Management consulting

consulting organization management

Management consulting was born during the industrial revolution, with the advent of modern factories and the associated institutional and social transformations. It has common roots with management as a separate area of human activity and a subject of study. Consulting becomes possible when the process of communication and structuring of managerial experience reaches a relatively advanced stage. By the beginning of this stage, methods and principles applicable to various organizations and situations should be identified and described, and the entrepreneur must have the need and desire to conduct his business in the best possible way and to improve management methods. The conditions for this were created only in the second half of the 19th century, when the movement of scientific management was born.

Pioneers of scientific management. The theory of scientific management had a number of predecessors. One of them is the American manufacturer Charles T. Sampson, in 1870 he reorganized the production process at his shoe factory in such a way that he could to recruit personnel from among unskilled Chinese workers.

Management Consulting

  • Internal consulting

    Advisory services provided under by different names internal divisions of private and public organizations is not a new phenomenon, but their scope and role increased significantly in the 1970s and 1980s. The internal consultant has become a permanent member of the management consulting scene.

  • Progress in counseling methodology

    To improve long-term benefits received by clients as a result of assignments were spent a lot of effort to improve the methodology of all stages of the process counseling. More attention has been paid to the active participation of clients in completing tasks, developing their own problem-solving skills and the need to obtain general knowledge from the performance of any advisory tasks.

  • Increasing the competence of clients in the use of consultants

    Many organizations, private and public, have become true experts in effective use of consultants. They developed their own criteria and methods of selecting them, observing their actions, obtaining from them methodological knowledge and evaluation of results. Progress made counseling would not have been possible without these improvements by client.

Consulting courses