Smith K D, Taylor W G KThe Learning Organization, (UK), 2000 Vol 7 No 4
Start page: 194. No of pages: 12
Reports the proposition, made in recent UK government documents on the public services, that the Civil Service (and other public services) should become learning organizations. Reviews the literature on the learning organization ideal in the public sector and finds a number of constraints identified within it, particularly the role of public accountability. Draws up a conceptual model for the learning organization ideal which identifies the main elements – top management behaviour, relationship with external environment, conductive structures, fitness of work processes, managers’ roles, information use, and learning climate. Uses this to assess how far the learning organization ideal has been applied to the Civil Service. Studies four Civil Service departments and agencies and compares the extent to which their cultures and structures support the learning organization ideal or inhibit it. Within the research, assesses the impact of Investors in People, the UK training standard, in supporting the development of learning organizations within the Civil Service but finds no link.
Subject(s): LEARNING ORGANIZATIONS, CIVIL SERVICE, PUBLIC SECTOR, BARRIERS, ACCOUNTABILITY, CORPORATE CULTURE, ORGANIZATIONAL STRUCTURE, UNITED KINGDOM, INVESTORS IN PEOPLE
Style: Theoretical with application in practice
ISSN: 0969-6474. Reference: 29AT645
Reproduced by permission of Anbar Management Intelligence http://www.anbar.co.uk/management/home.htm