• Management development: A case study of Liverpool City Council

      Khan, Hussein (University of ChesterLiverpool City Council, 2007-05)
      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.