Discusses one Council′s introduction of an innovative compulsory competitive tendering scheme. Goes on to show that with self‐assessment exercises, in addition to reorganization of all the various members′ departments, even the biggest local authority can make major improvements in its managerial training and operational arrangements. Explains the various personnel training methods and looks at the training programme′s design and development which involved KPMG Peat Marwick and the Birmingham City Council, which has one million customers under its umbrella. Shows how both parties can gain from the client/consultant relationship and concludes that the 200 managers who have been through the programmes have rated highly the experience, which involved new ideas and methods.
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