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Management as Consultancy: Neo-bureaucracy and the consultant manager

Research output: Book/ReportAuthored book

Original languageEnglish
Place of PublicationCambridge, UK
Publisher or commissioning bodyCambridge University Press
Number of pages242
ISBN (Print)978-1-107-02096-2
DOIs
DatePublished - 2015

Abstract

Management is changing by adopting consultancy practices. It is becoming less obviously hierarchical and more focused on projects, functional integration, change and ‘adding value’. (It is taking the ‘neo-bureaucratic’ form of the ‘consultant manager’).

Our focus is on managers in large and multinational organisations in public and private sectors such as former consultants and those in specialisms such as HRM who adopt consulting roles. The activities, relationships, identities and occupational dynamics of this group are revealed, along with the various tensions emerging from this new hybrid form of management.

In addition to advancing our understanding of changes in management, the book offers a demystifying view of consultancy from one of the largest ever studies of this occupation. Consulting here is not so much an elite profession, but part of management, organised in occupations or specialist units and posing a growing threat to external consultancy.

    Structured keywords

  • PolicyBristol - management consultancy, bureaucracy, management work
  • Perspectives on Work

    Research areas

  • management, management consultancy, bureaucracy, consultant manager

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