Management Consultancy in Central and Eastern Europe

Tartalomjegyzék

• Management Consultancy in Central and Eastern Europe: • Consultancy in a Global Context
• Copyright Page
• Foreword
• chevron_rightIntroduction
  • References
• chevron_right1. Foundations of Management Consulting
  • chevron_right1.1. About Consulting and Consultants
    • 1.1.1. External–Internal Judgement
    • 1.1.2. Definition of Consulting
    • 1.1.3. Definition of Consultant
  • chevron_right1.2. Theoretical Background of Consulting
    • 1.2.1. Theory of Cultural Dimensions
    • 1.2.2. Transaction Cost Theory
    • 1.2.3. Principal-Agent Theory
  • chevron_right1.3. Areas of the Service Process
    • 1.3.1. Special Features of Consulting Services
    • 1.3.2. Change in the Characteristics of Consulting
  • chevron_right1.4. Reasons for Consulting
    • 1.4.1. Traditional Reasons
    • 1.4.2. Emerging Reasons
  • chevron_right1.5. Development and History of Consulting
    • 1.5.1. Scientific Management
    • 1.5.2. Human Relations
    • 1.5.3. Strategy and Organization
    • 1.5.4. Consulting in Accounting Firms
    • 1.5.5. Information Technology and Outsourcing
    • 1.5.6. People and Knowledge Consulting
    • 1.5.7. Regional Differences
  • chevron_right1.6. Consulting Ethics
    • 1.6.1. Need for Consulting Ethics
    • chevron_right1.6.2. Professional Ethics
      • 1.6.2.1. Independence
      • 1.6.2.2. The Client’s Interest
      • 1.6.2.3. Professionalism
      • 1.6.2.4. Confidentiality
    • chevron_right1.6.3. Consulting Business Ethics
      • 1.6.3.1. Ethical Issues of Consulting Marketing
      • 1.6.3.2. Contract Ethics
      • 1.6.3.3. Ethical Issues within the Consulting Profession
      • 1.6.3.4. Ethical Rules
  • Questions on Chapter One
  • References
• chevron_right2. Process of Consulting
  • chevron_right2.1. Process of Consulting
    • 2.1.1. Typical Steps
    • 2.1.2. Characteristics of Consulting Activities
  • chevron_right2.2. Establishing Contact
    • 2.2.1. Preparation
    • 2.2.2. Consultants and Their Clients
    • 2.2.3. Globalization of Consulting Firms and Customer Acquisition
  • chevron_right2.3. Proposals and Contracts
    • 2.3.1. Proposals
    • 2.3.2. Contracts
  • chevron_right2.4. Diagnosis
    • 2.4.1. Process
    • chevron_right2.4.2. Typical Tools
      • 2.4.2.1. Interview
      • 2.4.2.2. Questionnaire
      • 2.4.2.3. Group Meeting – Brainstorming
      • 2.4.2.4. Collecting Information – Benchmarking
      • 2.4.2.5. Analysis – Synthesis
      • 2.4.2.6. Modelling
  • 2.5. Recommendations
  • chevron_right2.6. Implementation and Termination
    • 2.6.1. Implementation
    • 2.6.2. Termination
  • Questions on Chapter Two
  • References
• chevron_right3. Leadership and Management of Consulting Organizations
  • chevron_right3.1. About Consulting Enterprises
    • 3.1.1. Goals of a Consulting Company
    • 3.1.2. Specific Features of the Consulting Industry
  • chevron_right3.2. Strategy
    • 3.2.1. Business Strategies
    • 3.2.2. Strategic Questions
  • chevron_right3.3. Internal Control System
    • 3.3.1. Organizational Forms
    • 3.3.2. Project Control
    • 3.3.3. Consulting Fees
  • chevron_right3.4. Leadership for Professionals
    • 3.4.1. Selection and Development
    • 3.4.2. Training of Consultants
    • 3.4.3. Buy or Develop
  • chevron_right3.5. Management Consulting Service and the Market
    • chevron_right3.5.1. World and European Market of Management Consulting
      • 3.5.1.1. Past
    • 3.5.2. Distribution of Revenues from the Point of View of Service and Sector
  • 3.6. Principles for Consulting Marketing
  • chevron_right3.7. Marketing Toolkit for Consulting Services
    • 3.7.1. The 7 Ps of Services
  • chevron_right3.8. Marketing Communication in Consulting
    • 3.8.1. Communication Process
    • 3.8.2. Conditions for Successful Communication in Consulting Services
    • 3.8.3. PR Tools
    • 3.8.4. The Role of the Person
    • 3.8.5. Hiring the Right Employees for Successful Personal Relationships
    • 3.8.6. Circumstances of Consulting
  • chevron_right3.9. Communication Devices
    • 3.9.1. Printed Devices
    • 3.9.2. Audio Tools
    • 3.9.3. Audiovisual Tools
    • chevron_right3.9.4. Internet and Social Media
      • 3.9.4.1. Website
      • 3.9.4.2. Blogs
      • 3.9.4.3. Social Media
  • chevron_right3.10. “Will Social Media Be the Future of Consumer Experience?”
