, academia, or politics, expert help is a fundamental enabler of success. That means that the demand for expert advice will grow and the competition will increase for such help. This isn't a matter of "certificates" and "universities," it's a matter of specific skill and behavioral sets that create a trusting bond and reliance. Trusted advisors are beyond coaches—they are comprehensive resources and supporters. The Modern Trusted Advisor employs important mastery traits, such as subordinating ego, applying shared experiences, and managing emotional, mental, and intellectual health. We are entering a world of "no normal" today and leaders must inspire others daily. This is the book that prepares you to inspire those leaders.

Read more less

Book SynopsisAgency leaders spend the majority of their time on three areas – their people, clients and new business. These are all important levers for consultancy growth. But too often, agency owners forget two more essential tools for growth: attention to the numbers, and investment in their leaders. The consultancy leadership role can seem like an endless stream of fires to put out. It can leave leaders feeling as if their team, or their clients, are running their business rather than themselves. That's where this book comes in. Grow, Build, Sell, Live features practical and implementable advice and tools to address the day-to-day reality of running a successful agency. In addition to giving guidance on people, clients and new business, the book covers leadership and the numbers in detail to ensure leaders have the tools and knowledge to be in control. The content draws on proven approaches, helpful science and real-life examples to give practical recommendations to improve readers’ ability to achieve the controlled growth which is essential to agency success. If you are thinking about starting your own agency; have started one and hit your first round of growing pains, or are a veteran looking for an exit, this book is for you. It will appeal to current and aspiring agency owners who want to understand and be conscious of their choices and take control of their agency.Trade Review'Whether you’re an existing or wannabe PR agency boss, stop whatever you are doing and buy this book. It’s so good, I wish I’d written it. With explicit guidelines on how formalising your purpose can revolutionise your culture and cashflow, and a must read section on innovation, it’s the best investment you’ll make this year. Hands off my copy!' -- Sarah Waddington, Founder and Editor of #FuturePRoof and Vice-President of the Chartered Institute of Public Relations‘Crispin has been helping me develop my agency for the past six years. Thanks to his suggestions I’ve made major changes in financial, HR and client management. This has transformed our profitability and enabled me to develop a sustainable business that is helping me achieve my personal life goals. I recommend Crispin and Richard’s book to anyone intent on building a great agency.’ -- Patrik Schober, CEO PRAM Consulting, Prague‘This guide will not only inspire, but more importantly also focus minds on what really matters at an agency, giving owners renewed vigour to actually get out of bed in the morning. It should help distil disparate ideas into a coherent strategic overview, ensuring companies have a clear purpose to be successful.’ -- Henry Griffiths, Partner, Little Red Rooster PR‘Running an agency has unique challenges, stresses and opportunities for growth. If I’d read this book 15 years ago, I would have made many different decisions, and reached them with more focus and less turmoil. In short, reading this book is one the best investments you can make in yourself, and your business. I've read several books on agency performance in the 30 years I’ve run my firm, and this is possibly the most incisive, and useful.’ -- Amy Bermar, President, Corporate Ink, Boston, USA‘This book is a great resource for PR agency owners – and anyone wishing to build a great agency. I wish I had read it when I founded my agency. Every business leader working in a people-based business should have a look at it, the real-life examples can be helpful in every stage of the agency life-cycle: start-up, growth, sale or succession.’ -- Diego Biasi, Founder & CEO, BPRESS, Italy‘Whether you’re an existing or wannabe PR agency boss, stop whatever you are doing and buy this book. It’s so good, I wish I’d written it. With explicit guidelines on how formalising your purpose can revolutionise your culture and cashflow, and a must-read section on innovation, it’s the best investment you’ll make this year. Hands off my copy!’ -- Sarah Waddington, Founder and Editor of #FuturePRoof and Vice-President of the Chartered Institute of Public RelationsTable of ContentsChapter 1. Introduction Chapter 2. Purpose Chapter 3. People Chapter 4. Culture Chapter 5. Leadership Chapter 6. Client Handling Chapter 7. Marketing Chapter 8. Innovation Chapter 9. Sales Chapter 10. Commercials Chapter 11. Good Enough to Sell

Read more less

Book SynopsisSmart Things to Know About Consultancy provides the complete guide for those aspiring to set themselves up in consultancy. It covers the basics of starting out on your own, deciding service range, branding and fee policy, through to bringing in the business, writing persuasive proposals and styles of working.Table of ContentsWhat is Smart? Acknowledgements. Preface. Introduction: The Nature of Consultancy. Deciding the Service Range. Setting Fees and Fee Policy. Image and Profile. Your Target Market. Promoting Your Business. Personal and Professional Selling. Writing Persuasive Proposals. Styles of Working. Career Options. Afterword . References. Index.

