CitationDownload as .RIS
Emerald Group Publishing Limited
Copyright © 2000, MCB UP Limited
I have been using some external consultants to advise me on a manager development/culture change programme. I took advice for our friendly Human Resources department and, on that advice, interviewed three (sets of) possible consultants. One was rejected immediately since he (and it was a he) simply wanted me to take his "well-established" training programme with little thought as to whether it fitted my organisation. The others were much more flexible - and I went, in the end, for the one who was vaguest about the type of programme to be offered. This was because she (for she, she was) put forward a proposal which was in effect a diagnostic phase, and she stated, quite properly, that she could not offer a development/change programme until this was completed. She also suggested that she may not be the right person to conduct such a programme - depending, of course, on what it was. A refreshing, common-sense that appealed to my work study background (Record and Examine before Developing and Installing).