Management Consulting 5th Edn: Delivering an Effective Project

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Management Consulting 5th Edn: Delivering an Effective Project [Fifth edition]
9781292127606, 9781292130163, 9781292130095, 1871892112, 1292127600, 1292130091, 1292130164

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SKU: 9781292127606, 9781292130163, 9781292130095, 1871892112, 1292127600, 1292130091, 1292130164 Category: Tag:

Table of contents :
Cover……Page 1
Title Page……Page 4
Copyright Page……Page 5
Brief Contents……Page 8
Contents……Page 10
Preface……Page 17
Acknowledgements……Page 20
Part One Management consulting in context and how it adds value……Page 22
Learning outcomes……Page 24
1.1 What a management consultant does……Page 25
1.2 Consulting and management roles……Page 26
1.3 The client–consultant interaction……Page 31
1.4 The responsibilities of the management consultant……Page 34
1.5 Types of client……Page 36
1.6 Modes of consulting……Page 37
1.7 The decision to use a consultant……Page 38
1.8 Why do businesses fail?……Page 39
1.9 Provision of information……Page 42
1.11 Provision of a new perspective……Page 43
1.12 Provision of support for internal arguments……Page 44
1.13 Provision of support for gaining a critical resource……Page 45
1.14 Facilitating organisational change……Page 46
Summary of key ideas……Page 47
Further reading……Page 48
Case exercise: Go Global……Page 49
Learning outcomes……Page 51
2.1 Lifecycle of a business and the role of consulting……Page 52
2.2 Management consulting: strategic processes of a business……Page 53
2.3 ‘Hard’ side consulting: operational processes of a business……Page 58
2.4 ‘Soft’ side consulting: human processes of a business……Page 61
2.5 Consulting to the non-profit and public sectors……Page 63
2.6 Overview of the consulting process……Page 64
2.7 Initial contact and initiating the project……Page 65
2.9 Pitching the project: the formal proposal and project charter……Page 68
2.10 Project progression and follow-up……Page 69
Team discussion points……Page 71
Summary of key ideas……Page 72
Case exercise: Waterton Performing Arts Festival……Page 73
Learning outcomes……Page 76
3.1 The effective consultant’s skill profile……Page 77
3.2 Project management skills……Page 78
3.3 Analysis skills……Page 80
3.4 Relationship-building skills……Page 82
3.5 The consulting selling process……Page 83
3.6 The function of the project proposal……Page 89
3.7 What to include in the proposal and an example……Page 90
Team discussion points……Page 94
Summary of key ideas……Page 95
Case exercise: SM Scanning……Page 96
Learning outcomes……Page 99
4.1 Factors encouraging international operation……Page 100
4.2 Researching and selecting overseas markets……Page 103
4.3 Market entry options……Page 105
4.4 Export management issues……Page 108
4.5 Culture……Page 110
4.6 International marketing……Page 112
4.7 Global marketing planning……Page 114
4.8 Managing the client–consultant relationship……Page 117
Further reading……Page 118
Case exercise: Bill Chieftain……Page 119
Apollo Tech Solutions case study: Part One……Page 120
Part Two Project evaluation and analysis……Page 122
Learning outcomes……Page 124
5.1 Identification of opportunities and issues with the client organisation……Page 125
5.2 Problem analysis, specification and quantification……Page 128
5.3 Objective setting: defining the desired end-state……Page 132
5.4 Understanding and reconciling consultant and client objectives……Page 136
5.5 Developing a strategy for the destination……Page 140
5.6 Understanding the client’s defining characteristics……Page 141
5.7 Developing the strategy for the journey……Page 145
Summary of key ideas……Page 148
Further reading……Page 149
Case exercise: Delphi Fashions……Page 150
Learning outcomes……Page 152
6.1 Preliminary analysis techniques……Page 154
6.2 Capabilities of businesses……Page 157
6.3 Identification and evaluation of strategic options……Page 167
6.4 Planning for the future……Page 171
Summary of key ideas……Page 175
Further reading……Page 176
Case exercise: Dance-a-Boogie……Page 177
Learning outcomes……Page 178
7.1 Client needs, consultant’s response……Page 179
7.2 Key skills: influencing……Page 181
7.3 Key skills: communication and rapport……Page 183
7.4 Key skills: listening and questioning……Page 184
7.5 Working with teams……Page 186
7.6 Leading a team……Page 190
7.7 Challenging constructively……Page 193