Read more less

Book SynopsisThis important title brings together some of the most influential papers that have contributed to our understanding of management consultancy work. This research review encompasses the breadth of conceptual and empirical perspectives and explores those key ideas that have helped to advance our knowledge of this intriguing area.Trade Review‘This compendium is essential reading for management consulting practitioners and HR managers serious about their craft. It belongs in the libraries of specialist corporations and governments. It is well organised and referenced. The overview presented by the editors presents an extremely focussed overview of the breadth of the work which encompasses the fullness of the profession.’Table of ContentsContents: Volume I Acknowledgements Introduction Stephanos Avakian and Timothy Clark PART I THE HISTORICAL EMERGENCE OF MANAGEMENT CONSULTING 1. Matthias Kipping (2002), ‘Trapped in Their Wave: The Evolution of Management Consultancies’ 2. Denis Saint-Martin (2000), ‘The Management Consulting Industry: History and Structure’ 3. Christopher Wright (2000), ‘From Shop Floor to Boardroom: The Historical Evolution of Australian Management Consulting, 1940s to 1980s’ 4. Matthias Kipping (1999), ‘American Management Consulting Companies in Western Europe, 1920 to 1990: Products, Reputation, and Relationships’ 5. Christopher D. McKenna (1995), ‘The Origins of Modern Management Consulting’ PART II PERSPECTIVES ON MANAGEMENT CONSULTING WORK A The Organizational Development Perspective 6. Edgar H. Schein (1988), ‘Introduction’ 7. Edgar H. Schein (1990), ‘A General Philosophy of Helping: Process Consultation’ 8. David A. Kolb and Alan L. Frohman (1970), ‘An Organization Development Approach to Consulting’ 9. Danielle B. Nees and Larry E. Greiner (1985), ‘Seeing Behind the Look-Alike Management Consultants’ 10. John Bessant and Howard Rush (1995), ‘Building Bridges for Innovation: The Role of Consultants in Technology Transfer’ 11. Seymour Tilles (1961), ‘Understanding the Consultant’s Role’ B The Critical Perspective 12. Warner Woodworth and Reed Nelson (1979), ‘Witch Doctors, Messianics, Sorcerers, and OD Consultants: Parallels and Paradigms’ 13. Berit Ernst and Alfred Kieser (2002), ‘In Search of Explanations for the Consulting Explosion’ 14. Johan Berglund and Andreas Werr (2000), ‘The Invincible Character of Management Consulting Rhetoric: How One Blends Incommensurates While Keeping them Apart’ 15. Brian P. Bloomfield and Ardha Danieli (1995), ‘The Role of Management Consultants in the Development of Information Technology: The Indissoluble Nature of Socio-political and Technical Skills’ 16. Keith Grint and Peter Case (1998), ‘The Violent Rhetoric of Re-Engineering: Management Consultancy on the Offensive’ 17. Mats Alvesson (1993), ‘Organizations as Rhetoric: Knowledge-Intensive Firms and the Struggle with Ambiguity’ 18. Timothy Clark and Graeme Salaman (1998), ‘Telling Tales: Management Gurus’ Narratives and the Construction of Managerial Identity’ PART III INDUSTRY DYNAMICS AND THE MANAGEMENT OF KNOWLEDGE A Institutionalisation / Regulation of Industry 19. Timothy Clark (1993), ‘The Market Provision of Management Services, Information Asymmetries and Service Quality – Some Market Solutions: an Empirical Example’ 20. Johannes Glückler and Thomas Armbrüster (2003), ‘Bridging Uncertainty in Management Consulting: The Mechanisms of Trust and Networked Reputation’ 21. Royston Greenwood, Stan X. Li, Rajshree Prakash and David L. Deephouse (2005), ‘Reputation, Diversification, and Organizational Explanations of Performance in Professional Service Firms’ 22. Roy Suddaby and Royston Greenwood (2001), ‘Colonizing Knowledge: Commodification as a Dynamic of Jurisdictional Expansion in Professional Service Firms’ 23. Alfred Kieser (2002), ‘On Communication Barriers Between Management Science, Consultancies and Business Organizations’ B Knowledge Sharing 24. Morton T. Hansen, Nitin Nohria and Thomas Tierney (1999), ‘What’s Your Strategy for Managing Knowledge?’ 