Managing Consultants: How Clients Regulate External Consultants’ Participation in Strategizing

Introduction. In market economy, the internal and external processes of educational organisations are becoming more complex. There is a need to identify managerial practices, which can be delegated to external consultants. The process of defining such practices is not completely studied. The application of expert support from leaders and management teams is often situational.The aim of the present research is to identify the range of managerial problems of educational organisations, which cause the need to resort to external consulting support.Methodology and research methods. The application of the method of cluster analysis of text data of periodicals allowed the authors to investigate a potential market for consulting services, to identify the modern management needs of educational organizations and the experience of their solution by external organisations. The analysis of open data of consulting organisations was carried out to identify real practices.Results. The main management problems of educational organisations and the types of consulting services necessary for their solution are considered and classified. The main approaches to defining the framework of educational consulting are highlighted. The authors have developed the method for monitoring the prospective market for consulting services. It was determined that the growing demand for consulting services and the expansion of the range of these services are associated with the formation of a market environment in the education system and the desire of management of educational organisations to provide a competitive advantage. The cases of Russian and foreign consulting organisations were analysed and grouped in accordance with the proposed typology.Scientific novelty. In academic literature, the study of this issue is mainly limited to defining the boundaries of educational consulting. The authors have made an attempt to identify typical situations, in which managers of educational organisations need to request the services of external experts.Practical significance. The results of the current research can serve as a guideline for the management of educational organisations, when making managerial decisions. It will allow the managers to determine the cases, in which it is possible to turn to external consultants according to the supply conditions on the market, and to identify the issues, regarding which it is desirable to rely solely on internal resources.

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The Art and Science of Planning a Garden's Future

Sibbaldia: the International Journal of Botanic Garden Horticulture ◽

10.24823/sibbaldia.2017.232 ◽

2018 ◽

pp. 3-7

Author(s):

Ed Ikin

Keyword(s):

Art And Science ◽

Third Way ◽

External Consultants ◽

The Past ◽

The Future

Successful long-term plans for gardens require creativity and objectivity and need to include the insight of the horticultural teams caring for them. Garden plans take different forms and there are rival schools of thought about the merits of using external consultants or authoring exclusively in house. This essay makes the case for a ‘third way’, blending the skills of internal and external teams, and shows how the past can inspire the future.

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CLASSIFICATION OF CLAIM-CAUSING EVENTS ACCORDING TO THEIR COMPLEXITY

Proceedings of International Structural Engineering and Construction ◽

10.14455/isec.2021.8(1).ldr-01 ◽

2021 ◽

Vol 8 (1) ◽

Author(s):

Florian Müller ◽

Daniel Wenzl ◽

Detlef Heck

Keyword(s):

Construction Industry ◽

Secondary Task ◽

Construction Projects ◽

Successful Outcome ◽

Single Event ◽

Know How ◽

External Consultants ◽

Do So ◽

Site Managers

The increasing complexity of construction projects has inevitably led to site managers are facing ever more complex claims. As a result, they are increasingly occupied with claim management. Their primary task, however, is to carry out the project and claim management is considered a secondary task. Furthermore, site managers often lack both the know-how and the resources required for handling complex claims. Attaining a successful outcome for a claim, demands stringent causal evidence for each single event linked to its effects. This makes documentation and quantification of a complex claim exceptionally difficult. Site managers tend to underestimate the complexity of a claim-causing event and as a consequence may often be too late in notifying internal company experts or external consultants focusing on claim management. This paper aims to categorize deviations causing a claim according to its complexity at the time of its occurrence. To do so, a quantitative survey was handed out to site managers in the Austrian construction industry. Based on the findings, the authors designed a decision-making matrix to classify claim-causing events according to their complexity. This will allow site managers to take necessary measures processing a claim and mitigate possible disputes.

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Culturally Informed Evidence-Based Organizational Change and Development Through the Lens of Complexity Theory

Advances in Business Strategy and Competitive Advantage - Evidence-Based Initiatives for Organizational Change and Development ◽

10.4018/978-1-5225-6155-2.ch007 ◽

2019 ◽

pp. 140-154 ◽

Cited By ~ 1

Author(s):

Maria Cseh ◽

Beatriz Coningham

Keyword(s):

Organizational Change ◽

National Culture ◽

Complexity Theory ◽

Cross Cultural ◽

Cultural Dimensions ◽

Evidence Based ◽

Cultural Environment ◽

Change Initiatives ◽

External Consultants ◽

Culturally Informed

In this chapter, the authors apply the lens of complexity theory to explore evidence-based organizational change and development (EBOCD) in global contexts with external OCD consultants working with organizations located in a national culture other than their own. The authors' research and experience leads them to believe that, while OCD is practiced within the complexity of organizations, the addition of cross-cultural dimensions significantly exacerbate the contradictions and paradoxes OCD practitioners need to manage, making change initiatives and their results more unpredictable. The authors highlight the experiences of global OCD external consultants to illustrate this added complexity and discuss how practitioners should apply evidence in a complex, cross-cultural environment.

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Consultants

Teams That Work ◽

10.1093/oso/9780190056964.003.0014 ◽

2020 ◽

pp. 196-200

Author(s):

Scott Tannenbaum ◽

Eduardo Salas

Keyword(s):

Human Resource ◽

Organization Development ◽

Team Leader ◽

Business Partner ◽

Learning And Development ◽

Senior Leader ◽

External Consultants ◽

Partner Organization ◽

Or Organization

Consultants are often asked to help boost teamwork and collaboration. This chapter is written for internal consultants, for example, people in a human resource business partner, organization development, learning and development, or quality role, as well as external consultants who supports teams across different organizations. Consultants can be called upon to help a struggling team, to coach a team leader, or to advise a senior leader on how to promote greater collaboration throughout a unit or organization. To address any of these needs, it helps to understand what really drives teamwork. This chapter offers 10 tips for applying the science of teamwork as a consultant.

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Flexible and Agile Working in Law Firms

Legal Information Management ◽

10.1017/s1472669617000068 ◽

2017 ◽

Vol 17 (1) ◽

pp. 11-15 ◽

Cited By ~ 2

Author(s):

Dawn Jones

Keyword(s):

Law Firms ◽

Thought Processes ◽

Business Professionals ◽

External Consultants ◽

The People ◽

Flexible Working ◽

High Level

AbstractDawn Jones discusses the findings from an in-house project looking at how agile and flexible working can be successfully adopted by legal and business professionals. It is based on information gained from speaking to those with agile and flexible working already entrenched in their businesses, external consultants who advise on this change of working habits and internal teams and individuals who are already exercising agile and flexible working (albeit in a non-formal way). It is a high level guide to start thought processes around the differences between agile and flexible working, the people, the offices and the finances.

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