Civil Service College Research Articles

The UN Conference on the Law of the Sea: a negotiating exercise

Journal Article The UN Conference on the Law of the Sea: a negotiating exercise Get access The UN Conference on the Law of the Sea: a negotiating exercise. By Masood Hyderand Helen Wallace. Sunningdale Park, Berks: Civil Service College. 1982. 135pp. £2.75. Barry Buzan Barry Buzan 1University of Warwick Search for other works by this author on: Oxford Academic Google Scholar International Affairs, Volume 59, Issue 3, July 1983, Pages 481–482, https://doi.org/10.2307/2618814 Published: 01 July 1983

WELFARE EVALUATION WITHIN TRADITIONAL AND GENERALISED FRAMEWORKS: SOME GUIDELINES*

The Manchester SchoolVolume 47, Issue 2 p. 112-138 WELFARE EVALUATION WITHIN TRADITIONAL AND GENERALISED FRAMEWORKS: SOME GUIDELINES* MICHAEL E. BURNS, MICHAEL E. BURNS Monash University I have benefited greatly from tho suggestions of the Kditor and referees of this journal; from discussions with Colin Gannon, Anne Krueger, Maurice McManus, David Laidlor, Peter Lloyd, Denis O'Brien, William Peters, Michael Sumner and Cliff Walsh, and generally from tho comments of colleagues and seminar groups at the Universities of Aberdeen, A.N.U., Manchester, Monash, Now South Wales, Heading and at the Civil Service College, London. All errors aro the responsibility of the author.Search for more papers by this author MICHAEL E. BURNS, MICHAEL E. BURNS Monash University I have benefited greatly from tho suggestions of the Kditor and referees of this journal; from discussions with Colin Gannon, Anne Krueger, Maurice McManus, David Laidlor, Peter Lloyd, Denis O'Brien, William Peters, Michael Sumner and Cliff Walsh, and generally from tho comments of colleagues and seminar groups at the Universities of Aberdeen, A.N.U., Manchester, Monash, Now South Wales, Heading and at the Civil Service College, London. All errors aro the responsibility of the author.Search for more papers by this author First published: June 1979 https://doi.org/10.1111/j.1467-9957.1979.tb00618.xCitations: 1 * Manuscript received 10.1.78; final version received 25.8.78. AboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinked InRedditWechat Citing Literature Volume47, Issue2June 1979Pages 112-138 RelatedInformation

The Ecole Nationale d'Administration and the Civil Service College

The Eleventh Report of the Select Committee on Expenditure of 1977 reflected the concern felt in Britain, and indeed throughout Europe, that a modern, efficient civil service should have the capacity to cope with the increasing technological complexity of advanced industrialised nations. In this context, the recruitment and training of an efficient bureaucracy is of paramount importance. The training of civil servants in Britain and France highlights the different priorities within the two civil services and also differences in educational traditions and social structures. Nevertheless, both countries are trying to produce civil servants who can cope with similar problems. The modern bureaucrat needs wide-ranging abilities to assess and implement policies. An appreciation of technological advances, an understanding of economics, an insight into political institutions, pressure groups and international repercussions are to be counted among the numerous requirements for an adaptable bureaucrat. The training of the future cream of the administrative class is viewed as a means of providing these entrants with the initiative, confidence and general ability to apply solutions to problems in the form of legislation. The origins of both the Civil Service College in Britain and the Ecole Nationale d'Administration in France differ widely although their aims converge towards the same need for an educated, capable and efficient administrative class. The first initiative for the creation of a college for civil servants in Britain dates back to the Charter Act of 1833. The College at Haileybury, which was opened for a year only, was designed to meet the requirements of the East India Company. Its administrators had received no proper training as such, but learnt their duties as they carried them out. With a move towards an increase in responsibility, the emphasis was laid on educational qualifications and a system of open competition was initiated. It was intended to remove the inequalities of patronage, which up to then was the accepted method of entry. The Northcote Trevelyan Report of 1854 insisted on merit for recruitment. It also laid down the principle that the recruit should be moved round various departments as an integral part of his training. It was not until 1968, with the Fulton Report, that the need for an institution of training was felt as a vital requirement for entrants wishing to become top administrators. This led to the opening of the Civil Service College in 1970. Training in Britain rests on a tradition of 'all-rounders', whereas France prides itself on a class of specialists whose recruitment was originally based on privilege. Under the Old Regime in France, there was a single administrative elite recruited mostly among the 'Noblesse de Robe'; the 'Maitres des Requites' went through an induction course before they were sent out to the provinces. They were expected to perpetuate the values of the King's service. Napoleon I added another grade to the hierarchy-the 'auditeurs'-and aimed at efficiency

Life Goals Planning and Interpersonal Skill Development: A Programme for Middle Managers in the British Civil Service