25. Morten T. Hansen and Martine R. Haas (2001), ‘Competing for Attention in Knowledge Markets: Electronic Document Dissemination in a Management Consulting Company’ 26. Laura Empson (2001), ‘Fear of Exploitation and Fear of Contamination: Impediments to Knowledge Transfer in Mergers Between Professional Service Firms’ 27. Timothy Morris (2001), ‘Asserting Property Rights: Knowledge Codification in the Professional Service Firm’ Volume II Acknowledgements An introduction by the editors to both volumes appears in Volume I PART I ORGANIZATIONAL LEARNING AND KNOWLEDGE MANAGEMENT A Instrumental Perspectives on Learning 1. Chris Argyris (1976), ‘Single-Loop and Double-Loop Models in Research on Making’ 2. N. Anand, Heidi K. Gardner and Tim Morris (2007), ‘Knowledge-Based Innovation: Emergence and Embedding of New Practice Areas in Management Consulting Firms’ 3. Andreas Werr and Torbjörn Stjernberg (2003), ‘Exploring Management Consulting Firms as Knowledge Systems’ 4. Ariane Berthoin Antal and Camilla Krebsbach-Gnath (2001), ‘Consultants as Agents of Organizational Learning’ 5. Irma Bogenrieder and Bart Nooteboom (2004), ‘Learning Groups: What Types are There? A Theoretical Analysis and an Empirical Study in a Consultancy Firm’ 6. James J. Chrisman and W. Ed McMullan (2004), ‘Outsider Assistance as a Knowledge Resource for New Venture Survival’ B Management Fashion 7. Stephen R. Barley and Gideon Kunda (1992), ‘Design and Devotion: Surges of Rational and Normative Ideologies of Control in Managerial Discourse’ 8. Eric Abrahamson (1996), ‘Management Fashion’ 9. Alfred Kieser (1997), ‘Rhetoric and Myth in Management Fashion’ 10. John Gill and Sue Whittle (1993), ‘Management by Panacea: Accounting for Transience’ 11. Chester S. Spell (2001), ‘Management Fashions: Where Do They Come From, and Are They Old Wine in New Bottles?’ 12. Paula Phillips Carson, Patricia A. Lanier, Kerry David Carson and Brandi N. Guidry (2000), ‘Clearing a Path Through the Management Fashion Jungle: Some Preliminary Trailblazing’ 13. Eric Abrahamson and Gregory Fairchild (1999), ‘Management Fashion: Lifecycles, Triggers, and Collective Learning Processes’ 14. Robert J. David and David Strang (2006), ‘When Fashion is Fleeting: Transitory Collective Beliefs and the Dynamics of TQM Consulting’ 15. Jos Benders and Kees van Veen (2001), ‘What’s in a Fashion? Interpretative Viability and Management Fashions’ PART II THE CLIENT-CONSULTANT RELATIONSHIP A The Process and Boundaries of Intervention 16. Barbara Czarniawska and Carmelo Mazza (2003), ‘Consulting as a Liminal Space’ 17. Siw M. Fosstenløkken, Bente R. Løwendahl and Øivind Revang (2003), ‘Knowledge Development through Client Interaction: A Comparative Study’ 18. Donald Hislop (2002), ‘The Client Role in Consultancy Relations During the Appropriation of Technological Innovations’ 19. Chris McGivern (1983), ‘Some Facets of the Relationship Between Consultants and Clients in Organizations’ 20. Jim Kitay and Christopher Wright (2003), ‘Expertise and Organizational Boundaries: The Varying Roles of Australian Management Consultants’ 21. Stuart Macdonald (2006), ‘From Babes and Sucklings: Management Consultants and Novice Clients’ 22. Guy G. Gable (1996), ‘A Multidimensional Model of Client Success When Engaging External Consultants’ 23. Fiona Czerniawska (1999), ‘Changes in the Client-Consultant Relationship’ B The Consultant-Client Relationship as Part of Wider Contexts of Interests 24. Don A. Moore, Philip E. Tetlock, Lloyd Tanlu and Max H. Bazerman (2006), ‘Conflicts of Interest and the Case of Auditor Independence: Moral Seduction and Strategic Issue Cycling’ 25. Ulrich Hagenmeyer (2007), ‘Integrity in Management Consulting: A Contradiction in Terms?’ 26. Monder Ram (1999), ‘Managing Consultants in a Small Firm: A Case Study’ 27. Robin Fincham (1999), ‘The Consultant-Client Relationship: Critical Perspectives on the Management of Organizational Change’ 28. Andreas Werr and Alexander Styhre (2003), ‘Management Consultants – Friend or Foe? Understanding the Ambiguous Client-Consultant Relationship’ 29. Andrew Sturdy (1997), ‘The Consultancy Process – An Insecure Business?’ 30. Susan Meriläinen, Janne Tienari, Robyn Thomas and Annette Davies (2006), ‘Management Consultant Talk: A Cross-Cultural Comparison of Normalizing Discourse and Resistance’ 31. Brian P. Bloomfield and Ardha Best (1992), ‘Management Consultants: Systems Development, Power and the Translation of Problems’

