Archives for January 20th, 2000

FINDING A PROPERTY TO GET EASIER

Headlines, PublicNet: 20 January, 2000

An electronic map that will tell property managers in the public sector where there is vacant space has been demonstrated by the Government’s property adviser agency PACE. The map is designed to replace the current system where a telephone call to PACE triggers a manual search of the data records.The operational version of the electronic map will bring together the property details departments and agencies have provided to PACE, the Ordnance Survey map information and the National Land and Property Gazetteer Registry UPRN property reference. This will give departments the ability to update on line their core property details.

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CULTURAL BARRIER TO BETTER POLICY MAKING

Headlines, PublicNet: 20 January, 2000

An enquiry team from the Performance and Innovation Unit set out last year to discover how better microeconomic modelling could improve policy making. When departments returned questionnaires about policy priorities, use of data and models the team realised that the real issue they had to address was not techniques of analysis, but civil service culture.The review team found that rigorous analysis was often absent in developing policies. Neither Ministers nor senior civil servants regularly demanded analysis. At other levels, the policy makers did not know what analytical colleagues could offer. They also found that analytical skills were not valued and policy makers were not encouraged to develop them. The report to the Prime Minister ‘Adding it Up’ recommends a fundamental change in culture to place good analysis at the heart of policy making. It calls for leadership from Ministers and senior officials to make this a reality.

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THE LEARNING ORGANISATION 15 YEARS ON

Abstracts, PublicNet: 20 January, 2000

Garratt BThe Learning Organization, (UK), 1999 Vol 6 No 5

Start page: 202. No of pages: 5

Reviews the fifteen years since the publication of his book, ‘The Learning Organization’. Examines the extent to which the concepts of ‘organizational learning’ and the ‘learning organization’ have been taken up by organizations. Asks if the current interest in learning organizations reflects real change within organizations or faddism. Traces the concept of organizational learning back to the late 1940s, discussing how the theories surrounding organizational learning have developed and gained influence since then. Indicates the obstacles to the development of learning organizations, pointing out that the principles that underpin the idea of the learning organization can be very threatening for managers because of the stress on accountability, probity and transparency. Stresses that the process of becoming a learning organization is a collective and individual journey that can develop a capacity for continuous learning which will ultimately enrich the organization and its employees.

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