The purpose of this brief paper is to describe and evaluate our experience at the Edinburgh Centre of the Civil Service College in developing a one‐week middle management programme concerned with the interpersonal skills and life goals planning. This account details the process by which a conventional, lecture‐based short course on the behavioural sciences was transformed into a student‐directed workshop with two main objectives:

RECRUITMENT AND TRAINING OF HIGHER CIVIL SERVANTS IN FRANCE: THE ECOLE NATIONALE D'ADMINISTRATION

ABSTRACTL'École Nationale d'Administration was established by ordonnance on October 9, 1945. Michel Debré, the architect of the ordonnance, wanted to change the previous system of recruitment and training of higher civil servants in France in two major ways. The first was a political change implying an increase in democracy and equality both for society at large and for the French civil service in particular. The second change was of a more technical nature and provided for a standardization of qualifications for all higher civil servants, a standardization however, at a qualitatively high level. The political aims of the 1945 reform proved difficult to achieve; despite subsequent tinkering, the degree of democratization and standardization of the higher civil service remains doubtful.As far as the technical aspects of the reform are concerned, however, ENA reached, indeed surpassed, the target initially set. Few people doubt the quality of the civil servants ENA turns out. And yet the upshot of ENA's insistence on a high level of factual knowledge coupled with intensive training has been the creation of an elite more likely to collaborate directly with ministers than to provide an efficiently functioning administration. Whether the ENA can therefore be termed a civil service college rather than a training ground for the exercise of power remains a debatable question.

Training in the civil service

The Fulton Report of 1968 recommended large scale changes in the Civil Service, but most observers consider that little of substance has, in fact, altered. The Civil Service College was one tangible result, but this is generally regarded as a disappointment. Accordingly the House of Commons invited the General Sub‐Committee of its Expenditure Committee to undertake a review of developments in the Civil Service since the Fulton Report. Their terms of reference are wide and evidence has been given to the Sub‐Committee by ex‐Prime Ministers, Permanent Secretaries and a variety of associations and individuals. The subject of training is included in the terms of reference and the author submitted a paper on Training in the Civil Service which will be published in the volume of evidence. A summary of the main points in this paper is given below.

A lecture on probability, and an introduction to modelling, for non‐specialists

An example, of how the teaching of statistics to non‐numerate administrators and managers can perhaps be achieved, is presented. This is a planned session, primarily on probability, but with a secondary aim of imparting an idea of modelling. It has been given at the Civil Service College, whose function, in the numeracy training of Civil Servants, is briefly described. It is hoped that teachers, in both secondary and tertiary education, will find the material of interest; and that it will stimulate some constructive and coordinated attempt to break down the divisive numeracy barrier, which prevents effective communication between the two camps of quantitative and qualitative thinkers.

Industrial Relations Training at the Civil Service College: Some Comments on the Edinburgh Centre

[Extract] What has been going on at the Civil Service College? Are recent criticisms of the College justified? In this article we try to throw light on these broad questions by looking at a specific aspect of the College's work, namely middle management courses at the Edinburgh Centre of the Civil Service College (CSC) , with particular reference to the topic known as 'the human aspects of management'. We shall consider the tactics of teaching, such as role-playing exercises, case studies and team teaching both from an experiential and an analytical perspective. On a more general level we argue that the CSC has considerable potential for further development. We have the impression that its progress is being thwarted by a lack of clarification of its true role. This state of affairs may be due to the fact that with some exceptions the College has been established and run in the 'all purpose' tradition of the administrative class.1 Furthermore the relatively high levels of specialist education among some civil servants may lead them to be suspicious of some of the general kind of courses offered by the CSC.

The Civil Service College

The Civil Service College

Capital Investment Planning for Management and Engineering.

Journal Article Capital Investment Planning for Management and Engineering, Replacement and Expansion Investment Get access Capital Investment Planning for Management and Engineering. By H. L. BEENHAKKER. (Rotterdam: Rotterdam University Press, 1975. Pp. xvi + 210. Dfl. 59.50.)Replacement and Expansion Investment. By H. L. BEENHAKKER. (Rotterdam: Rotterdam University Press, 1975. Pp. xiii + 119. Dfl. 49.50.) K. J. Wigley K. J. Wigley Civil Service College London Search for other works by this author on: Oxford Academic Google Scholar The Economic Journal, Volume 85, Issue 340, 1 December 1975, Pages 927–928, https://doi.org/10.2307/2230647 Published: 01 December 1975

The Civil Service College: The First Year

The Civil Service College: The First Year

General Theory of Population.

Journal Article A. Sauvy. General Theory of Population Get access General Theory of Population. By A. Sauvy. (London: Weidenfeld and Nicolson, 1969. Pp. xii + 551. 84s.) E. Grebenik E. Grebenik Civil Service College, Sunningdale Park. Search for other works by this author on: Oxford Academic Google Scholar The Economic Journal, Volume 80, Issue 320, 1 December 1970, Pages 943–944, https://doi.org/10.2307/2229912 Published: 01 December 1970