Management Consultancy in Central and Eastern Europe
Consultancy in a Global Context
Consultant’s Roles
Tartalomjegyzék
- Management Consultancy in Central and Eastern Europe: • Consultancy in a Global Context
- Copyright Page
- Foreword
- Introduction
- 1. Foundations of Management Consulting
- 1.1. About Consulting and Consultants
- 1.2. Theoretical Background of Consulting
- 1.3. Areas of the Service Process
- 1.4. Reasons for Consulting
- 1.5. Development and History of Consulting
- 1.6. Consulting Ethics
- Questions on Chapter One
- References
- 2. Process of Consulting
- 3. Leadership and Management of Consulting Organizations
- 3.1. About Consulting Enterprises
- 3.2. Strategy
- 3.3. Internal Control System
- 3.4. Leadership for Professionals
- 3.5. Management Consulting Service and the Market
- 3.6. Principles for Consulting Marketing
- 3.7. Marketing Toolkit for Consulting Services
- 3.8. Marketing Communication in Consulting
- 3.9. Communication Devices
- 3.10. “Will Social Media Be the Future of Consumer Experience?”
- 3.11. CRM as a Device
- 3.12. Legal Context of Consulting
- Questions on Chapter Three
- References
- 4. Strategic Consulting
- 4.1. Introduction
- 4.2. Schools and Techniques of Strategy Making
- 4.3. Strategic Consulting
- 4.4. Development of Strategic Consultancy
- 4.5. The Future of Strategic Consulting
- Questions on Chapter Four
- References
- 4.1. Introduction
- 5. Change Management
- 5.1. Change Management
- 5.2. Change and Changing
- 5.3. Theories of Changing
- 5.4. What Is the Purpose of Change and Changing?
- 5.5. When Will Change Take Place? Are You Ready for the Change?
- 5.6. What May Result in a Need for Change?
- 5.7. How to Implement Change?
- 5.8. Methods of Changing
- Questions on Chapter Five
- References
- 5.1. Change Management
- 6. Business Process Consulting
- 6.1. Introduction to Business Processes
- 6.2. Areas of Business Process Consulting
- 6.3. Specific Relationship Between Business Processes and IT
- 6.4. Sectoral, Company-Size and Domestic Features of the Process Approach
- 6.5. Features of the Mostly Applied Process Management Concepts
- 6.6. Major Trends in Business Process Consulting
- 6.7. Professional Background: Professional Organizations and Training Opportunities
- Questions on Chapter Six
- References
- 6.1. Introduction to Business Processes
- 7. IT Consulting
- 7.1. Introduction
- 7.2. Theoretical Background
- 7.3. Typical Problems of Consulting
- 7.4. A Brief History of IT Consulting
- 7.5. IT Consulting Process
- 7.5.1. Need for a Consultant: What a Consultant Can Be Used For
- 7.5.2. Appearance of the Consultant: Relationship between the Consultant and the Client
- 7.5.3. Business Needs Assessment – Client Needs
- 7.5.4. Planning Implementation: How to Select What the Client Needs
- 7.5.5. Implementation: How Can We Deliver the Solution in Time within the Specific Budget?
- 7.5.6. Post-Maintenance: The Secret of Successful Maintenance
- 7.5.1. Need for a Consultant: What a Consultant Can Be Used For
- 7.6. IT Consulting Products and Services
- 7.6.1. IT Strategic Consulting
- 7.6.2. Selection Consulting
- 7.6.3. IT Project Management Consulting
- 7.6.4. Quality Assurance and Audit of IT Projects
- 7.6.5. Human Change Management
- 7.6.6. System Introduction Consulting
- 7.6.7. Consulting on Communication Systems
- 7.6.8. Web/Internet Consultation
- 7.6.9. Consulting on Office Automation, Document Management and Corporate Content Management
- 7.6.10. IT Security Consulting
- 7.6.11. Business Risk Management Consulting
- 7.6.12. IT Governance. ICT Processes and Organization Development
- 7.6.13. Service ITechnology, Determination and Measurement of IT Services
- 7.6.14. IT Benchmarking Consulting
- 7.6.15. Measurement of Business Activities and Process Performance
- 7.6.1. IT Strategic Consulting
- 7.7. The Future of IT Consulting
- 7.8. Improving IT Management Consulting Competences
- Questions on Chapter Seven
- References
- 7.1. Introduction
- 8. Methods of Leadership Development
- 8.1. Market Mirror
- 8.2. Consulting and Training Relationship
- 8.3. Training Consulting Services
- 8.4. Management Development
- 8.5. Coaching
- 8.6. Gestalt-Based Leadership Development
- 8.7. Success Criteria in Conducting Training
- 8.8. Quality Assurance in Training Consulting
- 8.9. Ethical Issues
- 8.10. Vision and Perspective
- Questions on Chapter Eight
- References
- 8.1. Market Mirror
- 9. Knowledge Management
- 9.1. Basic Dilemmas and Characteristic Trends, Basics of Knowledge Management
- 9.2. Consulting Projects and Services
- 9.3. Interpretation and Management of Knowledge Capital
- 9.4. IT Support for Knowledge Management
- Questions on Chapter Nine
- References
- 10. Turnaround management
- 10.1. Basic Dilemmas and Typical Trends
- 10.2. The Crisis, the Aim of Turnaround Management
- 10.3. Risk Factors Leading to Crisis
- 10.4. Symptoms and Sicknesses After Risk Factors
- 10.5. Crisis Phenomena After Organizational Illnesses…
- 10.6. Basic Methodological Issues of Turnaround Management Interventions (Illness or Crisis?)
