Abstract
There are a number of ways in which public sector organizations can differ from business organizations — for example performance critieria, accountability relationships and the training of officers may be very different in the public sector. Hence it may be anticipated that the approaches adopted towards management development may also be different. In this chapter we are going to concentrate on one major area of the public sector — local government. The chapter covers the changing role of local government Officers in the UK, the current philosophies about management development and the issues that these raise for the wider debate. These are illustrated by a case study from a typical local authority organization. (The main part of this chapter was contributed by Mark Sheldrake.)
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
Preview
Unable to display preview. Download preview PDF.
Copyright information
© 1979 David Ashton and Mark Easterby-Smith
About this chapter
Cite this chapter
Ashton, D., Easterby-Smith, M. (1979). Management Development in the Public Sector. In: Management Development in the Organization. Palgrave Macmillan, London. https://doi.org/10.1007/978-1-349-03272-3_3
Download citation
DOI: https://doi.org/10.1007/978-1-349-03272-3_3
Publisher Name: Palgrave Macmillan, London
Print ISBN: 978-1-349-03274-7
Online ISBN: 978-1-349-03272-3
eBook Packages: Palgrave Business & Management CollectionBusiness and Management (R0)