Towards pluralism and partnership in management development in local government

Local Government Studies

Volumn 22, Issue 1, 1996, Pages 59-77

  Sanderson, Ian ^a   Foreman, Anne ^a  

^a LEEDS METROPOLITAN UNIVERSITY   (United Kingdom)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 9944249238     PISSN: 03003930     EISSN: None     Source Type: Journal    
DOI: 10.1080/03003939608433808     Document Type: Article

References (57)

1. C. Pollitt, Managerialism and the Public Services (2nd edn, Oxford: Blackwell, 1993).
2. D. Walker, Political Management in Local Authorities: A Discussion Paper (London: Public Management Foundation, 1991), p.7.
3. G. Stoker, New Management Trends (Luton: Local Government Management Board, 1989).
4. LGMB, Managing Tomorrow: Panel of Inquiry Report (Luton: Local Government Management Board, 1993), p.3.
5. I. Sanderson and A. Foreman, Management Development Needs in Local Government (Leeds: Policy Research Unit, 1993).
6. D. King, The New Right (London: Macmillan, 1987).
7. Pollitt, op. cit.
8. Ibid., p.49.
9. Ibid., chs. 2 and 7; D. Farnham and S. Horton, 'Managing Private and Public Organisations', in D. Farnham and S. Horton (eds.), Managing the New Public Services (London: Macmillan, 1993), p.47.
10. Ibid., chs. 2 and 7; D. Farnham and S. Horton, 'Managing Private and Public Organisations', in D. Farnham and S. Horton (eds.), Managing the New Public Services (London: Macmillan, 1993), p.47.
11. J. Stewart, Understanding the Management of Local Government (Harlow: Longman, 1988).
12. HMSO, The Citizen's Charter, First Report: 1992 (Cm 2101, London: HMSO, 1992), p.2.
13. Audit Commission, Paying the Piper: People, Pay and Management in Local Government; and Calling the Tune: Performance Management in Local Government (London: HMSO, 1995).
14. D.J. Storey and P. Westhead, Management Training and Small Firm Performance (SME Centre Working Paper No 18, Small and Medium Enterprise Centre, University of Warwick, 1994); see also S. Lees, 'Ten Faces of Management Development', Management Education and Development, Vol.23, Pt.2 (1992), pp.89-105.
15. D.J. Storey and P. Westhead, Management Training and Small Firm Performance (SME Centre Working Paper No 18, Small and Medium Enterprise Centre, University of Warwick, 1994); see also S. Lees, 'Ten Faces of Management Development', Management Education and Development, Vol.23, Pt.2 (1992), pp.89-105.
16. See J. Stewart and S. Ranson, 'Management in the Public Domain', Public Money and Management, Vol.8, No.2 (1988), pp.13-19; D. Farnham and S. Horton, 'Managing Private and Public Organisations', in D. Farnham and S. Horton (eds.), Managing the New Public Services (London: Macmillan, 1993), pp.27-52: Pollitt, op. cit., ch.6.
17. See J. Stewart and S. Ranson, 'Management in the Public Domain', Public Money and Management, Vol.8, No.2 (1988), pp.13-19; D. Farnham and S. Horton, 'Managing Private and Public Organisations', in D. Farnham and S. Horton (eds.), Managing the New Public Services (London: Macmillan, 1993), pp.27-52: Pollitt, op. cit., ch.6.
18. See J. Stewart and S. Ranson, 'Management in the Public Domain', Public Money and Management, Vol.8, No.2 (1988), pp.13-19; D. Farnham and S. Horton, 'Managing Private and Public Organisations', in D. Farnham and S. Horton (eds.), Managing the New Public Services (London: Macmillan, 1993), pp.27-52: Pollitt, op. cit., ch.6.
19. Table adapted from Stewart and Ranson, op. Cit., p.15; and J. Harrow and L. Willcocks, 'Public Services Management: Activities, Initiatives and Limits to Learning', Journal of Management Studies, Vol.27, Pt.3 (1990), pp.281-304.
20. Table adapted from Stewart and Ranson, op. Cit., p.15; and J. Harrow and L. Willcocks, 'Public Services Management: Activities, Initiatives and Limits to Learning', Journal of Management Studies, Vol.27, Pt.3 (1990), pp.281-304.
21. Pollitt, op. cit., p.144.
22. LGMB. op. cit.
23. See, for example, S. Leach et al., Challenge and Change: Characteristics of Good Management in Local Government (Luton: Local Government Management Board, 1993).
24. M. Clarke and J. Stewart, General Management in Local Government: Getting the Balance Right (Harlow: Longman, 1990).
25. Local Government Management Board, Fitness for Purpose: Shaping New Patterns of Organisation and Management (Luton: LGMB, 1993).
26. J. Constable and R. McCormick, The Making of British Managers (London: Confederation of British Industry and British Institute of Management, 1987); C. Handy, The Making of Managers (London: National Economic Development Office, 1987); I.L. Mangham and M.S. Silver, Management Training: Context and Practice (London: Economic and Social Research Council, 1986).
