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ed workforces that seek to preserve efficiency and flexibility. These are specialty spheres that can be addressed by consultancy firms, are commoditised and are open to comparatively short-term intercession (Westrup & Knight, 2009, p7).

Organisations are likely to see sustained cycles of novel and technological 'solutions' that result in re-evaluation and ultimate substitution of existing processes by a sequence of solutions. Management consultant induced changes can become common as well as disruptive of other forms of organisational know-how. Organisations that desist from many consultant-mediated and technologically driven changes and instead muddle through and settle for bricolage may possibly end up being very successful (Westrup & Knight, 2009, p7).

It is seen that much of the increase in state spending on account of management consultancy services has been misdirected and wasteful. It is also observed that a large proportion of the state's expenditure on management consultancy services in Britain has happened during periods of recession. Such spending on consultancy services is likened by some to traditional expenditure on public works, which was in the past done to uphold levels of employment and economic activity (De Burgundy, 1998, p204).

Many organisations have learnt to their disappointment that engagement of external management consultants or even the adoption of an approach bordering on consultancy methodologies with employees has not proven to be a remedy for all organisational problems and issues, especially with regard to making of decisions (Lancaster, 2005, p41).

The advantages of fresh perspectives and lack of vested interests that arise from engagement of consultants is often offset by their lack of familiarity with client organisations. Consultants must therefore initially go through learning processes before they are able to render effective research and consultancy services. Such learning invariably stretches the time frame of consultancy projects, delays decision making and frequently results in becoming major sources of irritation for client organisations, which require issues to be resolved with swiftness (Lancaster, 2005, p41).

External consultants rarely have real responsibility for results. Indeed, in many instances their responsibilities cease with the making of recommendations to client organisations and post-recommendation follow-up and implementation becomes the responsibility of client organisations. It is thus often argued that external consultants manage to stay away from any responsibility for the success or failure of the recommended courses of action (Lancaster, 2005, p41).

The introduction of external consultants into an organisation can occasionally turn into a major cause of resentment amongst existing personnel. Such resentment is sometimes caused by inferences that internal teams are incapable in many respects, with the introduction of consultants being viewed as an affront to present members of the management team. Such resentment occasionally occurs out of apprehensions that consultants might recommend disciplinary action or job cuts. Such organisational resistance sometimes works against satisfactory outcomes of management consultancy and results in flawed decision-making (Lancaster, 2005, p 43).

The high outlays required for engagement of consultancy firms also needs to be cons