Making Local Authority managers more businesslike

Abstract

Describes the process of change at Birmingham City Council to cope with new legislation including compulsory competitive tendering. Achieving the strategic objectives of the City Council needed key elements of education, training and development for all employees and Members. Describes the design and development of the training programmes and considers the client/consultant relationship. Concludes that a key lesson is of the joint involvement in developing not only participant skills and knowledge but the training skills of the client.

Citation

Alexander, Z. and McEwen, N. (1991), "Making Local Authority managers more businesslike", Executive Development, Vol. 4 No. 1. https://doi.org/10.1108/EUM0000000003834