Former des managers pour la modernisation du service public, le rôle du management development
By: RICHARDS, Sue
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ArticlePublisher: Paris : IIAP, juil./sept. 1989Revue Française D'Administration Publique 51, p. 57-62Abstract: The eighties saw the development of certain dominant models of management where the emphasis was on tightening up control system and forcing through cost reduction programmes. Public management for the 1990's needs to go beyond the mechnistic model of "management by direction" and develop "management by design" as the dominant learning model. Designing the circumstances under which personal initiative and talent can flourish to produce a high level of performance, is the challenge now facing public management. Taking personal responsability for the performance of the organisation raises a number of problematic issues such as leadership, cultural change legitimacy of the pro-active public manager, and the significance of experiential learning in transformation management development
The eighties saw the development of certain dominant models of management where the emphasis was on tightening up control system and forcing through cost reduction programmes. Public management for the 1990's needs to go beyond the mechnistic model of "management by direction" and develop "management by design" as the dominant learning model. Designing the circumstances under which personal initiative and talent can flourish to produce a high level of performance, is the challenge now facing public management. Taking personal responsability for the performance of the organisation raises a number of problematic issues such as leadership, cultural change legitimacy of the pro-active public manager, and the significance of experiential learning in transformation management development
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