Read more less

Book SynopsisThis book is written for the person who has gained workplace experience and is thinking about striking out on his or her own as a consultant or a service-based entrepreneur.The reader is taken through the steps of deciding on whether they have the tools to start a new business and what they need to do before making the leap.The author focuses on the major steps of a start-up consulting practice, including business formation decisions, verbalizing the business offerings, determining market viability, and much more. Additionally, he dives into less-often discussed topics such as office space, business insurance, business ethics, and the impact on the family unit. Each chapter provides homework that outlines the steps the reader needs to complete to gain confidence they have the tools to succeed. This book also emphasizes the lifestyle implications of any solo proprietor service business.

Read more less

Book SynopsisWhile family businesses have existed for millennia all over the world, it is only in the past few decades that professional consultants have been utilized to help them function more effectively. This engaging, up to the minute volume explores the varied and complex world of family enterprises as they now exist in the third decade of the 21st century. Attention is given to the factors unique to family businesses in their attention to perpetuating family values, traditions, loyalties and their legacy to future generations. Consultants may be drawn from law, finance and accounting, organizational psychology, or family psychology (with its special emphasis on understanding the family relationship system). The book describes methods of assessment and how to effectively communicate the results as well as techniques of consulting and provides an invaluable description of what is necessary to be and become a family business consultant. Readers will benefit from explorations of A new model featuring 8 inter-related business domains Cybersecurity issues and how to handle them Working collaboratively with financial and legal professionals Comprehensive coverage of research based assessment instruments Given that over 85% of the businesses in the world, from small to multinational in size and scope are family businesses, the enormous amount of information conveyed in this volume can be extremely valuable to professional consultants and those in the C Suite (CEO’s, CFO’s, COO’s) in helping businesses operate at maximum efficiency, productivity, profitability and satisfaction to all involved."Throughout this well organized and well written book, the authors raise the pivotal questions that form the basis for becoming and being an exceptional family business consultant. Psychologists can learn to transform family business conundrums into healthy interactions between the family members of the enterprise before, during, and after transitions of the company. The various aspects of serving as a consultant are fleshed out in the carefully-researched chapters. Case studies show the patterns of behavior that can lead to continuing multigenerational successes or hard dissolutions. Their new model entitled “The Dynamic Interactive Multifactorial Family Enterprise Ecosystem Model” constitutes a major contribution to the field. The best part of the book remains its celebration of the importance and richness of family businesses across generations that will inspire any reader."G. Andrew H. Benjamin, JD, PhD, ABPPPast President, American Academy of Couple & Family PsychologyPast President, American Board (ABPP) of Couple & Family Psychology Clinical Professor of Psychology & Affiliate Professor of Law, University of WashingtonTable of Contents

