Consulting is one of the fastest growing occupations in the United States. This volume offers basic guidance on the fundamentals of consulting with essays by leaders in the field. It guides readers through a career continuum, beginning with learning about potential employers to creating and maintaining a business and watching it grow and thrive.
Consulting is one of the fastest growing occupations in the United States. This volume offers basic guidance on the fundamentals of consulting with essays by leaders in the field. It guides readers through a career continuum, beginning with learning about potential employers to creating and maintaining a business and watching it grow and thrive.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Jerry W. Hedge has been involved in human resource management research and application for almost 30 years. He has worked in both public and private organizations, and has been a principal in several small businesses. He is currently an independent consultant. Over the course of his career he has written more than 150 books, book chapters, journal articles, technical reports, and conference presentations. Recent books include The Aging Workforce and Implementing Organizational Interventions. Dr. Hedge is a fellow of the Society for Industrial and Organizational Psychology and the American Psychological Association. He received his Ph.D. in Industrial/Organizational Psychology from Old Dominion University. Walter C. Borman received his Ph.D. in Industrial/Organizational Psychology from the University of California (Berkeley). He is currently CEO of Personnel Decisions Research Institutes and is Professor of Industrial-Organizational Psychology at the University of South Florida. He is a Fellow of the Society for Industrial and Organizational Psychology, and in 1994–95 served as President of the Society. He is currently editor of Human Performance. Finally, he was the recipient of the Society for Industrial and Organizational Psychology's Distinguished Scientific Contributions Award for 2003 and the M. Scott Myers Award for Applied Research in the Workplace for 2000, 2002, and 2004.
Inhaltsangabe
Contributors Preface Introduction I. Choosing a Consultant Career Path Fundamentals of Consulting 1. Overview of I/O Consulting 2. Preparing Yourself in Graduate School 3. Body of Knowledge for Consultants 4. Services Consultants Provide Consultant Perspectives 1. Managing Your Consulting Career —Mark J. Schmit 2. The Role of the Internal Consultant: How Internal Consultants Can Promote Successful Change —Jeff Schippman and Dee Newson 3. Public- and Private-Sector Consulting —Gary W. Carter 4. Consulting for Profit and Nonprofit Organizations —Gordon Curphy 5. I/O Consulting in the Department of Defense —Janice H. Laurence 6. Combining an Academic and Consulting Career —Sheldon Zedeck and Irwin L. Goldstein II. Starting and Promoting a Consulting Business Fundamentals of Consulting 1. Starting a Consulting Business 2. Defining Your Business and Developing a Company Identity 3. Marketing Your Consulting Services 4. Selling Your Consulting Services Consultant Perspectives 1. Consulting and the Entrepreneurial Mind-Set: Lessons Learned —Scott I. Tannenbaum 2. Working on Your Own Versus With a Larger Organization —Mitchell Lee Marks 3. Why Join a Consulting Firm When You Can Start Your Own? —Rick Jacobs and Janet Echemendia 4. The Role of Strategic Planning —A. Catherine Higgs and Ellen M. Papper 5. Points of Entry: Where to Target Your Consulting Efforts in Client Organizations —David B. Peterson 6. The Art and the Science of Consulting —Frank J. Landy III. Maintaining the Business Fundamentals of Consulting 1. Networking 2. Building and Maintaining Client Relationships 3. Recruiting and Selecting for Consulting Organizations 4. Career and Performance Management With Consultants Consultant Perspectives 1. Establishing Successful Client Relationships —Allan H. Church and Janine Waclawski 2. The Keys to Successful Project Management —P. Richard Jeanneret 3. Maintaining Your Edge as a Consultant and as an Organization —Vicki V. Vandaveer 4. Handling Ethical Matters —Deirdre J. Knapp 5. The Consultant as Mentor —Erich P. Prien and Kristen O. Prien 6. The Importance of Professional Affiliations and Service to the Professional Society —Nancy T. Tippins IV. Growing the Business Fundamentals of Consulting 1. Contemplating Growth 2. What Type of Growth is Right for Your Business? 3. What if You Don't Want to Grow? Keeping Things Small Consultant Perspectives 1. Protecting Intellectual Property —James C. Sharf 2. Going Global or Staying Local —Cristina G. Banks 3. Rules of Thumb for International Consultants —William H. Mobley 4. Changing to Consulting in Midcareer —Kenneth Pearlman 5. Establishing a University-Based Consulting Practice —Kurt Kraiger and Richard B. (Rick) Simpson 6. Trends in Business Consulting —Mark S. Teachout and David George Vequist IV V. Conclusion 1. Review and Final Thoughts References About the Editors
Contributors Preface Introduction I. Choosing a Consultant Career Path Fundamentals of Consulting 1. Overview of I/O Consulting 2. Preparing Yourself in Graduate School 3. Body of Knowledge for Consultants 4. Services Consultants Provide Consultant Perspectives 1. Managing Your Consulting Career —Mark J. Schmit 2. The Role of the Internal Consultant: How Internal Consultants Can Promote Successful Change —Jeff Schippman and Dee Newson 3. Public- and Private-Sector Consulting —Gary W. Carter 4. Consulting for Profit and Nonprofit Organizations —Gordon Curphy 5. I/O Consulting in the Department of Defense —Janice H. Laurence 6. Combining an Academic and Consulting Career —Sheldon Zedeck and Irwin L. Goldstein II. Starting and Promoting a Consulting Business Fundamentals of Consulting 1. Starting a Consulting Business 2. Defining Your Business and Developing a Company Identity 3. Marketing Your Consulting Services 4. Selling Your Consulting Services Consultant Perspectives 1. Consulting and the Entrepreneurial Mind-Set: Lessons Learned —Scott I. Tannenbaum 2. Working on Your Own Versus With a Larger Organization —Mitchell Lee Marks 3. Why Join a Consulting Firm When You Can Start Your Own? —Rick Jacobs and Janet Echemendia 4. The Role of Strategic Planning —A. Catherine Higgs and Ellen M. Papper 5. Points of Entry: Where to Target Your Consulting Efforts in Client Organizations —David B. Peterson 6. The Art and the Science of Consulting —Frank J. Landy III. Maintaining the Business Fundamentals of Consulting 1. Networking 2. Building and Maintaining Client Relationships 3. Recruiting and Selecting for Consulting Organizations 4. Career and Performance Management With Consultants Consultant Perspectives 1. Establishing Successful Client Relationships —Allan H. Church and Janine Waclawski 2. The Keys to Successful Project Management —P. Richard Jeanneret 3. Maintaining Your Edge as a Consultant and as an Organization —Vicki V. Vandaveer 4. Handling Ethical Matters —Deirdre J. Knapp 5. The Consultant as Mentor —Erich P. Prien and Kristen O. Prien 6. The Importance of Professional Affiliations and Service to the Professional Society —Nancy T. Tippins IV. Growing the Business Fundamentals of Consulting 1. Contemplating Growth 2. What Type of Growth is Right for Your Business? 3. What if You Don't Want to Grow? Keeping Things Small Consultant Perspectives 1. Protecting Intellectual Property —James C. Sharf 2. Going Global or Staying Local —Cristina G. Banks 3. Rules of Thumb for International Consultants —William H. Mobley 4. Changing to Consulting in Midcareer —Kenneth Pearlman 5. Establishing a University-Based Consulting Practice —Kurt Kraiger and Richard B. (Rick) Simpson 6. Trends in Business Consulting —Mark S. Teachout and David George Vequist IV V. Conclusion 1. Review and Final Thoughts References About the Editors
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