    • 3.10.1. DM Offers
    • 3.10.2. Follow-up Tools
  • chevron_right3.11. CRM as a Device
    • 3.11.1. External Customers
    • 3.11.2. Internal Customer – the Colleagues
    • 3.11.3. Additional Contacts
    • 3.11.4. Cross-Selling
  • chevron_right3.12. Legal Context of Consulting
    • 3.12.1. Types of Contracts Most Frequently Made by Consultants
  • Questions on Chapter Three
  • References
• chevron_right4. Strategic Consulting
  • 4.1. Introduction
  • chevron_right4.2. Schools and Techniques of Strategy Making
    • 4.2.1. Strategic Schools of Thought
    • chevron_right4.2.2. Strategic Matrices
      • 4.2.2.1. Product Market Matrix
      • 4.2.2.2. Ansoff’s (1965) Product Market Growth Matrix
      • 4.2.2.3. GE / McKinsey Matrix
    • chevron_right4.2.3. Analytical Tools
      • 4.2.3.1. SWOT
      • 4.2.3.2. PEST
      • 4.2.3.3. Five Cs and five Ps
      • 4.2.3.4. Seven Ss
    • chevron_right4.2.4. Model Based Tools
      • 4.2.4.1. Porter’s Five-Factor Model
      • 4.2.4.2. Porter’s Business Chain Model
      • 4.2.4.3. Strategic Map Model
      • 4.2.4.4. Strategic Canvas Model
  • chevron_right4.3. Strategic Consulting
    • 4.3.1. Consultant’s Roles
    • 4.3.2. Leadership Roles
    • chevron_right4.3.3. Strategic Consulting Services
      • 4.3.3.1. Project to Support the Whole Strategy-Making Process
    • chevron_right4.3.4. Project to Support Certain Steps of Strategy Development
      • 4.3.4.1. Analysis of Business Environment
      • 4.3.4.2. Analyzing the Competitive Situation, Determining the Competitive Advantage
      • 4.3.4.3. Developing Solutions that Build on Technology
    • chevron_right4.3.5. Projects to Help Implement the Strategy
      • 4.3.5.1. Improving the Organizational Structure
      • 4.3.5.2. Development of Business Processes and Communication
      • 4.3.5.3. Information System Development
      • 4.3.5.4. Development of Human Resources, Corporate Culture and Leadership Style
    • chevron_right4.3.6. Phases of a Strategic Consultancy Project
      • 4.3.6.1. Preparation of a Consultancy Project
      • 4.3.6.2. Establishing the Strategy
      • 4.3.6.3. Developing the Strategy
      • 4.3.6.4. Implementing the Strategy
      • 4.3.6.5. Termination of the Strategic Project
  • chevron_right4.4. Development of Strategic Consultancy
    • 4.4.1. Organizations Using Consulting
    • 4.4.2. Organizations Providing Strategic Consulting
  • 4.5. The Future of Strategic Consulting
  • Questions on Chapter Four
  • References
• chevron_right5. Change Management
  • 5.1. Change Management
  • chevron_right5.2. Change and Changing
    • 5.2.1. The System
    • 5.2.2. The Head of the System
    • 5.2.3. The Forms of Changes
    • 5.2.4. Field Theory
  • chevron_right5.3. Theories of Changing
    • 5.3.1. The Teleological Motor
    • 5.3.2. Life-Cycle Motor
    • 5.3.3. The Dialectical Motor
    • 5.3.4. The Evolutionary Motor
  • 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?
