Bamber, Greg, and Leggett, Chris (1976) Management development in industrial relations: reflections on the Civil Service College. Industrial Training International, 11 (10). pp. 286-288.

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Abstract

Traditionally, training in administrative skills for British public servants has received little attention in the face of a 'cult of the gifted amateur'. The attention paid to selection of an elite of 'born administrators', has until comparatively recently, prevented the emergence of a specialised administrative college with the sophistication of the Ecole Polytechnique which trains senior bureaucrats in France. Not until the Fulton Committee [1] reported in 1968, was the development of a more professional public service seriously envisaged. The Fulton Committee suggested that British public servants should increasingly receive job-relevant training. This article below examines selected aspects of the work of the Civil Service College (CSC). It assesses whether recent criticisms of the CSC are justified, analyses its potential and finds out what we can learn from the CSC's achievements so far. [2] Since this article was written, the Edinburgh Centre has been suggested as a candidate for the axe under the Government's spending cuts. This suggestion has been resisted and Greg Bamber and Chris Leggett argue that it has an important role to play. They point out that the CSC still has considerable potential for further development.

Item ID:	17178
Item Type:	Article (Non-Refereed Research)
Keywords:	industrial relations, training, civil service
Date Deposited:	02 Mar 2012 06:12
FoR Codes:	15 COMMERCE, MANAGEMENT, TOURISM AND SERVICES > 1503 Business and Management > 150306 Industrial Relations @ 100%
SEO Codes:	91 ECONOMIC FRAMEWORK > 9104 Management and Productivity > 910401 Industrial Relations @ 100%
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