Evaluates a competence‐based management development programme for a public sector client. Utilizes qualitative methodology to gather data about the impact of the programme on participants′ behaviour and skills. The focus is a large city council, and the participants are from a varied occupational background, e.g. careers, environmental health, social work. Concludes that while behavioural changes are evident, there is also continued merit in the more traditional academic aspects of development.
Willcocks, S. and Conway, T. (1995), "A local authority management development programme: behavioural versus cognitive development?", Executive Development, Vol. 8 No. 7, pp. 21-25. https://doi.org/10.1108/09533239510099110Download as .RIS
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