7.8 Knowing yourself: psychometric tests……Page 197
Summary of key ideas……Page 201
Further reading……Page 202
Case exercise: Queenswick Adult Social Care……Page 203
Apollo Tech Solutions case study: Part Two……Page 205
Part Three Undertaking the project……Page 208
Learning outcomes……Page 210
8.1 Consultant–client engagement for project implementation……Page 211
8.2 Relationship with the client during the project……Page 214
8.3 Client relationships and business ethics……Page 215
8.4 The desire for change by the client organisation……Page 216
8.5 Change-enhancing interactions by the consultant……Page 220
8.6 Overcoming resistance……Page 222
8.7 Benchmarking project progression……Page 224
8.8 Understanding the roles of client team members……Page 225
8.9 Types of project shock……Page 226
8.10 Responding to project shocks……Page 228
Summary of key ideas……Page 229
Further reading……Page 230
Case exercise: Anglia Vending Services……Page 231
Learning outcomes……Page 232
9.1 How to use analysis to develop solutions……Page 233
9.2 Mind mapping……Page 237
9.3 Brainstorming……Page 238
9.4 Seven basic tools……Page 239
9.5 Seven new management tools……Page 241
9.6 Other analysis methods……Page 245
Key reading……Page 247
Case exercise: Youth Travel Agency……Page 248
Learning outcomes……Page 250
10.1 Decision making in organisations……Page 251
10.2 Types of management decision-making roles……Page 253
10.3 The decision-making unit……Page 254
10.4 The dimensions of a decision……Page 256
10.5 Multi-criteria decision analysis……Page 257
10.6 Decision-making style and influence……Page 258
10.7 Organisational orientation……Page 259
10.8 Organisational culture……Page 260
10.9 Strategy processes……Page 262
10.10 Strategy development processes……Page 263
10.11 External influences on organisational decision making……Page 265
10.12 The naturalistic decision-making approach……Page 266
Summary of key ideas……Page 268
Case exercise: Dunwich Marine……Page 269
Learning outcomes……Page 272
11.1 Individual roles for team members……Page 273
11.2 Setting a timetable and the project budget……Page 274
11.3 Organising meetings……Page 276
11.4 Organising workshops……Page 278
11.5 The importance of time management and effective time management……Page 279
11.6 Time management systems and dealing with slippage……Page 281
11.7 The function of the project log……Page 282
11.8 What to include in the project log and suggested formats……Page 284
Team discussion points……Page 285
Further reading……Page 286
Case exercise: Siam Lubricants……Page 287
Apollo Tech Solutions case study: Part Three……Page 288
Part Four Delivering the product to the client……Page 290
Learning outcomes……Page 292
12.1 The nature of business communication……Page 293
12.2 Communication as a business tool……Page 294
12.3 Types of communication……Page 296
12.4 Planning the communication……Page 298
12.5 The consulting report……Page 300
12.6 Formal presentations……Page 302
12.7 Making a case, answering questions and meeting objections……Page 303
12.8 Change programmes and communication……Page 304
Summary of key ideas……Page 306
Case exercise: Stanley Consumer Electronics……Page 307
Learning outcomes……Page 309
13.2 Post-project summary and review……Page 310
13.3 Follow-up projects and key client management……Page 311
13.4 Using consulting projects as case studies……Page 312
13.5 Recognising the successes……Page 313
13.6 Success and transferable skills……Page 314
13.7 Knowledge Transfer Partnerships……Page 316
13.8 Recording successes on your CV and relating them in job interviews……Page 317
Team discussion points……Page 318
Further reading……Page 319
Case exercise: Wessex Custom Design……Page 320
Apollo Tech Solutions case study: Part Four……Page 322
Learning outcomes……Page 323
14.1 The history of management consulting……Page 324
14.2 The consulting industry today……Page 325
14.3 Key players in the consulting world……Page 327
14.4 Career structure in consulting firms……Page 328
14.5 Becoming a consultant……Page 330
14.6 The internal consultant……Page 332
Key reading……Page 333
Case exercise: Grey Consulting Ltd……Page 334
Appendix: Example of a consulting report: New strategic direction for W&G Cracking Pie Company……Page 336
B……Page 340
C……Page 341
D……Page 342
F……Page 343
I……Page 344
L……Page 345
M……Page 346
P……Page 347
S……Page 349
T……Page 350
Z……Page 351

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