Read more less

Book SynopsisWhile family businesses have existed for millennia all over the world, it is only in the past few decades that professional consultants have been utilized to help them function more effectively. This engaging, up to the minute volume explores the varied and complex world of family enterprises as they now exist in the third decade of the 21st century. Attention is given to the factors unique to family businesses in their attention to perpetuating family values, traditions, loyalties and their legacy to future generations. Consultants may be drawn from law, finance and accounting, organizational psychology, or family psychology (with its special emphasis on understanding the family relationship system). The book describes methods of assessment and how to effectively communicate the results as well as techniques of consulting and provides an invaluable description of what is necessary to be and become a family business consultant. Readers will benefit from explorations of A new model featuring 8 inter-related business domains Cybersecurity issues and how to handle them Working collaboratively with financial and legal professionals Comprehensive coverage of research based assessment instruments Given that over 85% of the businesses in the world, from small to multinational in size and scope are family businesses, the enormous amount of information conveyed in this volume can be extremely valuable to professional consultants and those in the C Suite (CEO’s, CFO’s, COO’s) in helping businesses operate at maximum efficiency, productivity, profitability and satisfaction to all involved."Throughout this well organized and well written book, the authors raise the pivotal questions that form the basis for becoming and being an exceptional family business consultant. Psychologists can learn to transform family business conundrums into healthy interactions between the family members of the enterprise before, during, and after transitions of the company. The various aspects of serving as a consultant are fleshed out in the carefully-researched chapters. Case studies show the patterns of behavior that can lead to continuing multigenerational successes or hard dissolutions. Their new model entitled “The Dynamic Interactive Multifactorial Family Enterprise Ecosystem Model” constitutes a major contribution to the field. The best part of the book remains its celebration of the importance and richness of family businesses across generations that will inspire any reader."G. Andrew H. Benjamin, JD, PhD, ABPPPast President, American Academy of Couple & Family PsychologyPast President, American Board (ABPP) of Couple & Family Psychology Clinical Professor of Psychology & Affiliate Professor of Law, University of WashingtonTable of Contents

Read more less

Book SynopsisManagement consultancy practice is particularly concerned with helping clients implement strategic organisational change. But what exactly are organisations, and management consultancy interventions in them? Management consulting is said to be a knowledge-intensive industry. But what kind of knowledge do management consultants possess, and how far can we rely on it? Management consultants are often criticised for unethical exploitation of their clients. But how ought management consultants to behave in order to meet acceptable ethical standards? These are questions about the philosophical topics of ontology, epistemology and ethics. The ancient Greek philosophers thought deeply about these topics, and their ideas remain fresh and relevant even to so modern a subject matter as management consulting. Writing between the end of the sixth and the end of the fourth century BCE, these philosophers were drawing upon an intellectual tradition that was very different from our own, and were responding to social and economic conditions that were wholly unlike ours. Approaching these philosophical questions from a perspective that is radically different from our own, their work provides a rich resource for novel thinking about management consulting. From the speculations of the Presocratic philosophers Heraclitus, Parmenides, Leucippus and Democritus about the nature of the universe to the thought of Socrates, Plato and Aristotle about the nature of human beings, this book uses the work of these great thinkers as a lens through which to study major philosophical questions about management consulting. Examined in this way, many established assumptions and principles of management consultancy practice seem questionable, and new ways of thinking possible.Table of Contents1. Learning from Ancient Greek Philosophy.- 2. Aristotle and the Function of Management Consultants.- 3. Aristotle and Management Consultants’ Ethical Obligations.- 4. Aristotle and Ethical Choices of Clients.- 5. Plato and the Ethics of Management Consultancy Interventions.- 6. Heraclitus and the Nature of Management Consultancy Interventions.- 7. Plato on Leadership.- 8. Plato, Aristotle and Management Consultancy Knowledge.- 9. Management Consulting and Heraclitus’s Unity of Opposites.

Read more less

Book SynopsisDieses neuartige Fitnessbuch für unternehmerische Leistungssteigerung gibt allen Managern und Geschäftsleitern konkrete und erprobte Trainingspläne an die Hand, die sie direkt in ihrem Unternehmen oder ihrer Abteilung umsetzen können – mit garantiert positivem Effekt auf die nachhaltige Leistungsfähigkeit der Mitarbeiter.Denn nachhaltiger unternehmerischer Erfolg muss genauso wie im Spitzensport systematisch trainiert werden, und zwar in allen Dimensionen wie zum Beispiel Führung, Kundenfokus, Begeisterung der Mannschaft und operative Leistungsfähigkeit.Die meisten Manager, Teams und Unternehmen bleiben aber weit unter Ihren Möglichkeiten, weil sie Erfolg zu sehr an äußere Umstände koppeln anstatt an die verborgenen Kräfte im eigenen Unternehmen. Genau wie die besten Mannschaften im Spitzensport sind auch die dauerhaft erfolgreichsten Unternehmen nicht durch „glückliche Umstände“ dauerhaft an der Spitze, sondern, weil sie alle entscheidenden Potenziale systematisch trainieren.Table of ContentsEinleitung: Fit werden in allen Bereichen.- Die 7 Mythen der Spitzenleistung.- Die 10 unternehmerischen Fitness-Gebote.- Was ist Spitzenleistung? Ihr Unternehmen als Fußballteam.- Strategie und Trainingsplan mit 8 Prinzipien für Spitzenleistung.- Ihr Fitness-Programm: 7 Trainingsblöcke mit 28 Übungen.- Epilog: Starten Sie jetzt!.

