Loading...
Management development: A case study of Liverpool City Council
Khan, Hussein
Khan, Hussein
Citations
Altmetric:
Advisors
Editors
Other Contributors
Affiliation
EPub Date
Publication Date
2007-05
Submitted Date
Collections
Files
Loading...
dissertation
Adobe PDF, 7.16 MB
Other Titles
Abstract
Following a change in political and organisational leadership in 1999 Liverpool City Council has undergone a myriad of changes in order to improve service delivery and whilst reducing costs and bureaucracy. A key factor to achieving these aims was the
recognition that for many years there had been a lack of investment in management development within the council and that service improvements were dependant on the skills and knowledge of managers at all levels and staff throughout the organisation.
As part of a strategy known as the Liverpool Way the council aimed to achieve its 'Vision and Values' objectives by radically changing the culture and the behaviours of its employees through education, and to create a learning environment through which service improvements would continue to grow.
Key to this strategy has been the development of front line managers through the Leadership Academy, middle managers through the Diploma in Management Studies (DMS) and senior managers through the Masters in Business Management (MBA) programme.
This study determines through a mixed phenomenological/positivist approach, uses epistemology, qualitative and quantitative research to identify whether the development programmes are having a greater effect than other contributing factors on influencing managers performance and attitudes whilst testing the data against established theory. The study illustrates the investigation and analysis of the data, discusses the findings and uses the results as a basis to identify possible recommendations for the future.
Citation
Publisher
University of Chester
Journal
Research Unit
DOI
PubMed ID
PubMed Central ID
Type
Thesis or dissertation
Language
en