Ready for Business: An Anthropology Graduate as Change Management Consultant

2021 ◽  
Vol 10 (1) ◽  
pp. 161-181
Author(s):  
Siew-Peng Lee

This paper is a historical, confessional and ethnographic account of a former change management consultant in a global consulting firm who later went on to complete a PhD in social anthropology. Locating herself as both the researcher and informant, the writer gives her ‘native’ account of one model of management consulting that was based on a proprietary ‘method’. She notes how her undergraduate training in anthropology made her a more effective consultant as she tried to make sense of the culture of various client organizations for the specific purpose of designing and developing training materials. By mapping the ways in which anthropological theory and methodology could be aligned to meet the business goals of her clients, the paper aims to persuade both prospective employers and students alike to see how anthropology can be applied effectively in the business world.

2021 ◽  
Vol 1 (175) ◽  
pp. 104-110
Author(s):  
A.P. Samorukov ◽  

Management consul ting is one of the fastest growing types of consulting in the structure of domestic services, since most enterprises are faced with the need to change management strategies, adapt to market requirements, as well as deeper implementation of digital technologies in the business processes of enterprises. This article reveals the theoretical foundations of management consulting, gives its classification, characterizes the conceptual apparatus and stages of the consulting process. The analysis and verification of the problems of the development of management consulting in Russia has been carried out. The practice is generalized and the assessment of the prospects for the development of management consulting in Russia is given.


Author(s):  
Nataliia Kostyshyn ◽  
Yulia Kovalchuk

The article considers modern aspects of the use, accounting and taxation of business cards, which are currently an integral part of communication and exchange of contacts in the business world. In particular, the essence of the concept of “business card” is studied, which is a carrier of information not only about the person-owner, but usually also contains information about the activities of the enterprise where its owner works. The classification of business cards into personal, business and corporate depending on their application and the information presented on them is systematized. Particular attention is paid to business cards, which are also a tool for advertising, as well as corporate, because, when they are distributed is the primary information to society, business partners about the company (company) and its activities. The authors substantiate why business cards are not an “additional benefit”, because they are issued to employees not for his personal purposes, but to achieve business goals of the employer: expanding customer base, increasing sales, making a profit, etc., in addition, companies do not give them in the property, but only oblige employees to use such cards during contacts with various participants in economic activity. Accordingly, the influence of such a decision on the process of taxation of the manufacture of this type of business cards is shown. The peculiarities of displaying information on the movement of business cards in the account, which requires their identification as “assets”, or rather – “stocks”, because they fully meet the criteria for defining these terms, presented in the legislation of Ukraine. Business cards are a controlled material resource of the enterprise, in which in the past certain funds or other stocks are invested, and in the future it is expected to receive from their distribution economic effect – benefit, it is an asset of the enterprise. Analytical accounts are offered to detail information on the cost of self-made or purchased business cards, which will facilitate the formation of clear management reports, will provide specific information for internal analysis. The sequence of reflection in the accounting of expenses at the time of transfer (write-off from the balance) of business cards depending on the center of responsibility with the use of certain primary documents is given.


2013 ◽  
Vol 54 (4) ◽  
pp. 10-14
Author(s):  
Frank Lattuch ◽  
Mathias Weigert ◽  
Frank Riemenschneider

Unternehmenstransformationen sind immer einzigartig in ihrer Natur, dennoch weisen sie Parallelen auf, die Gründe für ein Projektscheitern sein können. Die Begleitung von umfangreichen Veränderungsprojekten hat gezeigt, dass gewisse Annahmen hinsichtlich Widerstand, Projektsteuerung, Projektinitiierung und Projektplanung zu Trugschlüssen im Transformationsmanagement führen können. Zu jedem dieser Trugschlüsse werden Lösungsansätze diskutiert, die Change Managern zum besseren Verständnis und Umgang mit dem Change Phänomen verhelfen. Organizational transformations are always unique in nature. However, common themes are shared by these projects with sometimes serious implications on project success. Experiencing a variety of transformations we found that commonly used assumptions along resistance, project steering, initiating and planning may lead to fallacies within the transformation context. Each of these fallacies is discussed and ideas for solution are provided to help change managers in their understanding of the change phenomenon.Lattuch ist Berater im Management Consulting bei der KPMG in Düsseldorf mit dem Schwerpunkt auf HR Transaktionsberatung und Change Management. Keywords: veränderungsphasen, trugschluss, transformationsaktivitäten, schlüsselstakeholder, feinjustierung


