000			02491pam a2200229 a 4500
020			_a0850925851 _cTzs 7,423.20/=
040			_aMUL _beng. _eAACR
082	0	4	_a352 AGE
100	1		_aAgere, Sam.
245	1	0	_aStrengthening MDIs : _bthe role of management development institutions in public service reform / _c/Sam Agere
260			_aLondon : _bCommonwealth Secretariat, _c1999.
300			_aix, 102 p. : _bill. ; _c24 cm.
440		0	_aManaging the public service strategies for improvement series ; _vno. 9
504			_aIncludes bibliographical references.
505			_a Foreword Historical Background Critical Review of MDIs and their Performance The Quest for Autonomy, Survival and Revival The Imperatives for Collaboration The Way Forward: Improving Relationships Strategies to Improve Public Sector Performance Development of a Training Policy The Mode of Contribution of MDIs to National Development Institutionalisation of the Training Policy Framework Conclusion References and Case Studies
520			_aThe Management Development Institutes were established soon after Independence in most of the African countries. Their role was to provide training, consultancy and research services to the governments, particularly to the indigenous people who had assumed senior positions in the machinery of state. The purpose of this publication is to identify ways and means by which Management Development Institutes can better facilitate the public service reform process. It is intended for public sector training institutions, managers, administrators, training consultants, donors and practitioners. It covers typical problems, offering an approach to the issues, including: training still tends to be treated as a discrete event rather than an integral part of human resource management and development; the training function is seldom regarded by managers as a matter of their concern; training policies may not exist and, where they do, they often bear little relationship to wider development policies or tend not to be implemented; training needs are seldom assessed accurately or tend not to be acted upon; the design of training programmes too often ignores both policy and needs and may rely too heavily on borrowed models
650		0	_aGovernment executives _zAfrica.
650		0	_aPublic administration _zAfrica.
650		0	_aAdministrative agencies _zAfrica
650		0	_aAssessment centers (Personnel management procedure) _zAfrica.
942			_cBK
999			_c2265 _d2265