Access the full text.
Sign up today, get DeepDyve free for 14 days.
Discusses one Councils introduction of an innovative compulsorycompetitive tendering scheme. Goes on to show that with selfassessmentexercises, in addition to reorganization of all the various membersdepartments, even the biggest local authority can make majorimprovements in its managerial training and operational arrangements.Explains the various personnel training methods and looks at thetraining programmes design and development which involved KPMG PeatMarwick and the Birmingham City Council, which has one million customersunder its umbrella. Shows how both parties can gain from theclientconsultant relationship and concludes that the 200 managers whohave been through the programmes have rated highly the experience, whichinvolved new ideas and methods.
International Journal of Public Sector Management – Emerald Publishing
Published: Jan 1, 1992
Read and print from thousands of top scholarly journals.
Already have an account? Log in
Bookmark this article. You can see your Bookmarks on your DeepDyve Library.
To save an article, log in first, or sign up for a DeepDyve account if you don’t already have one.
Copy and paste the desired citation format or use the link below to download a file formatted for EndNote
Access the full text.
Sign up today, get DeepDyve free for 14 days.
All DeepDyve websites use cookies to improve your online experience. They were placed on your computer when you launched this website. You can change your cookie settings through your browser.