MINISTÈRE DE L’ENSEIGNEMENT SUPÉRIEUR ET

DE LA RECHERCHE SCIENTIFIQUE
ECOLE SUPÉRIEURE DE MANAGEMENT TLEMCEN

MODULE: ANGLAIS

Management consulting
PREPARED BY :

OUYABA HAMMOU
TABET AOUL BENALI
YEBKA MOUNIR
SOLLAH OMAR
 DEFINITIO
N

Management consulting is the

practice of helping organizations to
improve their performance.
Organizations may draw upon the
services of management consultants
 for a number of reasons, including
gaining external (and presumably
objective) advice and access to the
consultants' specialized expertise
HISTORY
Management consulting grew with the rise
of management, as a unique field of
study. One of the first management
consulting firms was Arthur D. Little ,
founded in 1886 as a partnership, and
later incorporated in 1909. Though Arthur
D. Little later became a general
management consultancy, it originally
specialized in technical research.
FUNCTION

The functions of consulting services are commonly broken down into

eight task categories. Consultants can function as bridges for
information and knowledge, and that external consultants can provide
these bridging services more economically than client firms
themselves. Consultants can be engaged proactively, without
significant external enforcement, and reactively, with external
pressure. Proactive consultant engagement is engaged mainly with aim
to find hidden weak spots and improve performance, while the reactive
consultant engagement is mostly aimed at solving problems identified
by external stakeholders.
 CRITICISM

• Management consultants are sometimes

criticized for the overuse of buzzwords,
reliance on and propagation of 
management fads
• Consultants are usually engaged too late
• More disreputable consulting firms are
sometimes accused of delivering empty
promises
THANKS FOR YOUR
ATTENTION