  • chevron_right5.7. How to Implement Change?
    • 5.7.1. About Organizational Culture and Group Dynamics
    • 5.7.2. About Resistance
    • 5.7.3. Intervention Tools Based on Participation
    • 5.7.4. Intervention Tools Based on Self-Reflection
    • 5.7.5. Intervention Tools Based on the Action Research Model
    • 5.7.6. Intervention Tools Based on Narration-Rhetoric
  • chevron_right5.8. Methods of Changing
    • 5.8.1. What Does the Success of Change Depend On?
  • Questions on Chapter Five
  • References
• chevron_right6. Business Process Consulting
  • 6.1. Introduction to Business Processes
  • chevron_right6.2. Areas of Business Process Consulting
    • chevron_right6.2.1. Process Management Consulting
      • 6.2.1.1. Features of Process Management Projects
      • 6.2.1.2. Typical Use of Consultants and Consulting Services
    • chevron_right6.2.2. Process Performance and Control Consulting
      • 6.2.2.1. Characteristics of Process Performance and Controlling Projects
      • 6.2.2.2. Typical Use of Consultants and Consultancy Services
    • chevron_right6.2.3. Process Development Consulting
      • 6.2.3.1. Features of Process Development Projects
      • 6.2.3.2. Typical Use of Consultants and Consulting Services
  • chevron_right6.3. Specific Relationship Between Business Processes and IT
    • 6.3.1. Process Modeling and Process Management Applications
    • 6.3.2. System-Implementation Process Organization
    • 6.3.3. Process Control, Process Automation and Workflow Systems
    • 6.3.4. Business Continuity Management
    • 6.3.5. IT Reference Models
  • chevron_right6.4. Sectoral, Company-Size and Domestic Features of the Process Approach
    • 6.4.1. Sectoral Features
    • chevron_right6.4.2. Company-Size Specific Features
      • 6.4.2.1. Large Business Features
      • 6.4.2.2. Features of Small and Medium-Sized Enterprises
  • chevron_right6.5. Features of the Mostly Applied Process Management Concepts
    • 6.5.1. Six Sigma
    • 6.5.2. Lean Management
  • 6.6. Major Trends in Business Process Consulting
  • chevron_right6.7. Professional Background: Professional Organizations and Training Opportunities
    • 6.7.1. Domestic and International Process Management Organizations
    • 6.7.2. Professional Training and In-Service Training
  • Questions on Chapter Six
  • References
• chevron_right7. IT Consulting
  • 7.1. Introduction
  • chevron_right7.2. Theoretical Background
    • 7.2.1. Large International Consulting Companies
    • 7.2.2. Boutique Consulting Firms
    • 7.2.3. Self-Employed Consultants – Freelancers
    • 7.2.4. Researchers, Teachers
    • 7.2.5. Consultant Networks
  • chevron_right7.3. Typical Problems of Consulting
    • 7.3.1. Assisting Top Managers Thinking
    • 7.3.2. Access to Extensive Experience
    • 7.3.3. Involvement of Specific Expertise
    • 7.3.4. Temporary Complement of Internal Lack of Labor
  • chevron_right7.4. A Brief History of IT Consulting
    • 7.4.1. From “Prehistoric Times” to Present
    • 7.4.2. IT Consulting and the Global Economic Crisis
    • 7.4.3. IT Consulting Today in the Digital Age
  • chevron_right7.5. 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
  • chevron_right 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
    • chevron_right7.6.14. IT Benchmarking Consulting
      • 7.6.14.1. System Development Consulting
    • 7.6.15. Measurement of Business Activities and Process Performance
  • chevron_right7.7. The Future of IT Consulting
    • 7.7.1. Labor Shortage
    • 7.7.2. Full Service
    • 7.7.3. Impact of the Euro – Our Accession to the European Union
    • 7.7.4. Changes in the Role of IT Organizations
