000			01571naa a2200241uu 4500
001			9728
003			OSt
005			20190211154821.0
008			030102s2005 xx ||||gr |0|| 0 eng d
245	1	0	_aFire-fighters respond to modern management development
260			_c2002
520	3		_aThis review is based upon "Improving the quality of non-emergency leadership: a case study" by Childs (2002). The article demonstrates that fire-fighting organizations face increasing pressure to develop new capabilities. In the midst of multiple changes, individual organizations need to develop strategic plans that enable them not only to change the organization, but also to develop the capabilities of their personnel. Concentrating onthe example of one large Australian fire-fighting organization, the article shows how is attempts to develop new educational practices build on previous cultural pracitces, while also encouraging aspiring middle managers to respond to emerging corporate goals. The article contains plenty to interest human-resource specialists in the public sector, who seek to change a deeply ingrained culture through education and training
650		4	_aFire Services _919209
650		4	_aEmergency Services _919210
650		4	_aEmployee Development _917741
650		4	_aCareer Development _917774
650		4	_aJob Promotion _919211
650		4	_aTraining Techniques _917754
773	0	8	_tHuman Resource Management International Digest _g10, 6, p. 30-31 _d, 2002 _w
942			_cS
998			_a20030102 _bLucima _cLucimara
998			_a20060530 _b1718^b _cQuiteria
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c9867 _d9867
041			_aeng