Management Consulting provides an introduction to the theory and practice of consultancy, and considers both the consulting process and industry. The book is aimed at students taking dedicated management consulting modules and work placement programmes at undergraduate and postgraduate level. It is well suited to students of business as well as scientific and creative disciplines who undertake a work-based project during the course of their academic study. This third edition has been significantly revised, adding to the tools and techniques required of the discipline to make the book practical as well as intellectually rigorous. There are new chapters on the international and cross-cultural nature of consulting, leadership and influence, and the selling process of consulting. A new long case study runs through the book.
Preface Acknowledgements Part One Management Consulting in context 1 The nature of management consulting and how it adds value 2 Consulting: the wider context and consulting process 3 The skills of the consultant and the project proposal 4 Consulting cross borders and cultures - Jeremy Wilcock Part one of Robinson Mason case study Part Two Project definition and analysis 5 Defining the destination, developing a strategy and understanding change 6 Evaluating client capabilities and business opportunities Margaret Dewhurst and Tony Kellett 7 Contracting, influence and team leadership - Kevin Parker Part two of Robinson Mason case study Part Three Undertaking the project 8 Executing a successful project 9 Creative approaches to analysis 10 Analysing decision-making in the client business and the decision context 11 Consulting project planning & time management Part three of Robinson Mason case study Part Four Delivering the product to the client 12 Communication skills & presenting your ideas 13 Post project & learning from the project 14 Consulting as a career Part four of Robinson Mason case study Appendix - Example of a consulting report (marketing plan) Index