    • 7.7.5. New Service Mechanisms
  • 7.8. Improving IT Management Consulting Competences
  • Questions on Chapter Seven
  • References
• chevron_right8. Methods of Leadership Development
  • 8.1. Market Mirror
  • chevron_right8.2. Consulting and Training Relationship
    • 8.2.1. Identities and Differences
    • 8.2.2. History
    • chevron_right8.2.3. Standardization
      • 8.2.3.1. Open Training Session/Course
      • 8.2.3.2. Closed Training Session (Company or In-House Program)
      • 8.2.3.3. Functional Division
  • chevron_right8.3. Training Consulting Services
    • 8.3.1. Moderation
    • 8.3.2. Facilitation
    • 8.3.3. Workshop
    • 8.3.4. Seminar
    • 8.3.5. Consultation
  • 8.4. Management Development
  • 8.5. Coaching
  • chevron_right8.6. Gestalt-Based Leadership Development
    • 8.6.1. About Gestaltism
    • 8.6.2. Place of Leadership Development between Psychotherapy and Organization Development
    • chevron_right8.6.3. Characteristics of the Gestalt Concept of Leadership Development
      • 8.6.3.1. Respect for Subjective Reality
      • 8.6.3.2. Exploiting the Experience Here and Now
      • 8.6.3.3. Expression of the Observed Raw Data
      • 8.6.3.4. Respect for Differences
      • 8.6.3.5. The Paradox of Change
    • 8.6.4. Role Taken by the Gestalt Consultant
  • chevron_right8.7. Success Criteria in Conducting Training
    • 8.7.1. Expertise
    • 8.7.2. Relationship Management
    • chevron_right8.7.3. Consultant Skills
      • 8.7.3.1. Conscious Action
  • 8.8. Quality Assurance in Training Consulting
  • 8.9. Ethical Issues
  • 8.10. Vision and Perspective
  • Questions on Chapter Eight
  • References
• chevron_right 9. Knowledge Management
  • chevron_right9.1. Basic Dilemmas and Characteristic Trends, Basics of Knowledge Management
    • 9.1.1. What is Knowledge and Knowledge Management?
    • 9.1.2. Historical Development of Knowledge Management
  • chevron_right9.2. Consulting Projects and Services
    • 9.2.1. Knowledge Management Project Types
    • chevron_right9.2.2. KM Services
      • 9.2.2.1. Foundation of KM Strategy
      • 9.2.2.2. Mapping Organizational Knowledge
      • 9.2.2.3. The PEOPLE Dimension
      • 9.2.2.4. Integrating Knowledge into Organizational Processes (PROCESS Dimension)
  • 9.3. Interpretation and Management of Knowledge Capital
  • chevron_right9.4. IT Support for Knowledge Management
    • chevron_right9.4.1. Overview of Information Technologies that Support Knowledge Management
      • 9.4.1.1. Technologies to Help Identify a Knowledge Element (Knowledge Sources)
      • 9.4.1.2. Technologies for Generating, Analyzing, and Exploiting Knowledge
      • 9.4.1.3. Technologies to Support Knowledge Transfer, Sharing and Utilization
    • 9.4.2. Aspects of Technology Selection
  • Questions on Chapter Nine
  • References
• chevron_right10. Turnaround management
  • 10.1. Basic Dilemmas and Typical Trends
  • chevron_right10.2. The Crisis, the Aim of Turnaround Management
    • 10.2.1. The Factors behind the Emergence of the Crisis
  • chevron_right10.3. Risk Factors Leading to Crisis
    • 10.3.1. Risk Factors of Organizations Which Are Not Responsive to Changes
    • 10.3.2. Risk Factors Related to Turnaround Projects
  • 10.4. Symptoms and Sicknesses After Risk Factors
  • chevron_right10.5. Crisis Phenomena After Organizational Illnesses…
    • 10.5.1. Problem Identification
    • 10.5.2. Diagnostic Questions of Organizational Trouble Finding
    • 10.5.3. Illness Management, Therapies
  • chevron_right10.6. Basic Methodological Issues of Turnaround Management Interventions (Illness or Crisis?)
