Japanese Art: Masterpieces in the British Museum

CLARK, Timothy

Smith, Lawrence

Harris, Victor

Oxford University Press

A strange figure recurs throughout Shelley's work, a solitary young poet hounded by passion or madness to the grave. This study reveals the figure to be an allegory of a violent revolutionary age. Seen in the context of a largely forgotten ideal that connected introspection with radical politics, Clark demonstrates that Shelley's self-analyses and metaphysical speculations are related to a notion of the poet as an explorer in previously unchartered regions of the human mind. He shows that ultimately, the curiously weak Shelleyan poet is really an ambivalent fictional embodiment of the social forces tearing Europe apart in the Romantic age.

Embodying Revolution: The Figure of the Poet in Shelley (Oxford English Monographs)

Literature & Fiction

Management Consultancy: Boundaries and Knowledge in Action

Management consultants are typically seen as key mediators in the flow of management ideas. And yet little is known about exactly what happens when they work together with clients, behind closed doors in consulting projects. Do they really innovate or simply legitimate existing knowledge? This book presents research from a three year long 'fly-on-the-wall study' of consulting projects and challenges our taken for granted view of consultancy. It draws on and integrates theories of knowledge and social boundaries to reveal a picture of complex and shifting insider-outsider relationships. Here, the outsider or expert status of consultants in relation to their clients cannot be assumed in their day-to-day project interactions. Different actors, roles, and types of knowledge are involved in an interactive and dynamic process where various boundaries are constructed, reinforced, negotiated and transformed. The chapters selectively explore these dynamics, revealing the importance of boundary complexity, the role of humour and challenge in often tense relationships, and the importance of shared knowledge domains such as sector knowledge.This in-depth analysis of inter-organizational project teams also covers a wide range of consultancy contexts, drawing on cases studies which include: * a US-based strategy firm and a multinational client, * the public and private sectors, * a sole practitioner consultant, * IT implementation in financial services.The book is important for all those with an interest in management consultancy, project working and management knowledge as well as in innovation/change, inter-organisational relations, boundaries and professional services. The authors include some of the leading research experts on management consultancy as well as a former management consultant and current expert in management learning.

Business & Money

Fincham, Robin

Sturdy, Andrew

Handley, Karen

Industries

Management consultants of various kinds play an important role in the world of business, and within other types of organization. The Oxford Handbook on Management Consulting is a comprehensive overview of eminent thinking and research on management consultancy with contributions from leading international scholars. The first section provides an account of the historical developments in management consultancy research, and how current thinking has evolved from prior work. The second section focuses on disciplinary and theoretical perspectives on management consulting, their diversities, areas of synergy, and parallel concerns. The following sections examine consulting as a knowledge business; the consultants in management fashion; and the relationship between management consultants and their clients. The Handbook concludes with an assessment of areas of future research and debate. By bringing together a wide range of research and thinking on management consultancy across different disciplines, sub-disciplines, and conceptual approaches, the Handbook provides a comprehensive understanding of both current thinking and future directions for research.

The Oxford Handbook of Management Consulting (Oxford Handbooks)

Kipping, Matthias

Management consultants are typically seen as key mediators in the flow of management ideas. And yet little is known about exactly what happens when they work together with clients, behind closed doors in consulting projects. Do they really innovate or simply legitimate existing knowledge? This book presents research from a three year long 'fly-on-the-wall study' of consulting projects and challenges our taken for granted view of consultancy. It draws on and integrates theories of knowledge and social boundaries to reveal a picture of complex and shifting insider-outsider relationships. Here, the outsider or expert status of consultants in relation to their clients cannot be assumed in their day-to-day project interactions. Different actors, roles, and types of knowledge are involved in an interactive and dynamic process where various boundaries are constructed, reinforced, negotiated and transformed. The chapters selectively explore these dynamics, revealing the importance of boundary complexity, the role of humour and challenge in often tense relationships, and the importance of shared knowledge domains such as sector knowledge. This in-depth analysis of inter-organizational project teams also covers a wide range of consultancy contexts, drawing on cases studies which include: * a US-based strategy firm and a multinational client, * the public and private sectors, * a sole practitioner consultant, * IT implementation in financial services. The book is important for all those with an interest in management consultancy, project working and management knowledge as well as in innovation/change, inter-organizational relations, boundaries and professional services. The authors include some of the leading research experts on management consultancy as well as a former management consultant and current expert in management learning.