- 10.7. The Turnaround Management Process
- 10.8. Final Thoughts
- Questions on Chapter Ten
- References
- 10.1. Basic Dilemmas and Typical Trends
- 11. Consulting Market in the Light of Global and Regional Trends
- 12. Country Cases
- 12.1. Bulgaria
- 12.2. Hungary
- 12.3. Change Consulting in Poland
- 12.4. Romania
- 12.5. Russia
- 12.6. Serbia
- 12.7. Slovakia
- 12.7.1. Consulting in the First Czechoslovak Republic
- 12.7.2. The Socialist Period
- 12.7.3. Consulting after the Fall of the Iron-Curtain
- 12.7.4. The Third Decade of Consulting (Impact of the Crisis (2008–2009) on Consulting and New Trends of Recovery)
- 12.7.5. Outlook and Future of Consulting in Slovakia
- 12.7.1. Consulting in the First Czechoslovak Republic
- 12.8. Slovenia
- 12.8.1. Before Political Changes
- 12.8.2. The First Two Decades (1989–2007)
- 12.8.3. Management Consulting in Slovenia in the Year 2000
- 12.8.4. Survey of the Management Consulting Market in Slovenia
- 12.8.5. FEACO International Conference 2003 in Ljubljana
- 12.8.6. Third Decade (Impact of Crisis 2008–2009) on Consulting and New Trends of Recovery
- 12.8.7. Trends of Recovery
- 12.8.8. Outlook
- 12.8.1. Before Political Changes
- 12.9. Organization Development Consulting in Ukraine
- Questions on Chapter Twelve
- References
- 13. Future of Consulting – Quo Vaditis Consultants?
- 14. Consulting Cases
- 14.1. Benchmarking Case
- 14.2. Consulting Tender for Organizational and Operational and HR Screening of MULTICOM Ltd.
- 14.3. RCM Co. Exercise
- 14.4. Training Case
- 14.5. Romanian Case Study: Employee Dissatisfaction at a Software Development Company in Cluj-Napoca
- 14.5.1. The Last Straw…
- 14.5.2. Outlook on the Romanian Software Industry Labor Market
- 14.5.3. The Beginnings: SOFTCLUJ Ltd. Establishment, Development and Acquisition
- 14.5.4. Integration of Softcluj Ltd. into the Multinational Company
- 14.5.5. Projects Related to the Original Product of the Company from Cluj-Napoca
- 14.5.6. Projects Related to Multinational Company Products
- 14.5.7. Developing and Marketing a New Product
- 14.5.8. Summary of Problems and Suggestions for Solving Them
- 14.5.9. References
- 14.5.1. The Last Straw…
- 14.6. Leadership Troubles of Early Life-Period in a Highly Innovative Company
- 14.7. My First PC, Project Management in a Personal Decision – A Unique Way to Employ Guidance
- 15. Appendices
- Index
Kiadó: Akadémiai Kiadó
Online megjelenés éve: 2022
ISBN: 978 963 454 704 4
Have you always wondered how to learn the essentials of international management consulting in just a short time, even if you have never received formal management consultancy training before? Take this book to gain an in-depth understanding of the profession in a global context and further develop your management consulting skills to enhance your career – wherever you are along your career path! By reading through this brilliant summary of international management consulting and appreciating the various aspects of the profession, you can master the steps of the consulting process, learn to lead and manage consulting organisations, understand the essence of strategic consulting and change management, develop your competencies in business process and IT consulting and acquire new methods of leadership development. You can also find the relevant tools, if you wish to enhance your competencies in knowledge management or leading turnaround projects. The book provides an overall picture of the current trends in the global and regional consulting market and illustrates the international scene by specific cases from more than eight CEE countries as well as generic ones to improve the effectiveness of learning through practical examples. The final chapter entitled ‘Quo vaditis, Consultant?’ seeks answers to the question we are all anxious to see more clearly about, i.e. which way the consulting profession is likely to develop in the future. Read the book today and benefit from the wealth of knowledge and practical tips to further enhance your professional success in global management consulting!
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