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High-performance consulting skills : the internal consultant's guide to value added performance /
Annotation The concept of the "internal consultant" is now gaining considerable ground as managers in support functions seek to redefine their role and effectiveness. The emphasis that it places on moving from a "colleague" to a "client" perspective within the business...
| Clasificación: | Libro Electrónico |
|---|---|
| Autor principal: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
London :
Thorogood,
2003.
|
| Temas: | |
| Acceso en línea: | Texto completo |
MARC
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| 245 | 1 | 0 | |a High-performance consulting skills : |b the internal consultant's guide to value added performance / |c Mark A. Thomas. |
| 260 | |a London : |b Thorogood, |c 2003. | ||
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| 520 | 8 | |a Annotation The concept of the "internal consultant" is now gaining considerable ground as managers in support functions seek to redefine their role and effectiveness. The emphasis that it places on moving from a "colleague" to a "client" perspective within the business can bring major benefits to both adviser and organisation. This book provides ... a practical understanding of the skills required to become a high-performance internal consultant, whatever your own area of expertise. It will help you:develop stronger, more productive working relationships with internal clientssecure greater internal client commitment to initiatives and change projectswork effectively in a less formal and hierarchical way on projects and initiativesmarket your services and build powerful internal networksenhance yoru own worth and value to the organisationWho should read this book?All managers working in support functions, such as HR, audit, training, personnel and IT, as well as areas such as finance and marketing | |
| 505 | 0 | |a Special thanks; Contents; List of illustrations; Introduction; ONE From managing change to managing surprise?; TWO The art of client management; THREE Marketing internal consultancy; FOUR Managing initial client meetings; FIVE Understanding and defining the client's problem; SIX Managing change; SEVEN Presenting client feedback; Eight Implementing, reviewing and exiting projects; NINE The internal consultant's toolkit. | |
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| 650 | 0 | |a Consultants. | |
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| 650 | 6 | |a Consultants. | |
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