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Sharpening the Sword of State : Building executive capacities in the public services of the Asia-Pacific.
Sharpening the Sword of State explores the various ways in which 10 jurisdictions in the Asia-Pacific enhance their administrative capabilities through training and executive development. It traces how modern governments across this region look to develop their public services and public sector orga...
| Clasificación: | Libro Electrónico |
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| Autor principal: | |
| Otros Autores: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Canberra :
ANU Press,
2016.
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| Colección: | Australia and New Zealand School of Government (ANZSOG)
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| Temas: | |
| Acceso en línea: | Texto completo |
Tabla de Contenidos:
- Figures; Tables; Abbreviations; Contributors; Public sector executive development in the Asia-Pacific: Different contexts but similar challenges; Andrew Podger; Developing leadership and building executive capacity in the Australian public services for better governance; Peter Allen and John Wanna; Civil service executive development in China: An overview; Yijia Jing; Building capacity: A framework for managing learning and development in the Hong Kong Police Force; Hon S. Chan and Joseph Wong Wing-ping; Building executive capacity in the Japanese Civil Service; Hiroko Kudo.
- Innovating training and development in government: The case of South KoreaPan Suk Kim; Civil service training in the Macau Government; Pauline Lai Pou San; Building executive capacity in the public service for better governance: The Philippine Civil Service; Alex B. Brillantes, jr, and Maricel T. Fernandez-Carag; Milestone programs for the administrative service in the Singapore Public Service; James Low; Senior civil service training in Taiwan: Current concerns and future challenges; Su Tsai-Tsu and Liu Kun-I; Figure 4.1: The 'learning trio'; Figure 4.2: The police training hierarchy.
- Figure 4.3: From a curriculum-centred approach to a problem-based approachFigure 4.4 The degree of emphasis between personal, professional and vocational development in each command course; Figure 4.5: Number of officers to be trained in ICC, 2000-01 to 2017-18; Figure 4.6: Total budget for running the three command courses, 2006-07 to 2011-12; Figure 4.7: Budget for running the three command courses per officer trained, 2006-07 to 2011-12; Figure 8.1 Reform framework for building executive capacity in the public sector for better governance; Figure 9.1 CSC organisational structure.
- Figure 9.2 PSD organisational chartFigure 10.1 Senior-rank civil service training institutions; Table 3.1 Planned programs offered by the SMCPS ; Table 4.1: Establishment and actual strength of the Hong Kong Police Force, 2005-10; Table 4.2: Training targets of the three command courses, 2011-12 to 2014-15; Table 4.3: Expenditure of Hong Kong Police College (HK); Table 4.4: Overseas and Mainland Development Training (OMDT) program; Table 4.5: Overseas Vocational Training (OVT) program; Table 5.1: Recruitment numbers for the national civil service, 2014.
- Table 6.1 Korean Government legislation relating to trainingTable 8.1 Former Chairpersons of the CESB and their accomplishments; Table 8.2 Positions in the Career Executive Service; Table 8.3 CES ranking structure; Table 9.1 CSC revenue from training; Table 10.1 Composition of the Taiwanese Civil Service (as at the end of 2011); Table 10.2 Training programs provided by the DGPA; Table 10.3 Number of TOP 100 trainees by sex, 2010-11; OLE_LINK1; OLE_LINK2; k1; k2; k3; k4; citation.