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This title was first published in 2002: The history of management consulting in Britain is a subject that has received little attention in the past in terms of research or publication. This work redresses the gap in the knowledge base of business and management history, presenting the historical situation in the context of management consulting. Identifying the beginnings of consultancy services in the mid-nineteenth century, Ferguson charts its progression through a series of time frames that span the twentieth century. Utilizing a series of consistent themes, such as service delivery forms and training, which can be compared and contrasted across time, the book provides not only a history of management consultancy services, but also shows how the take-up and form of services was heavily dependent upon the prevailing attitudes within business to the role of management. The thoroughly researched and well-presented arguments in this book will greatly add to our knowledge of British management during the twentieth century.
List of contents
Contents: Preface; The background to management consulting; The pioneers, 1869-1925; The beginning of organised consultancy, 1926-1933; New directions, 1929-1939; Wartime practices, 1939-1945; Improving productive performance; Management education and training: the consultancy approach; From efficiency engineering to strategy; Information technology and management consulting; The international and global aspects of management consultancy; A summary and review of management consultancy; Bibliography; Index.
About the author
Michael Ferguson is an assistant professor in the School of Applied Liberal Arts and Social Sciences at Goodwin University. He also teaches at Naugatuck Valley Community College, Post University, and Southern New Hampshire University. He is a former Connecticut State Representative. He holds an M.A. in history and B.A. in political science from Western Connecticut State University.
Summary
This title was first published in 2002: The history of management consulting in Britain is a subject that has received little attention in the past in terms of research or publication. This work redresses the gap in the knowledge base of business and management history, presenting the historical situation in the context of management consulting. Identifying the beginnings of consultancy services in the mid-nineteenth century, Ferguson charts its progression through a series of time frames that span the twentieth century. Utilizing a series of consistent themes, such as service delivery forms and training, which can be compared and contrasted across time, the book provides not only a history of management consultancy services, but also shows how the take-up and form of services was heavily dependent upon the prevailing attitudes within business to the role of management. The thoroughly researched and well-presented arguments in this book will greatly add to our knowledge of British management during the twentieth century.