    • 10.6.1. Identifying and Diagnosing Crisis Situation
    • 10.6.2. The Turnaround Manager’s Toolbox
    • 10.6.3. Crisis Forecasting
    • 10.6.4. Types of Crises – Basic Crisis Situations
    • 10.6.5. Possible Sub-Types and Nature of Crises
    • 10.6.6. Interrelations among the Basic Types of Crises
  • chevron_right10.7. The Turnaround Management Process
    • 10.7.1. Basic Steps in the Turnaround Management Process
    • 10.7.2. Basic Methods and Combinations of Methods Used During Turnaround Management
    • 10.7.3. Turnaround and the Way Towards it
  • 10.8. Final Thoughts
  • Questions on Chapter Ten
  • References
• chevron_right11. Consulting Market in the Light of Global and Regional Trends
  • 11.1. Introduction
  • chevron_right11.2. The Global Management Consulting Market
    • 11.2.1. General Overview
  • 11.3. The Biggest Consulting Companies of the World
  • chevron_right11.4. The European Management Consulting Market
    • 11.4.1. General Overview
    • 11.4.2. Management Consulting Market in Central-Eastern European Region
  • 11.5. Summary
  • Questions on Chapter Eleven
  • References
• chevron_right12. Country Cases
  • chevron_right12.1. Bulgaria
    • 12.1.1. How Did It All Begin?
    • 12.1.2. Recent Years: Taking Multiple Directions
    • 12.1.3. Where Does the MC Industry in Bulgaria Stand Today?
    • 12.1.4. What Are the Current Trends?
    • 12.1.5. Where to next?
  • chevron_right12.2. Hungary
    • 12.2.1. Before the Political Change of the Regime
    • 12.2.2. The First Two Decades (1989–2007)
    • 12.2.3. The Third Decade (Impact of Crisis (2008-2009) on Consulting and New Trends of Recovery)
    • chevron_right12.2.4. Outlook
      • 12.2.4.1. General Economic Overview
      • 12.2.4.2. Consulting Industry
  • chevron_right12.3. Change Consulting in Poland
    • 12.3.1. Uniqueness
    • 12.3.2. The Polish Context
    • 12.3.3. The Resultant Management Context
    • 12.3.4. Looking ‘up’ (for Permission or Direction)
    • 12.3.5. Change Leadership
    • 12.3.6. Summary
  • chevron_right12.4. Romania
    • 12.4.1. Early Attempts
    • 12.4.2. The Emergence of Management Consulting in Post-Communist Romania (1990–1999)
    • 12.4.3. The Evolution of Management Consulting in Romania (2000–2019)
    • 12.4.4. Recent Developments in the Romanian Management Consulting Market (2017–2020)
    • 12.4.5. Summary
  • chevron_right12.5. Russia
    • 12.5.1. Before Political Changes
    • 12.5.2. The First Two Decades (1989–2007)
    • 12.5.3. The Third Decade: Impact of Economic Crisis (2008–2009) on Consulting and New Trends of Recovery
    • 12.5.4. Outlook
  • chevron_right12.6. Serbia
    • 12.6.1. Consulting in Serbia Before the Political Changes of 2000
    • 12.6.2. Consultancy in Serbia in the First Decade of the 21st Century (2000–2007)
    • 12.6.3. Consultancy in Serbia in the Second Decade of the 21st Century (2008–2019)
    • 12.6.4. Outlook and Future of Consulting in Serbia
  • chevron_right12.7. Slovakia
    • 12.7.1. Consulting in the First Czechoslovak Republic
    • 12.7.2. The Socialist Period
    • chevron_right12.7.3. Consulting after the Fall of the Iron-Curtain
      • 12.7.3.1. Establishment of Corporate Consulting
      • 12.7.3.2. Consulting in the Field of Human Resources
      • 12.7.3.3. Other Areas of Consulting
    • 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
  • chevron_right12.8. 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
    • chevron_right12.8.4. Survey of the Management Consulting Market in Slovenia
      • 12.8.4.1. Demand for MC Services: The (Potential) Users of Consultancy Services
      • 12.8.4.2. Supply of Consulting Services: The Role of Consulting Services Providers
      • 12.8.4.3. Knowledge and Training of Consultants
      • 12.8.4.4. Management Consulting Market Trends
    • 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
    • chevron_right12.8.7. Trends of Recovery
      • 12.8.7.1. Decreased Economic Results in the Year 2010
      • 12.8.7.2. Recovery in the Years from 2015
    • 12.8.8. Outlook
  • chevron_right12.9. Organization Development Consulting in Ukraine
    • 12.9.1. Setting
    • 12.9.2. Corruption – Curse or Blessing?