Read more less

Book SynopsisAus acht unterschiedlichen Perspektiven betrachtet Dirk Lippold in diesem essential die umsatzstarke Branche der Unternehmensberatung, deren enorme Bandbreite von der Strategieberatung bis zur Auftragsprogrammierung reicht. Auf diese Weise bringt er dem Leser die Vielfalt und die Besonderheiten des Leistungserstellungsprozesses von Beratungsunternehmen näher. Zudem wird durch diese Art der Betrachtung ein Beitrag zur Transparenz des Phänomens „Unternehmensberatung“ geleistet.Table of ContentsAus acht unterschiedlichen Perspektiven betrachtet Dirk Lippold in diesem essential die umsatzstarke Branche der Unternehmensberatung, deren enorme Bandbreite von der Strategieberatung bis zur Auftragsprogrammierung reicht. Auf diese Weise bringt er dem Leser die Vielfalt und die Besonderheiten des Leistungserstellungsprozesses von Beratungsunternehmen näher. Zudem wird durch diese Art der Betrachtung ein Beitrag zur Transparenz des Phänomens „Unternehmensberatung“ geleistet. Der Inhalt Dienstleistungsperspektive Institutionelle und funktionale Perspektive Systembezogene und prozessbezogene Perspektive Instrumentell-methodische und technologische Perspektive Theoretische Perspektive Die Zielgruppen Studierende und Dozierende der Betriebswirtschaftslehre, insbesondere ConsultingUnternehmensberater sowie Firmeninhaber und Unternehmer Der AutorProf. Dr. Dirk Lippold war über drei Jahrzehnte in der Software- und Beratungsbranche tätig, zuletzt als Geschäftsführer einer großen internationalen Unternehmensberatung. Er ist Gastprofessor an der Humboldt-Universität zu Berlin und lehrt darüber hinaus an verschiedenen Privathochschulen in MBA-, Master- und Bachelor-Studiengängen.

Read more less

Book SynopsisIn diesem Band wird Interim-Management im Human Resources praxisnah beleuchtet. HR Interim-Manager beschreiben ihre fachliche und soziale Arbeitsweise als externe Fach- und Führungskraft und Auftraggeber schildern, weshalb sie sich für HR Interim-Management entscheiden. Eingerahmt werden diese Erfahrungsberichte vom Vermittler für HR Interim-Manager, der Praxistipps rund um den Einsatzprozess gibt. In welchen Fällen ist es sinnvoll, einen Interim-Manager einzusetzen? Welche Relevanz haben die theoretischen Vorbehalte gegenüber Externen in der Praxis, welche Bedeutung hat das Thema Know-how Transfer und wie gelingt Führung auf Zeit?Table of ContentsFachliche und soziale Herangehensweise an die gestellten Aufgaben.- Erwartungshaltung an den Interim-Manager.- Praxistipps zu Entscheidungsfindung, Vorbereitung, Betreuung und Kosten eines Interim-Einsatzes.

Read more less

Book SynopsisDie Unternehmens- und Verwaltungsberatung hat die Digitalisierung seit einigen Jahren als attraktives Geschäftsfeld erkannt, um ihre Kunden zu unterstützen. Auch als Instrument der eigenen, das heißt internen Effizienzsteigerung sind elektronische Hilfsmittel weit verbreitet. Wie steht es aber um die Digitalisierung und die Automatisierung der eigenen Leistung? Der Autor Thomas Deelmann gibt Hinweise und Hilfestellungen für die Entwicklung eines Geschäftsmodells im Kontext der Digitalisierung und zur Entwicklung einer einschlägigen Strategie, um für die Zukunft gerüstet zu sein.Table of ContentsEinleitung. - Ausgewählte "Early Mover" und Begleiter der Digitalisierung. - Aktuelle Stimmungsbilder, Entwicklungen und Chancen. - Eine klärende Frage als Herausforderung für die Profession. - Drei digitalisierungsinduzierte Veränderungsgrade. - Fünf Optionen für ein Beratungsgeschäftsmodell. - Sieben Schritte für die Entwicklung einer Digitalstrategie. - Abschluss.

