Management Consultancy and the British State
A Historical Analysis Since 1960Paperback Engels 2019 9783030076405
This book traces the emergence and development of the relationship between management consultancies and the British state. It seeks to answer three questions: why were management consultants brought into the machinery of the state; how has state power been impacted by bringing profit-seeking actors into the machinery of the state; and how has the nature of management consultancy changed over time?
The book demonstrates the role consultants played in major developments in the postwar period. Specific case studies interrogate how consultancies influenced the policy fields of health service reform and social security benefits. This book will redefine debates amongst business historians and historians of the postwar British state about the nature of management consultancy and public sector reform.
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List of figures.
List of tables.
Chapter I: Introduction.
Chapter II: Planning, 1960s-1970s.
Chapter III: Reorganising, 1970s: The 1974 National Health Service Reorganisation and McKinsey & Company
Chapter IV: Automating, 1980s: Arthur Andersen and the Operational Strategy.
Chapter V: Delivering, 1990s-2000s.
Chapter VI: Conclusions.
Appendix A: Key characters by chapter
Appendix B: Detailed selection of consultancy assignments by generation.
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