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date: 23 November 2020

Abstract and Keywords

This chapter explores an important, but much-neglected feature of management—its relationship with management consultancy. It firstly contrasts the dominant definitions of consulting as either inclusive or exclusive of management. Rather, management and consulting are shown to be both the same and different, especially in terms of a recent convergence towards both ‘consultancy as management’ and ‘management as consultancy’. The chapter looks at these developments in terms of the emergence of neo-bureaucratic organizations and a consultant manager role with an emphasis on change management, formal tools, project working, and facilitation. It then examines the relationship between management and consultancy in terms of their interactions in practice, through the idea of the activity and passivity of managerial clients of consultancy and the ideas they promote. Overall, the chapter seeks to broaden the analysis of management away from concerns within organizations towards that which spans organizational boundaries.

Keywords: management, activity and passivity, management consultancy, change management, neo-bureaucratic organizations

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