21008 Contemporary Issues in Management Consulting

Faculty of Business: Management
Credit points: 6 cp

Subject level: Postgraduate

Result Type: Grade and marks

Handbook description

This subject introduces the theoretical and practical guidelines associated with current issues in management consulting. A range of contemporary issues is examined which vary depending on their currency. Such issues may include ethical consulting, consulting for sustainability, accessing and linking into power in management circuits for consulting effectiveness, and consulting best practice.

Subject objectives/outcomes

On successful completion of this subject students should be able to:

Identify and understand a range of issues which impact upon contemporary consulting practice in both Australian and international organisations.
Apply practical strategies for dealing with these issues.
Identify values necessary for ethical and effective consulting.

Contribution to graduate profile

This subject forms part of the Management Consulting Major/Submajor offered within the MBA program. It contributes to the objectives of both the Major and Submajor by focusing on fundamental dilemmas, issues and processes that are critical for effective and ethical consulting practice. It provides a foundation for other more specialised subjects within the Major/Submajor, which emphasise the management of change and the development of specific consulting competencies.

Teaching and learning strategies

Students will be required to work individually and in groups to research a particular issue (such as those listed above). Students will be further required to present their findings to the whole group. This will generally take place for approximately half of a three-hour session in the subject. The other half will involve visits from guest lecturers who are experts in the particular field and who can both comment on the presentation and provide guidance and practical experience in managing the relevant issues. Where appropriate videos, debates, readings and case studies will also be used.

Content

Consulting and managing for sustainability
Knowledge management
Effective and ethical use of power in consulting and managing change
Corporate governance – roles and practice
Best practice in management and consulting
Ethics and social responsibility in consulting
The increasing importance of managing the supply chain
Dilemmas of outsourcing
Consulting for large-scale corporate transformations
Skills for consulting and managing change.

Assessment

Exploration and presentation of a particular issue (Group)	30%
This will assess students understanding of the dilemmas and complexity associated with the particular issue being researched. Students need to demonstrate their understanding of the theory and of practical ways in which consultants could act within organisations to ethically manage the particular issue being researched. Addresses objectives 1-3.
Case study (Individual)	30%
Individual case study (outlining an organisational situation where a number of consulting issues will need to be simultaneously addressed. Addresses objectives 1-3.
Final examination (Individual)	40%
Tests students capacity to recognise and understand the range of contemporary issues which impact upon consulting practice in both Australian and international organisations, and the ability to offer practical strategies for dealing with these issues. Addresses objectives 1-3.

Recommended text(s)

Andersen, A. Hiebeler, R., Kelly, T. B. and Ketteman, C. (1998) Best Practices New York, Simon Schuster.

Indicative references

Ackerman, D., (2000). Identity is Destiny: Leadership and the roots of Value creation. Berrett-Koehler Publishers, San Francisco.

Basternack, B., and Viscio, A. (1998) The Centerless Corporation: a new model for transforming your organisation for growth and prosperity, Simon and Schuster, NY.

Beeby, M., Broussine, M., Grisoni, L., James, J., and Shutte., A., (1999) 'Consulting to a hurt or upset organisation'. Leadership and Organization Development Journal, 20/2, 61-69

Bowersox, D. J., Closs, D. J. and Stank, T. P., Supply Chain Logistics Management, New York: McGraw Hill, 2002

Burdett J., (1994) 'The consulting edge' Journal of Management Development 13/3, 27-37

Cadbury A., (2000). 'The corporate governance agenda', Corporate Governance, 8/1, 7-15

Clarke, T., (1998) 'Research on Corporate Governance'. Corporate Governance 6/1, 57-66

Collins D., (1996) 'Wither democracy? Lost debates in management empowerment' Empowerment in Organizations, 4/1, pp 12-24.

Cutting, B., and Kouzmin, A., (2000). 'The emerging patterns of power in corporate governance' Journal of Managerial Psychology 15/5, 477-511

Davenort, T., and Prusak, H., (1998) Working Knowledge, Massachusetts: Harvard Business School Press.

Dunphy, D., Griffiths, A. and Benn, S., (2002) Phases in the Development of Corporate Sustainability, London: Routledge.

Garratt, B., (1997) The Fish Rots from the Head. London: Harper Collins.

Godwin, U., 'Using analytical hierarchy process to analyse the information technology outsourcing decision,' Industrial Management and Data Systems, 100/9, 2000, 421-429.

Hilmer, F., and Donaldson, L. (1996) Management Redeemed. Free Press, NY.

Lee, B., (1997), The Power Principle, New York, Simon and Schuster.

Mant, A., (1997) Intelligent Leadership, Allen and Unwin,

Porter, M. and van der Linde, E., (1995) 'Green and Competitive: Ending the stalemate'. Harvard Business Review 120-134.

Reinhardt, F., (1998) 'Environmental product differentiation: Implications for corporate strategy'. California Management Review 40, 43-73.

Fan, Y., 'Strategic Outsourcing: Evidence from British Companies' Marketing Intelligence and Planning, 18/4, 2000, 213-219.

Zairi, M. and Ahmed, P. 'Benchmarking maturity as we approach the millennium?', Total Quality Management, July 1999.