000			01623pab a2200241 454500
008			180718b2005 xxu||||| |||| 00| 0 eng d
100			_aHockey, Julia
245			_aDeveloping a leadership cadre for the 21st century: a case study of management development in the UK's new civil service
260			_c2005
300			_ap.83-98.
362			_aMar
520			_aThe UK civil service has experienced considerable challenges in introducing new ways of working as well as alternative organizational designs, both for the purposes of achieving `best value' during the last two decades of the last century. In addition to the strategic changes introduced, people development and training has been equally vigorouly pursued in order to facilitate the reconfigurations that have been implemented. This article presents the findings of a study exploring how extensive development and training strategies are assisting managers to confront and address the challenges they face better, now and into the future. A mixed picture emerges principally highlighting the challenges of aligning human resource management (HRM) strategy with organizational strategy within a devolved organizational civil service fonfiguration. - Reproduced.
650			_aManagement - 21st century
650			_aLeadership - 21st century
650			_aCivil service - 21st century
650			_aLeadership - Great Britain
650			_aCivil service - Great Britain
650			_aCivil service
700			_aKakabadse, Nada K.
700			_aKakabadse, Andrew P.
773			_aInternational Review of Administrative Sciences
909			_a65232
999			_c65232 _d65232