Management development and transformation in the Guernsey public sector

Management development and transformation in the Guernsey public sector Describes a process of management learning and development involving over 100 senior public sector managers in the States of Guernsey and covering a period of six years. Details the programme’s content and action learning approach which had much in common with many other management development processes. However, highlights the fact that it involved the whole spectrum of public sector activity (from policy making, service purchasing and service providing to utilities trading) and that more than 20 chief executives and their senior management teams participated in the process, which makes it somewhat unusual. Reports that, in the wake of the programme, a fundamental shift in the “doing of management” would appear to have taken place, involving a willingness to share resources, to break out of silos and to experiment across previously well‐defended boundaries; and notes that it has also generated a healthy appetite for further learning. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Industrial and Commercial Training Emerald Publishing

Management development and transformation in the Guernsey public sector

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Publisher
Emerald Publishing
Copyright
Copyright © 1996 MCB UP Ltd. All rights reserved.
ISSN
0019-7858
DOI
10.1108/00197859610115449
Publisher site
See Article on Publisher Site

Abstract

Describes a process of management learning and development involving over 100 senior public sector managers in the States of Guernsey and covering a period of six years. Details the programme’s content and action learning approach which had much in common with many other management development processes. However, highlights the fact that it involved the whole spectrum of public sector activity (from policy making, service purchasing and service providing to utilities trading) and that more than 20 chief executives and their senior management teams participated in the process, which makes it somewhat unusual. Reports that, in the wake of the programme, a fundamental shift in the “doing of management” would appear to have taken place, involving a willingness to share resources, to break out of silos and to experiment across previously well‐defended boundaries; and notes that it has also generated a healthy appetite for further learning.

Journal

Industrial and Commercial TrainingEmerald Publishing

Published: Jun 1, 1996

Keywords: Action learning; Co‐operation; Guernsey; Management development; Organizational change; Project management

References

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