Read more less

Book SynopsisSystematisches Arbeiten in klaren Strukturen, agiles Verlagern und Steuern von Arbeitsprozessen z.B. in Home Offices und multimediale Unternehmenskompetenz inklusive Darstellung (nach außen) – kurz: SAM – sind die künftigen Schlüsselfaktoren des Unternehmenserfolgs. Aus der Praxis für die Praxis lernen Sie als Entscheider mit SAM, konstruktiv auf kritische Herausforderungen zu reagieren. Die durch Krisenzeiten diktierten Veränderungen entwickeln Sie so zu zeitgemäßen, zukunftsfähigen Strategien weiter. Geschäftspartner, Kreditgeber und Nachwuchs erhalten zugkräftige Antworten auf die Frage nach Zukunftskonzepten – dank SAM.Table of ContentsSchwierige Zeiten erfordern neue Wege.- Die drei Säulen Ihres neuen Arbeitsalltags.- Weiterführende Erwägungen.- SAM in der Nussschale.

Read more less

Book SynopsisIn diesem Ratgeber macht Rainer Sachse Ihnen – auf Basis der klärungsorientierten Psychotherapie – Mut, bei Konflikt und Streit privat wie beruflich zu gegenseitigem Verstehen und tragfähigen Kompromissen beizutragen. Konflikte spielen im Leben jedes Menschen eine zentrale Rolle: Sie treten auf zwischen Arbeitskollegen, zwischen Mitarbeiter und Chef, zwischen Freunden, in Familien, in Partnerschaften. Geschrieben für alle, die in Alltag und Beruf Konflikte erleben und sie konstruktiv lösen wollen. Auch für Streitschlichter, Mediatoren, Moderatoren. Aus dem InhaltWas ist ein Konflikt? Wie geht man konstruktiv mit Konflikten um? Wie löst man Konflikte? Wie findet man tragfähige Kompromisse? Was können zwei Interaktionspartner tun, um zu einer guten Konfliktbewältigung zu gelangen? Und wann hilft ein Moderator?Der Autor Prof. Dr. Rainer Sachse ist Psychologischer Psychotherapeut, Begründer der „Klärungsorientierten Psychotherapie“ und Leiter des Instituts für Psychologische Psychotherapie (IPP) in Bochum. Er macht komplexe psychologische Sachverhalte allgemein verständlich und stellt sie humorvoll und einfühlsam dar.Table of ContentsVon der Normalität von Konflikten.- Konflikte und Konfliktbearbeitung.- Faktoren einer guten Konfliktbearbeitung.- Verweigerung und interaktionelle Spiele.- Konfliktmanagement durch einen Moderator.- Beispiel: Konfliktgespräch in der Paartherapie.- Ein weiteres Beispiel aus der Paartherapie.- Beispiel für eine Konfliktbearbeitung.

Read more less

Book SynopsisVorwort.- Einleitung.- Das digitale Kompetenzmodell.- Digitale Gesellschaft.- Digitale Kompetenzen.- Digitale Technologien.- Digital Leadership.- Digitales Unternehmen.- Use Cases aus dem Führungskräftecoaching.

Read more less

Book SynopsisThis book focuses on improving reading comprehension by targeting the jargon, idiomatic language and academic expressions used in the business world. A Student’s Guide to the Language of Finance is a reference textbook designed to unlock the jargon of the business and finance world for international students, improving the reading comprehension and writing skill of English language learners by targeting the jargon, idiomatic language, and academic expressions employed in the business, finance, and banking fields. Covering terms not always captured in business dictionaries or workbooks, the resource also contains sections on spoken business English, key academic terms found in textbooks and journals and useful expressions to employ when writing an academic paper. It is specifically targeted at students whose first language is not English.Table of ContentsIntroduction.- Reading. Idiomatic Language of Business and Finance.- Writing. Common Essay Mistakes in Business and Finance.

Read more less

Book Synopsis

Read more less

a huge range and FREE tracked UK delivery on ALL orders.

Read more less

a huge range and FREE tracked UK delivery on ALL orders.