2018 ◽  
Vol 13 (1) ◽  
pp. 162-168
Author(s):  
Гузалия Клычова ◽  
Guzaliya Klychova ◽  
Алсу Закирова ◽  
Alsu Zakirova ◽  
Альфия Юсупова ◽  
...  

Management consultancy at the current stage of economic development is a factor that contributes to the efficiency and competitiveness of most enterprises through a comprehensive analysis of the management system and the solution of key problems, arising in management activities. Implementation of various innovative, anti-crisis, diversification and other complex projects proves the necessity to appeal to highly qualified consultants for professional assistance. The requests of organizations contribute to the modification of technologies and methods of management consulting. The economic essence of management consulting is considered in the article, the conceptual model of management consulting is formed, in which the elements forming the theoretical basis of the modern concept of management consulting are conceptually specified and structured.


2019 ◽  
Vol 19 (1) ◽  
pp. 21-44
Author(s):  
David Shaw

AbstractThe academic literature on management consulting raises many questions about the ethics of management consulting. The uncertain, emergent, and often socially constructed nature of management consultancy knowledge limits the scope both for regulating the industry in the manner of the established professions, and for evaluating management consultants’ work objectively. The character of management consultants is therefore a central issue in how far clients and other stakeholders can trust them. This paper considers three questions, using Aristotle’s Nicomachean Ethics as a guide. These are, first, ‘What is the function of a management consultant?’, second, ‘How should a management consultant act in order to be a good management consultant?’, and third, ‘Where does the boundary lie between the ethical responsibilities of the management consultant and those of the client and other stakeholders?’ Aristotelian virtue ethics are valuable in answering these questions. Their focus on character is well suited to the distinct ethical problems of management consulting. Aristotle’s overarching concern with human flourishing, and an ethically balanced approach towards benefiting from the good things to which a virtuous person may aspire, has more promise as an influence on consultants’ behaviour than the lists of prohibitions that typify codes of ethical practice in the industry. Aristotle’s call for leaders to habituate their people to ethical behaviour should be heard by the leaders of management consultancy firms. In accordance with Aristotle’s philosophy, this paper proposes a positive target at which management consultants can aim in shooting for ethical practice.


2017 ◽  
Vol 7 (4) ◽  
pp. 155
Author(s):  
Giri Susilo HJP ◽  
Hady Efendy

The business competition of the millennial generation human resource development consultant now is growing very quickly and it is difficult to predict as the progress of the world of information technology and creative ideas across generations. The world seemed to have no boundaries and time limits again. Only companies that have the ability to adapt to change will survive to stay 'survive'. Change management becomes one of the important strategies of a company to be able to improve a competitiveness. PT. Trustco Cipta Madani as a small-scale consulting firm with the business of human resources development that trying to make a change management in the face of this new generation through self-leadership strategy by involving all its employees. Every employee of PT. Trustco Cipta Madani required to have self-leadership, this is because basically every individual who has self-leadership then by itself will have self-planning, self-criticism, self-design, self-set goals and also can solve problems through self-problem. Competition consultant business world are increasingly demanding the improvement of the quality and innovation of both personnel and products continuously and sustainably effective and efficient manner.


ITNOW ◽  
2019 ◽  
Vol 61 (3) ◽  
pp. 60-61
Author(s):  
Tracey Torble

Abstract Tracey Torble, IT service management consultant and author of Change Manager (a BCS publication) considers the role of change management in an agile world


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