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3 edition of Essential differences between traditional approaches to consulting and a collaborative approach found in the catalog.

Essential differences between traditional approaches to consulting and a collaborative approach

John J. Sherwood

Essential differences between traditional approaches to consulting and a collaborative approach

by John J. Sherwood

  • 232 Want to read
  • 3 Currently reading

Published by Institute for Research in the Behavioral, Economic, and Management Sciences, Krannert Graduate School of Management, Purdue University in West Lafayette, Ind .
Written in English

    Subjects:
  • Business consultants.

  • Edition Notes

    Bibliography: leaf 9.

    Statementby John J. Sherwood.
    SeriesPaper / Institute for Research in the Behavioral, Economic, and Management Sciences, Purdue University ;, no. 732, Paper (Krannert Graduate School of Management. Institute for Research in the Behavioral, Economic, and Management Sciences) ;, no. 732.
    Classifications
    LC ClassificationsHD6483 .P8 no. 732, HD69.C6 .P8 no. 732
    The Physical Object
    Pagination9 leaves, 8 p. ;
    ID Numbers
    Open LibraryOL4243245M
    LC Control Number80624369

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Essential differences between traditional approaches to consulting and a collaborative approach by John J. Sherwood Download PDF EPUB FB2

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xi List of Tables Assignment of 11 Human Resource Functions to HRD and HRM 11 Advantages of Using Each Type of Consultant—Internal and External 15 Comparison of Traditional and OD Consultants 18 Summary of Possible Advantages and Disadvantages of Each Marketing Approach for External Consultants 36 Systems Thinking Compared with File Size: KB.

Cummings and Worley, in their book Organizational Change and Development (Fifth Edition, West Publishing, ), describe a comprehensive, five-phase, general process for managing change, including: 1) motivating change, 2) creating vision, 3) developing political support, 4) managing the transition and 5) sustaining momentum.

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A collaborative approach won’t wholly supplant command-and-control leadership in most companies. Yet a multitude of forces are driving the growing need for collaborative leadership in today’s organisations, most notably globalisation and the ICT revolution.

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