- The Oxford Handbook of Management
- List of Figures
- List of Tables
- List of Contributors
- Introduction and Theoretical Overview: Management—Past, Present, and Future
- Scientific Management
- Human Relations
- Operations Management
- Peter F. Drucker’s Management by Objectives and Self-Control
- Studying Culture in Organizations: Not Taking for Granted the Taken-for-Granted
- The Opening Up of Organization Theory: Open Systems, Contingency Theory, and Organizational Design
- Future in the Past: A Philosophical Reflection on the Prospects of Management
- Managing People: Understanding the Theory and Practice of Human Resources Management
- Managing Operations
- Managing Projects
- Managing Data, Information, and Knowledge
- Managing Meaning—Culture
- Management and Leadership
- Fragmentation in Strategic Management: Process and Agency Issues
- Management Practice—and the Doing of Management
- Managing Change
- Management as a Practice of Power
- Management and Morality/Ethics—The Elusive Corporate Morals
- Management and Modernity
- Evidence-Based Management
- Management Education in Business Schools
- Management as an Academic Discipline?
- Culture, Context, and Managerial Behaviour
- International Management
- Management and Consultancy: Ambivalence, Complexity, and Change
- Author Index
- Subject Index
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.
Andrew Sturdy is Professor of Organizational Behaviour and Head of the Department of Management at the University of Bristol, UK. His research and policy interests are mainly around issues of power and identity in the production and use of management ideas, especially in relation to management consultancy and organizational change. His most recent book is Management Consultancy, (Oxford University Press 2009, with Karen Handley, Tim Clark, and Robin Fincham). He is currently researching the organization and dynamics of internal consultancy.
Professor of Organisational Studies at the University of Sydney Business School
Principal Lecturer in Human Resource Management, Coventry University
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