27. J. Constable and R. McCormick, The Making of British Managers (London: Confederation of British Industry and British Institute of Management, 1987); C. Handy, The Making of Managers (London: National Economic Development Office, 1987); I.L. Mangham and M.S. Silver, Management Training: Context and Practice (London: Economic and Social Research Council, 1986).
28. J. Constable and R. McCormick, The Making of British Managers (London: Confederation of British Industry and British Institute of Management, 1987); C. Handy, The Making of Managers (London: National Economic Development Office, 1987); I.L. Mangham and M.S. Silver, Management Training: Context and Practice (London: Economic and Social Research Council, 1986).
29. HMSO, Competitiveness: Helping Business To Win (Cm 2563, London: HMSO, 1994), para.6.13.
30. Local Government Chronicle, 4 March 1994.
31. LGMB, 'LGMB Draft Policy Statement', Managing Competences (Luton: Local Government Management Board, Spring 1992).
32. LGMB, Managing Tomorrow, pp.14-15.
33. Employment Department, Applying the Management Standards Within Organisations (Research and Development Report No 8, Methods Strategy Unit. Sheffield, 1992).
34. B.R. Baker, 'The MCI Management Competencies and APL: The Way Forward for Management Education, Training and Development', Journal of European Industrial Training, Vol.15, No.9 (1991), pp.17-26.
35. P.A. Iles, 'Achieving Strategic Coherence in HRD Through Competence-Based Management and Organization Development', Personnel Review, Vol.22, No.6 (1993), pp.63-80.
36. L. Holmes and P. Joyce, 'Rescuing the Useful Concept of Managerial Competence: From Outcomes back to Process', Personnel Review, Vol.22, No.6 (1993), pp.37-52.
37. J.G. Burgoyne, 'The Competence Movement: Issues, Stakeholders and Prospects', Personnel Review, Vol.22, No.6 (1993), pp.6-13.
38. Ibid.; Holmes and Joyce, op. cit.
39. Ibid.; Holmes and Joyce, op. cit.
40. Baker, op. cit., p. 18.
41. Holmes and Joyce, op. cit.; Iles, op. cit.; Baker, op. cit.
42. Holmes and Joyce, op. cit.; Iles, op. cit.; Baker, op. cit.
43. Holmes and Joyce, op. cit.; Iles, op. cit.; Baker, op. cit.
44. Harrow and Willcocks, op. cit., p. 19.
45. Baker, op. cit., p.19.
46. Burgoyne, op. cit.; Holmes and Joyce, op. cit.; I. Henderson, 'Action Learning: A Missing Link in Management Development?', Personnel Review, Vol.22, No.6 (1993), pp. 14-24; R. Thorpe, 'Alternative Theory of Management Education', Journal of European Industrial Training, Vol.14, No.2 (1990), pp.3-15.
47. Burgoyne, op. cit.; Holmes and Joyce, op. cit.; I. Henderson, 'Action Learning: A Missing Link in Management Development?', Personnel Review, Vol.22, No.6 (1993), pp. 14-24; R. Thorpe, 'Alternative Theory of Management Education', Journal of European Industrial Training, Vol.14, No.2 (1990), pp.3-15.
48. Burgoyne, op. cit.; Holmes and Joyce, op. cit.; I. Henderson, 'Action Learning: A Missing Link in Management Development?', Personnel Review, Vol.22, No.6 (1993), pp. 14-24; R. Thorpe, 'Alternative Theory of Management Education', Journal of European Industrial Training, Vol.14, No.2 (1990), pp.3-15.
49. Burgoyne, op. cit.; Holmes and Joyce, op. cit.; I. Henderson, 'Action Learning: A Missing Link in Management Development?', Personnel Review, Vol.22, No.6 (1993), pp. 14-24; R. Thorpe, 'Alternative Theory of Management Education', Journal of European Industrial Training, Vol.14, No.2 (1990), pp.3-15.
50. R.E. Boyatzis, 'Building Competence: The Effective Use of Managerial Talent', in G. Salaman et al. (eds.), Human Resource Strategies (London: Sage, 1992), p.271.
51. Thorpe, op. cit.; H. McLaughlin and R. Thorpe, 'Action Learning: A Paradigm in Emergence', British Journal of Management, Vol.4 (1993), pp.19-27; Henderson, op. cit.
52. Thorpe, op. cit.; H. McLaughlin and R. Thorpe, 'Action Learning: A Paradigm in Emergence', British Journal of Management, Vol.4 (1993), pp.19-27; Henderson, op. cit.
53. Thorpe, op. cit.; H. McLaughlin and R. Thorpe, 'Action Learning: A Paradigm in Emergence', British Journal of Management, Vol.4 (1993), pp.19-27; Henderson, op. cit.
54. M. Pedler et al., The Learning Company: A Strategy for Sustainable Development (London: McGraw-Hill, 1991).
55. Cf. Holmes and Joyce, op. cit.
56. T. Conway and S. Willcocks, 'A Local Authority Management Development Programme: Some Practical Considerations', Local Government Studies, Vol.19, No.1 (1993), pp.28-36.
57. Bradford City Council, Developing Supervisors and Managers (Bradford: Directorate of Community and Environmental Services, 1991).