Book contents
- Management as Consultancy
- Management as Consultancy
- Copyright page
- Contents
- Tables
- Acknowledgements
- 1 Management as consultancy – a case of neo-bureaucracy
- 2 Neo-bureaucratic management and consultancy
- 3 The research study
- 4 The work activities of the consultant manager
- 5 Managing relationships as a consultant manager
- 6 The occupational and career tensions of the consultant manager
- 7 The identity boundaries and threats of the consultant manager
- 8 Conclusion
- Appendix 1 Details of UK interview respondents
- Appendix 2 Details of Australian interview respondents
- Appendix 3 Key features of UK internal consultancy units (ICUs)
- Appendix 4 Data analysis on standardisation in UK and Australian case studies
- References
- Index
Index
Published online by Cambridge University Press: 05 March 2015
- Management as Consultancy
- Management as Consultancy
- Copyright page
- Contents
- Tables
- Acknowledgements
- 1 Management as consultancy – a case of neo-bureaucracy
- 2 Neo-bureaucratic management and consultancy
- 3 The research study
- 4 The work activities of the consultant manager
- 5 Managing relationships as a consultant manager
- 6 The occupational and career tensions of the consultant manager
- 7 The identity boundaries and threats of the consultant manager
- 8 Conclusion
- Appendix 1 Details of UK interview respondents
- Appendix 2 Details of Australian interview respondents
- Appendix 3 Key features of UK internal consultancy units (ICUs)
- Appendix 4 Data analysis on standardisation in UK and Australian case studies
- References
- Index
Summary
- Type
- Chapter
- Information
- Management as ConsultancyNeo-bureaucracy and the Consultant Manager, pp. 238 - 242Publisher: Cambridge University PressPrint publication year: 2015