Abstracts: February 26th, 1999

Seifert R, Tegg V
Journal of Management Development, (UK), 1998 Vol 17 No 9
Start page: 686. No of pages: 13

Studies the approach taken to management development in the British and Irish civil services, placing this in the context of the changes being made to the civil service in both countries. Assesses how management development is being used to support the ‘new public management’. Surveys middle managers in both the UK and Irish civil service about their knowledge of organizational policy on management development and their experience of how management development is linked to performance. Presents the findings of the survey, concluding that these indicate that there is a gap between policies and practice in the area of management development; that line managers have engaged in the process of setting objectives for the managers they are responsible for, but have failed to evaluate achievements in relation to these objectives; that the middle managers lack confidence in the strategic initiatives taking place within the civil services and that this may be due to the lack of time they are given to consider their own management development needs; and that middle managers appear to value management development more than their line managers. Outlines areas of further research.

Subject(s): MANAGEMENT DEVELOPMENT, CIVIL SERVICE, ORGANIZATIONAL CHANGE, PUBLIC SECTOR, PERFORMANCE MANAGEMENT, LINE MANAGEMENT, UNITED KINGDOM, IRELAND
Database: PTA: Personnel & Training Abstracts
Style: Survey, Theoretical with application in practice. Reference: 28AA147.

Reproduced by permission of Anbar Management Intelligence
http://www.anbar.co.uk/management/home.htm