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管理顾问及组织决策的影响

本论文的目的是讨论管理顾问在客户组织决策中的作用。

Canback（1998，p 4）认为管理咨询是一种顾问服务，由受过培训和有资格的专家，帮助客户和组织独立、客观地对管理问题进行识别、分析和帮助。当顾客需要他们的时候，他们就提供解决问题的方案 (Canback, 1998, p4)。另一种受欢迎的管理方式认为，顾问是指，一个人借用了你的手表来告诉你时间，为个人或组织提供一个不同的视角。

管理咨询已跨越了第二十个世纪的历程，成为经济环境中的一个不可或缺的部分。最近的市场调查显示，约有百分之九十二的受访管理咨询客户对咨询工作的质量表示满意，百分之八十九的委任顾问被认为具有高层次的专业知识。研究人员发现，管理顾问的工作对许多公共和私营部门的客户组织都有好处，以不确定的方式帮助英国经济（MCA，2008，P2）。

Management Consultants and influencing of organisational decisions

The objective of this short study is to discuss the role of management consultants in influencing of decision-making in their client organisations.

Canback (1998, p 4) perceives management consulting to be an advisory service that is contracted by and thereafter provided to organisations by trained and qualified experts who help client organisations with independence and objectivity to identify and analyse management problems, recommend solutions to such problems, and assisted, when called upon to do so, in implementation of solutions (Canback, 1998, p4). Another popular management saying that describes a consultant as a person who borrows your watch to tell you the time provides a tellingly different perspective of such individuals and organisations.

Management consulting has over the course of the 20th century become an integral part of the economic environment of the western economies.Recent market surveys reveal that approximately 92 percent of surveyed management consulting clients were favourably impressed by the quality of consultancy work and 89 percent of appointed consultants were felt by users to possess high levels of knowledge and expertise. The work of management consultants, researchers found, benefits many public and private sector client organisations and helps the British economy in no uncertain manner (MCA, 2008, p2).

Management consultants are well positioned to offer valuable advice and support to business firms to overcome their various challenges and difficulties in the current environment of global economic volatility and insecurity. They can also help in the realisation of organisational changes and in the transfer of important skills to their clients. Such advice and support can help organisations to cope with difficult contemporary challenges and prepare for the future (MCA, 2008, p2).

Their role in organisational decision making however frequently attracts debate and discussion. Wickham (1999, p230) states that 'it is the consultant's responsibility to facilitate client decision-making, not change the decisions the client would have made anyway'. This study attempts to understand the role of management consultants in organisational decision-making processes in light of this statement and assesses their possible role in such activity.

Role of Management Consultants
The growth of large industrial organisations in the United States at the turn of the nineteenth century generated a market for professional firms of lawyers, engineers and accountants that offered independent corporate guidance. These experts were often engaged by merchant bankers, who then coordinated a broad array of services that were similar in some ways to contemporary management consulting services (McKenna, 1995,本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。