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Inception pointthe use of learning a...

Low, James.

Inception pointthe use of learning and development to reform the Singapore Public Service /

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	Inception pointJames Low.
其他題名:	the use of learning and development to reform the Singapore Public Service /
作者:	Low, James.
出版者:	Singapore :World Scientific,c2018.
面頁冊數:	1 online resource (291 p.) :ill. (some col.)
標題:	Civil serviceHistory.Singapore
標題:	SingaporePolitics and government.
電子資源:	https://www.worldscientific.com/worldscibooks/10.1142/10850#t=toc
ISBN:	9789813235076$q(electronic bk.)

Inception pointthe use of learning and development to reform the Singapore Public Service /
Low, James.

Inception pointthe use of learning and development to reform the Singapore Public Service /[electronic resource] :James Low. - 1st ed. - Singapore :World Scientific,c2018. - 1 online resource (291 p.) :ill. (some col.)

Includes bibliographical references (p. 235-252)

"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."--

Electronic reproduction.
Singapore :
World Scientific,
[2018]

Mode of access: World Wide Web.

ISBN: 9789813235076$q(electronic bk.)Subjects--Topical Terms:

840069
Civil service
--History.--SingaporeSubjects--Geographical Terms:

397853
Singapore
--Politics and government.

LC Class. No.: JQ1063.A69 / L96 2018

Dewey Class. No.: 362.6/3095957

Inception pointthe use of learning and development to reform the Singapore Public Service /
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504 $a Includes bibliographical references (p. 235-252)
520 $a "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."-- $c Publisher's website.
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