Managing Consultants: Consultancy As the Management of Impressions

by Timothy Clark

Looks at problems in selecting a management consultancy and evaluating consulting services, identifying root causes in the structure and dynamics of the management consultancy industry, and discussing the foundations of a successful client-consultant relationship. Uses an on-going theatrical analogy or dramaturgical metaphor to analyze the work of consultants, and illustrates two types of consultancy executive search and the work of management gurus. Annotation c. by Book News, Inc., Portland, Or.

152 pages, Hardcover

First published January 1, 1995

About the author

This is the disambiguation profile for otherwise unseparated authors publishing as Timothy Clark