. Describe the situation in his head made by a booming industry on a consulting group. Highlights the dilemmas of being a “unit production” (ie, a professional who has both individual production and management responsibilities).
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The issues raised are: delegation, developing subordinates, developing an agenda, and building an organization. Lorsch, John J. Gabarro Source: Harvard Business School 5 pages.
Release Date: October 18, 1995. Prod #: 496023-PDF-ENG Cambridge Consulting Group: Bob Anderson Case Solution.
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Describes the situation of the head of a fast-growing industry-focused group within a consultancy. Highlights the dilemmas that a “producing manager” (ie, a professional who is both individual production and managerial responsibilities has). The questions raised are: delegation, developing subordinates, developing an agenda and building an organization. Describes the situation of the head of a fast-growing industry-focused group within a consultancy. Highlights the dilemmas that a “producing manager” (ie, a professional who is both individual production and managerial responsibilities has).
The questions raised are. Delegation, developing subordinates, developing an agenda and build an organization «Hide from Jay W. Lorsch, John J. Gabarro Source: Harvard Business School 5 pages.
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Publication Date: Oct 18, 1995. Prod #: 496023-PDF-ENG Cambridge Consulting Group: Bob Anderson HBR case solution.