Read more less

Book SynopsisAt a time when consulting has increasingly come under scrutiny by governments and communities, Professional Management Consulting: A Guide for New and Emerging Consultants redefines management consulting and reinforces what it means to be a professional. With a focus on the importance of ethical practice and continuous personal development for building reputation, this easy-to-read book sets a new benchmark for aspiring consultants.Based on sound research and supported by the author's background in leadership, management consulting practice, research, business strategy, and academia over several decades, Blackman brings together a range of tried and tested theoretical models commonly used by successful consultants. Drawing on his own experiences as a director of the industry's peak body, the International Council of Management Consulting Institutes, he provides a clear explanation on what a management consultant is and how and why clients use consultants to help them s

Read more less

a huge range and FREE tracked UK delivery on ALL orders.

Read more less

Book SynopsisStrategy consulting is one of the most highly respected and at the same time deeply detested jobs on this planet. Despite all the attention and controversy, though, there is surprisingly little written about it specifically. To address this void, this Element provides a comprehensive overview of this fascinating and emerging profession. Relying on existing research and the author''s practical experience, it describes what strategy consulting is, where it comes from, how to effectively practice it and where to take it into the future. Taking the position of the individual strategy consultant, it offers an insightful perspective that is useful for scholars, students, consultants and clients of strategy consulting. In doing so it moves away from the dominant corporate practice of analytical strategy consulting. Instead, it offers an idealized whole-brain and whole-person view on what strategy consulting could and should be like in order to fully live up its promise as a profession contribTable of Contents1. Introduction; 2. The Origins of Strategy Consulting; 3. Traditional Strategy Consulting and Its Limitations; 4. The Nature and Purpose of Strategy Consulting; 5. The Strategy Consulting Process; 6. Strategy Consulting Roles; 7. Conclusion and Outlook.

Read more less

Book SynopsisLeading a professional service firm is difficult enough in good times, and it is all the more risky in difficult ones. In Leading Firms: How Great Professional Service Firms Succeed & How Your Firm Can Too David Kuhlman, a highly respected management consultant to many of the world's top firms, gives an informed view on how those in professional services can achieve the same success as best-in-class firms. Most businesses claim that people are their most important asset, but Kuhlman explains that professional service firms are unique because their entire value chain consists of people who must differentiate themselves from competitors who often offer the same product in similar ways with near-identical messaging. From the author's examination of why it's more difficult to implement change than in a traditional business, to his analysis of the challenges of rising above the competition, he offers a comprehensive guide to the special dynamics of the professional services firm. Kuhlman covers in striking detail the aspects of the daily dealing with clients and markets as well as the planning and implementation of long-term strategy that leading a firm requires. This book is divided into three parts. The first lays out foundations of success for any firm; this includes developing an effective strategy and also delivering consistent revenue, maintaining quality and maintaining profitability. The second section puts a strong focus on the capabilities that great firms possess as opposed to firms that are just merely good. This includes managing talent, delivering growth, and establishing brand synergy. The last part is about the practices and values necessary to develop a high-performing culture of professionals, one that continually nourishes the growth of superior talent while successfully managing client relationships and expectations. Leading Firms is perfect for anyone who wants to explore their firm's potential and to better understand how the most successful firms in their industry arrived at their positions of leadership.

Read more less

Book Synopsis

Read more less

Book SynopsisKaren Phelan is really sorry - no, she really is. She had the best of intentions and training in business systems, performance management and all the latest theories and best practices. At companies like Deloitte, Pfizer, J&J and countless consulting clients, she did her best do business by the numbers--the only problem is that businesses are run by people, not mathematical formulas. She and other consultants may have "broken" your company, but she's eager to repair the damage and make amends. Luckily, with decades of experience and pure common sense, her book is the perfect antidote to years of management malpractice.Phelan focuses on how management gurus have fouled up the "people side" of companies - balanced scorecards, key performance indicators, process reengineering and dozens of other management fads are reduced to so much snake oil and bunkum under her withering gaze. With a mix of cleared-eyed business analysis, "in the trenches" stories, and hard-won lessons, this book is impossible to put down and impossible to ignore.Phelan covers the gamut of strategy development, HR, metrics, leadership competencies, and just plain managing people. She explains in gory detail why outside consultants are almost always the last people you should ask to improve your business. She also explains why the most important ingredient in business management is often in the shortest supply: empathy. In the tradition of classics like Up the Organization and Managers, Not MBA's, Phelan provides a breath of fresh air.In parting, however, Phelan allows that consultants (like her!) do sometimes have their place - she provides a much-needed playbook that lays out the proper vocation of consulting and tools for managers to proceed with caution.

Read more less