    • 12.9.3. Blood Is Thicker than Water
    • 12.9.4. Keeping up Appearances
    • 12.9.5. I Am Boss – You Are Fool
    • 12.9.6. Expert Is Needed
    • 12.9.7. The Demand for the Silver Bullet
    • 12.9.8. Conclusion
  • Questions on Chapter Twelve
  • References
• chevron_right13. Future of Consulting – Quo Vaditis Consultants?
  • 13.1. Past Predictions (1989–2010)
  • chevron_right13.2. The Current Situation
    • 13.2.1. Characteristics of Consultant Work
    • chevron_right13.2.2. Influencing Factors
      • 13.2.2.1. Globalization
      • 13.2.2.2. Companies of the New Economy
      • 13.2.2.3. Expansion of the Area of Consulting
      • 13.2.2.4. Applied Methodology
      • 13.2.2.5. Becoming an Expert
  • chevron_right13.3. The Future
    • chevron_right13.3.1. Possible Social-Economic Scenarios
      • 13.3.1.1. Unlimited Expansion and Growth
      • 13.3.1.2. A Regulated World
      • 13.3.1.3. The Closing World Economy
    • chevron_right13.3.2. The Future of Consulting
      • 13.3.2.1. Directions of Transformation
      • 13.3.2.2. Consultant of the Future
  • Questions on Chapter Thirteen
  • References
• chevron_right14. Consulting Cases
  • chevron_right14.1. Benchmarking Case
    • chevron_right14.1.1. About Welltech Ltd.
      • 14.1.1.1. Management Development
      • 14.1.1.2. Exercise
    • 14.1.2. Submitted Proposal
  • chevron_right14.2. Consulting Tender for Organizational and Operational and HR Screening of MULTICOM Ltd.
    • 14.2.1. General Information
    • 14.2.2. Purpose of the Project
    • 14.2.3. Tasks to Be Implemented
    • 14.2.4. Content Requirements of the Proposal
    • 14.2.5. Other Information
    • 14.2.6. Task
  • chevron_right14.3. RCM Co. Exercise
    • 14.3.1. Enterprise Structure in Croatia
    • 14.3.2. Most Important Economic and Management Problems in Croatia
    • 14.3.3. About the Croatian Consulting Market
    • 14.3.4. Competition Analysis
  • chevron_right14.4. Training Case
    • 14.4.1. Challenges
    • 14.4.2. The Background
    • 14.4.3. Vision and Strategy
    • 14.4.4. A Quick Strategic Decision in the Field of Training and Development
    • 14.4.5. Tasks
  • chevron_right14.5. 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
    • chevron_right14.5.8. Summary of Problems and Suggestions for Solving Them
      • 14.5.8.1. Questions
    • 14.5.9. References
  • chevron_right14.6. Leadership Troubles of Early Life-Period in a Highly Innovative Company
    • chevron_right14.6.1. Exposition of the Case
      • 14.6.1.1. Starting a Firm
      • 14.6.1.2. Leadership and Functioning
      • 14.6.1.3. Difficulties of Functioning
    • 14.6.2. Considerations for the Assessment of the Situation
    • 14.6.3. Activity of the Consultant
  • chevron_right14.7. My First PC, Project Management in a Personal Decision – A Unique Way to Employ Guidance
    • 14.7.1. Introduction
    • 14.7.2. Arriving at the Camp
    • 14.7.3. Carrying out Different Exercises
    • 14.7.4. Returning Home
    • chevron_right14.7.5. Finishing Summer Work
      • 14.7.5.1. Questions
• chevron_right15. Appendices
  • 15.1. Attachment 1: The Top 50 Consulting Firms in 2019 by Prestige
  • 15.2. Attachment 2: The Top 25 Consulting Firms in 2021 in Europe
• Index

Kiadó: Akadémiai Kiadó

Online megjelenés éve: 2022

ISBN: 978 963 454 704 4

DOI: 10.1556/9789634547044

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!

Hivatkozás: https://mersz.hu/poor-sanders-nemeth-varga-management-consultancy-in-central-and-eastern-europe//