|
Case
| HBS Case Collection
|
1996
(Revised from original 1995 version)
Cambridge Consulting Group: Bob Anderson
by
John J. Gabarro and Jay W. Lorsch
|
Abstract
Describes the situation facing the head of a rapidly growing industry-focused group within a consulting company. Highlights the dilemmas of being a "producing manager" (i.e., a professional who has both individual production as well as management responsibilities). Issues raised include: delegation, developing subordinates, developing an agenda, and building an organization.
Keywords: Management;
Managerial Roles;
Agency Theory;
Consulting Industry;