Management consultants of various kinds play an important role in the world of business, and within other types of organization. The Oxford Handbook on Management Consulting is a comprehensive overview of thinking and research on management consultancy with contributions from leading international scholars. The first section provides an account of the historical developments in management consulting research, and how current thinking has evolved from prior work. The second section focuses on disciplinary and theoretical perspectives, their diversities, areas of synergy, and parallel concerns. The following sections examine consulting as a knowledge business, consultants and management fashion, and the relationship between management consultants and their clients. The Handbook concludes with an assessment of areas of future research and debate. By bringing together a wide range of research and thinking on management consulting across different disciplines, sub-disciplines, and conceptual approaches, the Handbook provides a comprehensive understanding of both current thinking and future directions for research.

Managers are increasingly being convinced from all sides that traditional structures, systems and cultures are no longer appropriate to today's competitive conditions, and that organizations must change fundamentally. It is in the context of these pressures that managers feel it increasingly necessary to seek external support by turning to those who offer some solution to these dilemmas - the management consultants. This book argues that the initial selection of a management consultancy and the subsequent evaluation of the quality of service they deliver are inherently problematic. Two root causes are identified: the structure and dynamics of the management consultancy industry, and the characteristics of the management consultancy service. Timothy Clark examines how these problems are overcome by revealing the foundations of a successful and long-term client-consultant relationship. In a departure from previous analyses of management consultancy he argues that the key to understanding consultancy and its success is to appreciate that successful consultancy, and its methods at least, emphasizes the active management of the client-consultant relationship. At the core of successful consultancy is the art of impression management. A consultant seeks to create a reality which persuades the client that they have purchased a high-quality service. The work of consultants is analysed and understood in terms of the theatrical analogy or dramaturgical metaphor. A consultancy intervention is therefore conceived of as a dramatic event. This is illustrated with reference to two types of consultancy work - executive search (i. e. headhunting) and the work of management gurus.

Managing Consultants (Managing Work and Organizations)

Reference

Open University Press

Looks at problems in selecting a management consultancy and evaluating consulting services, identifying root causes in the structure and dynamics of the management consultancy industry, and discussing the foundations of a successful client-consultant relationship. Uses an on-going theatrical analogy or dramaturgical metaphor to analyze the work of consultants, and illustrates two types of consultancy work: executive search and the work of management gurus. Annotation c. by Book News, Inc., Portland, Or.

Managing Consultants: Consultancy As the Management of Impressions (Managing Work and Organizations)

Management & Leadership

Open Univ Pr

Martin Heidegger (Routledge Critical Thinkers)

Since the publication of Being and Time (1927), Martin Heidegger has remained one of the most influential figures in contemporary thought. Until now, however, there has been no clear introduction to his crucial work on art, language and poetry for students of literary and cultural studies. This guidebook provides an ideal entry-point for readers new to Heidegger, touching upon such issues and concepts as:*The limits of 'theory'*The history of being*The origin of the work of art*Language*The literary work*Poetry and the political.The author also introduces the recent controversy of Heidegger's involvement with Nazism.Heidegger is not an 'easy' thinker. However, he is a crucial thinker. This accessible volume transforms the daunting task of reading Heidegger into an exciting and necessary challenge.

History & Criticism

Routledge

Since the publication of Being and Time (1927), Martin Heidegger has remained one of the most influential figures in contemporary thought. Until now, however, there has been no clear introduction to his crucial work on art, language and poetry for students of literary and cultural studies. This guidebook provides an ideal entry-point for readers new to Heidegger, touching upon such issues and concepts as: *The limits of 'theory' *The history of being *The origin of the work of art *Language *The literary work *Poetry and the political. The author also introduces the recent controversy of Heidegger's involvement with Nazism. Heidegger is not an 'easy' thinker. However, he is a crucial thinker. This accessible volume transforms the daunting task of reading Heidegger into an exciting and necessary challenge.

See the best price to sell, buy, or rent books by CLARK, Timothy. BookScouter helps to compare book prices from 25+ online bookstores and 30+ buyback vendors with a single search.

Books by CLARK, Timothy

See the best price to sell, buy, or rent books by CLARK, Timothy. BookScouter helps to compare book prices from 25+ online bookstores and 30+ buyback vendors with a single search.

Japanese Art: Masterpieces in the British Museum

Embodying Revolution: The Figure of the Poet in Shelley (Oxford English Monographs)

Management Consultancy: Boundaries and Knowledge in Action

The Oxford Handbook of Management Consulting (Oxford Handbooks)

Management Consultancy: Boundaries and Knowledge in Action

The Oxford Handbook of Management Consulting (Oxford Handbooks)

Managing Consultants (Managing Work and Organizations)

Managing Consultants: Consultancy As the Management of Impressions (Managing Work and Organizations)

Martin Heidegger (Routledge Critical Thinkers)

Martin Heidegger (Routledge Critical Thinkers)