This dynamic and innovative new core textbook examines and explores the theoretical underpinnings of this complex and fascinating subject and provides students with the practical skills required to become a successful management consultant. Rooted in change management theory, it explores the role of the internal and external change agents and their impact on organizational development and transformation. The experience and highly-regarded expertise of the author team ensures that the text is built on solid academic foundations, while six of the chapters feature extended ‘Consultancy in Action’ sections penned by practitioners who provide invaluable insights into the reality of working as a management consultant in a wide range of contexts. Written in a lively and accessible style, the authors carefully guide the student through each stage of consulting, presenting a wealth of experiential learning exercises and activities to help hone skills and develop a consultant’s mindset.
This is an essential textbook for MBA, postgraduate and undergraduate students studying modules on Management Consulting. It is also a useful supplementary text for modules on change management.
- A practical and experiential approach underpinned by sound academic theory
- Written by experts and class-tested with undergraduate and postgraduate students
- A Focus on employability and skills-building
- Includes extensive contributions from practicing management consultants who have worked for a variety of organisations
- Features substantial and imaginative student-centred exercises, in addition to thought-provoking case studies, chapter introductions and summaries, and learning objectives
- A companion website comprising extensive lecture slides and video content such as author chapter summaries
Chapter 2 - Consultants and Change Agents
Chapter 3 - Consultancy Skills: Agreeing/Negotiating a Contract
Chapter 4 - Culture and Identity: Exploring a Company’s Culture
Chapter 5 - Changing the Culture: What is Feasible?
Chapter 6 - Identifying the Role of Training in Achieving Strategic Outcomes
Chapter 7 - Negotiating Successfully through Change
Chapter 8 - Internal Change Agents and Participative Change
Chapter 9 - Consultants, Ethics and the Law
Chapter 10 - Organizational Development and Future Challenges.
This textbook brings together management consultancy and change management, theory and practice and internal and external approaches to change agency. It does so in an accessible way, breaking up text and including practitioner accounts and regular ‘consultancy in action’ sections. The authors provide a wealth of teaching and consulting practice to address the contemporary challenge of achieving change through participation and learning. – Andrew Sturdy, Professor of Management, University of Bristol, UK
Speaking as a former internal consultant, and partner in my own consultancy practice, and as Chair in Strategic Management researching consultancy and change, this book provides detailed, rigorous, and very readable coverage of the field. – Bill Cooke, Professor of Strategic Management, University of York, UK.
This book offers a comprehensive perspective on change agents and their role in facilitating change. Based on academic research and extensive change management practice, the book offers students and practitioners key insights into the practice of change agents and provides valuable tips how to develop your skills to facilitate change. As change is now ubiquitous, these are crucial skills for the future of work. The book is a valuable resource for students interested in consulting, change management and leadership.– Natalia Nikolova, Director UTS Advanced MBA, UTS Business School, University of Technology Sydney, Australia.
Written by a mixture of practitioners and academics, this book provides valuable insights into both the theoretical and practical skills of being a change agent. There are clear learning objectives at the beginning of each chapter which set the overall context and ample 'stop and reflect' points which give structured opportunities to stop and consider the wider context of change and culture. Good vignettes help to conceptualise and bring concepts to life. Excellent for those wanting to guide and influence change as an internal change agent or considering a career within the wider management consultancy field. This book helps you to understand the skills and knowledge required to fulfil these roles. A well-written and wide ranging, comprehensive account of the role of the change agent. – Julian Bond, Senior Fellow and Director Nye Bevan Programme, Alliance Manchester Business School, University of Manchester, UK.
As a leading Data Governance Consultancy, we found the theories from this book to be well structured with a number of useful tips that our management consultants can use in their day to day work. The combination of theoretical and practical examples helps to realise the key factors for the successful implementation of any change programme. – Melanie Jenner, Director, DTSQUARED
ABOUT THE AUTHOR
- Entrepreneurship and Small Business Paul Burns
- The Theory and Practice of Change Management John Hayes
- Human Resource Management, 6th edition John Bratton, Jeff Gold
- Simulation Stewart Robinson
- People, Management and Organizations Anna Sutton
- Quantitative Methods Louise Swift, Sally Piff
- New Venture Creation Paul Burns
- An Introduction to Information Systems David Whiteley
- Operations Management David Barnes
- Essential Operations Management Alex Hill, Terry Hill
- Business Strategy David Edgar, George Stonehouse
- Management and Organization Stephen Linstead, Liz Fulop, Simon Lilley