Developing local government managers ‐ sourcing development requirements: competence versus change process frameworks

Abstract

Reports on the introduction and implementation of a corporate management development strategy for a local council, which intended to become more customer‐centred and less employment‐centred, more financially and commercially efficient and less bureaucratic in its internal processes. Analyses the development needs of managers facing change in a local authority. Draws some conclusions about competence versus change process frameworks as models for sourcing development requirements.

Citation

Smith, A. (1996), "Developing local government managers ‐ sourcing development requirements: competence versus change process frameworks", Career Development International, Vol. 1 No. 1, pp. 35-39. https://doi.org/10.1108/13620439610111417