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Inception Point: The Use Of Learning And Development To Reform The Singapore Public Service

Af: James Low Engelsk Hardback

Inception Point: The Use Of Learning And Development To Reform The Singapore Public Service

Af: James Low Engelsk Hardback
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Inception Point: The Use of Learning and Development to Reform the Singapore Public Service fills a gap in current literature on Singapore's modernisation. While the political leadership of the late Prime Minister Lee Kuan Yew and his People's Action Party (PAP) government were key to Singapore's modernisation, the role of policy implementation was one shouldered by the Singapore Public Service, a story thus far neglected in literature.

Inception Point argues that the Singapore Public Service used executive development and training to introduce reforms across the bureaucracy. In so doing, the bureaucracy constantly adjusted itself to help modernise Singapore. In the 40 years between decolonisation in 1959 and 2001, when the training arm of the bureaucracy became a statutory board, training had been used firstly, to socialise the bureaucracy away from its colonial-era organisational culture to prepare it for the tasks of nation-building. Subsequently, civil servants were mobilised into an 'economic general staff' through training and development, to lead the Singapore developmental state in the 1970s and the 1980s. The Public Service for the 21st Century (PS21) reforms in the 1990s was the epitome in harnessing development and training for reforms across the bureaucracy.

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Inception Point: The Use of Learning and Development to Reform the Singapore Public Service fills a gap in current literature on Singapore's modernisation. While the political leadership of the late Prime Minister Lee Kuan Yew and his People's Action Party (PAP) government were key to Singapore's modernisation, the role of policy implementation was one shouldered by the Singapore Public Service, a story thus far neglected in literature.

Inception Point argues that the Singapore Public Service used executive development and training to introduce reforms across the bureaucracy. In so doing, the bureaucracy constantly adjusted itself to help modernise Singapore. In the 40 years between decolonisation in 1959 and 2001, when the training arm of the bureaucracy became a statutory board, training had been used firstly, to socialise the bureaucracy away from its colonial-era organisational culture to prepare it for the tasks of nation-building. Subsequently, civil servants were mobilised into an 'economic general staff' through training and development, to lead the Singapore developmental state in the 1970s and the 1980s. The Public Service for the 21st Century (PS21) reforms in the 1990s was the epitome in harnessing development and training for reforms across the bureaucracy.

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Se mere i:
Produktdetaljer
Sprog: Engelsk
Sider: 292
ISBN-13: 9789813235069
Indbinding: Hardback
Udgave:
ISBN-10: 9813235063
Kategori: Offentlig administration
Udg. Dato: 3 maj 2018
Længde: 22mm
Bredde: 236mm
Højde: 160mm
Forlag: World Scientific Publishing Co Pte Ltd
Oplagsdato: 3 maj 2018
Forfatter(e): James Low
Forfatter(e) James Low

Kategori Offentlig administration

ISBN-13 9789813235069

Sprog Engelsk

Indbinding Hardback

Sider 292

Udgave

Længde 22mm

Bredde 236mm

Højde 160mm

Udg. Dato 3 maj 2018

Oplagsdato 3 maj 2018

Forlag World Scientific Publishing Co Pte Ltd

Kategori sammenhænge