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ijcrb.webs.com INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS JUNE 2011 VOL 3, NO 2 References Abdul Malek. & K, Kanji (2000). TQM in Malaysian Higher Education institutions higher education institutions, Sheffield Hallam University Press. Armastrong, R. A. (1991) Total Quality Management, London: Chapman Hall. Chadwich, P. (1995) Total Quality Management at South Bank, Quality Assurance in Education, Vol. 3 , No . 1, pp. 47 - 59. Harrington, D. & Barker, W. (2002) Quality management in Irish healthcare, International Journal of Healthcare Quality Assurance, Vol. 2, No. 6 , pp . 23 - 4 - 244. Jung-Ying, Y. (2003) Implementing a sustainable TQM system: employee focus, The TQM Magazine, Vol. 15, No. 4, pp. 257 - 265. Karia, N.; Hasimi, M. & Assari, A. H. ( 2006 ) The effects of Total Quality Management practices on employees work - related attitudes , Journal Managing Service Quality , Vol. 18, No. 1, pp. 30 - 43. Keng-Boon, O.; Arumugam, V. & Teo Seng, H. (2005) Does soft TQM predict employees attitudes, The TQM Magazine, Vol. 17, No. 3 , pp . 279 - 289. Keng- Boon, O.; Bakar, N; Arumugam, V. & Vellapan, L. (2007) Does TQM in influence employee job satisfaction? An empirical case analysis. International Journal of Quality & Reliability Management, Vol.24, No. 1, pp. 62 - 77. Sommer, Steven, M. and Merritt, Deryl, E. (1994), “The impact of a TQM intervention on workplace attitudes in a Health-care organization”, Journal of Organizational Change Management, Vol. 7, No. 2, pp. 53-62. Peter B, Petersen (1999) Total Quality Management and Deming approach to quality management. Journal of management history Vol. 5, No. 8, P. P 468 – 480. Ramona, K, M & E, Victor (1997). A Comprehensive model for implementing Total Quality Management in higher education. Benchmarking for quality management technology. Vol. 4, No, 2. Ross, J. E (1999). Total Quality Management Text. Cases and Readings, Delyay Beach, F L: Luce Press. Sallies, E (1996). Total Quality Management in education. London: Kogan Page. COPY RIGHT © 2011 Institute of Interdisciplinary Business Research 192
ijcrb.webs.com INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS JUNE 2011 VOL 3, NO 2 Academics in the real world: Likes and dislikes Dr. Ali Shirazi Ferdowsi University of Mashhad, Mashhad, Iran Director of Center for Management & Market Studies A brief autobiography of the author Dr. Shirazi is an assistant professor and director of the Center for Management and Market Studies at Ferdowsi University of Mashhad, Iran. He has authored several books and articles and directed a number of major research projects in Iran and abroad. His research interests include organizational development, organizational culture and management transformation and education. Abstract A combination of economic and trade liberalization, technological advancement and globalization have significantly increased the complexity and uncertainty of managing organizations. Hence, many managers have sought the services of knowledgeable consultants to help them solve their organizational and managerial problems. Given the increasing role of consultancy industry in business transformation and improvement and the skills required to identify and retain the services of effective consultants, it is essential to understand the expectations and concerns of the industry key players. This <strong>paper</strong> aims to identify key factors that affect the satisfaction of Ferdowsi University of Mashhad academic and research staff when providing consultancy services to the outside organizations. An exploratory search revealed the importance of four groups of satisfaction factors, namely personal, political-social, clientconsultant relations and project management. A questionnaire was designed, pilot-tested and distributed among the target group. The results revealed that while university staffs are satisfied with the personal factors, they are dissatisfied with the political-social factors when consulting client organizations. The findings are discussed and suggestions are made to overcome conflicts in consulting jobs. Keywords: Consultancy, Consultant, client, satisfaction, motivators Introduction Drucker (1991) in highlighting the critical role of managers argue that managers are the most important factor in success or failure of societies and since we live in an information era, success is directly related to utilize the new knowledge and the most knowledgeable. However, as Forbs magazine (1995) estimates, an unprecedented advancement of knowledge over the last quarter of century has resulted in doubling of human knowledge every 18 months. In one hand, information, as the key managerial tool for decision-making is now readily and easily available to everyone, on the other, the volume and diversity of data and data sources and consequently diversity of specializations, are increased so fast and quickly that decision-making has become difficult and hazardous. Thus, managers faced with such uncertainty and competitive forces that see no other choices but to rely on the services of experts, particularly academic consultants, and this has caused the emergence of a new industry called consulting industry. This industry has experienced an astonishing growth in recent decades to the extent that management consulting COPY RIGHT © 2011 Institute of Interdisciplinary Business Research 193
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