This article studies the organisational view inherent in a public management and leadership development programme. Organisational views are important to study as they guide and frame the actions of the members of the organisation. In the management and leadership development programme under investigation the organisational view was a…

The purpose of this study was to evaluate the efficacy of senior management training on transfer of learning among public officers trained by Kenya school of Government by establishing whether training interventions yield corresponding increase in the level of trainees' knowledge, skills and attitude. F-test was used to find out whether there was…

Experiential learning has become a fundamental pillar of higher education, particularly in public administration and nonprofit management programmes. This approach purposefully aims to engage learners directly in (a) concrete experiences; (b) focused, personal reflection; (c) abstract conceptualizations and (d) active experimentation. As…

With a solid foundation in public administration since the 1980s, few could argue that ethics is not an important aspect of a public service education. Yet, in many public human resource management (HRM) or personnel courses, ethics is relegated to one class discussion. In this study, we contend that ethics is best understood when situated within…

This study assessed perceived learning outcomes in a team-lecture hybrid (TLH) instructional design in six public affairs and health administration courses implemented in 2011 and 2012. A cross sectional and prospective survey design was implemented using descriptive statistics, regression analysis and qualitative analysis. Results show students…

The historical origins of public administration and public policy analysis suggest that Master of Public Administration and Master of Public Policy programs should have different focuses in their curricula: the former on management skills and the latter on analytical skills. To investigate whether and to what extent the two types of programs are…

Building on the concept of Public Service-Dominant Logic (PSDL), this article aims to apply the public service-dominant logic to executive education. We argue that fit-for-purpose and effective executive master programs for public managers (EMPA) need to be designed from a public service perspective. Framing executive education as a service…

Purpose: The purpose of this paper is to study the impact of the Arab Spring on public administration programs in Egypt, with a special focus on executive education programs. Design/Methodology/Approach: The study draws on stakeholder analysis, and uses both primary and secondary data. Findings: The author describes the impact of the Arab Spring…

Purpose: The purpose of this paper is to investigate workplace learning among municipal officers in the high-learning-demanding organizational context of their work practice in the first year of mandate. Design/methodology/approach: A before-and-after quasi-experimental design was used to assess the effect of time of work practice on learning work…

In today's academic environment, leaders at higher educational institutions face increasing demands as stakeholders' expectations rise and resources diminish (Randall and Coakley, 2007). This paper examines student's perspectives on the measures of teaching-learning quality assurance benchmarks and study environment conditions, which are likely to…

Data were collected from 12 states with Certified Public Manager training programs to establish benchmarks. The 38 benchmarks were in the following areas: program leadership, stability of administrative/financial support, consistent management philosophy, administrative control, participant selection/support, accessibility, application of…

An action research study examined the effects of executive coaching in a public municipal agency. A conventional training program followed by one-on-one executive coaching had 31 participants. Training increased productivity by 22.4%, whereas coaching produced a productivity gain of 88%. (JOW)

Analysis of 51 of 80 project proposals, the capstone exercise of the Arkansas Certified Government Manager program, showed that nearly half dealt with new technology/services and 65% were implemented. The exercise promotes state agency analysis, discussion, and action regarding the issues or problems addressed by the projects. (SK)

In focus groups, state administrators suggested management development needs in four skill areas: general administration and organization, technical and quantitative, analytical and conceptual, and human skills. Participants wanted training immediately applicable to the job and delivery conductive to adult learning. A seven-level curriculum was…

This final report describes the conduct of a project that produced a workshop on developing management case studies relevant to public administration in Pakistan from which six publishable cases with teaching notes resulted. The terminal objective for the workshop (that each workshop team would develop at least one extended case study plus a…