ABSTRACT
There are primarily three job roles in the enterprise, those of: management, consultant and support staff. This chapter explores the subjective experiences of employees in these roles. The role of management was experienced as painful in the new environment. Into the role of management was projected responsibilities for holding people together. The role of consultant was seen more often as a leader to the client, or of managing the relationship, and less as the helping relationship more commonly associated with consultancy. A successful consultant forms strong relationships with the client. Support staff were always in the office, assigned to specific groups of people or organization-wide functions. Generally, support staff were classed as members of the "enabling staff" function. No one in the role of administrative support had been known to take up a consulting position in the firm. It might be because administrative staff held a noncompetitive role in the organization.
