Purpose

In 1991, India embarked on market-based economic reforms initiatives pillared on liberalization, privatization and globalization (LPG). The reforms exposed the public sector enterprises to competitive market forces, raising the need to identify and develop the competencies necessary for survival. Executive training programs were initiated to prepare public enterprises for the market-based reforms. Three decades later, the reforms especially privatization is witnessing renewed interest under the current administration. In this context, the article takes a closer look at the structure of management education provided to public sector officers in India. The article also identifies barriers for implementing the learnings from the management courses in the workplaces and suggests approaches for closing the gap.

Design/methodology/approach

The study follows a thematic approach based on unstructured interviews of senior executives of Indian public sector enterprises covering oil and gas, aeronautical, power and transportation sectors. New public management (NPM) is used as a yardstick of “business-like” characteristics of public sector enterprises.

Findings

Despite heavy investment, trainings have had only partial success in implementing the core objective of NPM, i.e. to provide quality services in a professional manner to meet citizen requirements. The study found that though concepts of NPM are introduced at multiple management training programs, the public enterprises lag in the implementation of NPM. The ingrained hierarchical and procedural culture of the enterprises was often highlighted as the challenge to its implementation.

Practical implications

The study will be of significance to Indian policymakers in designing management education programs to public sector employees. It brings out – (1) various models of management education provided to public servants across industries, (2) provide evidence on the extent of NPM implementation, (3) identify barriers for transitioning the learnings from the management courses to workplace and (4) suggest changes for improving effectiveness.

Originality/value

The existing research on LPG in India covers the economic transformation post-implementation and the factors contributing to the success of its implementation. This study adds to the limited literature available on the management education of public servants in the country.

中文翻译：

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管理教育在印度公共部门适应市场经济改革中的作用

目的

1991年，印度开始实施以自由化、私有化和全球化（LPG）为支柱的市场经济改革举措。改革使公共部门企业面临竞争性市场力量，因此需要确定和发展生存所需的能力。启动了高管培训计划，帮助公营企业做好市场化改革的准备。三十年后，现任政府对改革尤其是私有化重新产生了兴趣。在这种背景下，本文仔细研究了向印度公共部门官员提供的管理教育结构。本文还指出了在工作场所实施管理课程学习的障碍，并提出了缩小差距的方法。

设计/方法论/途径

该研究采用的主题方法是基于对印度公共部门企业高管的非结构化访谈，涵盖石油和天然气、航空、电力和运输领域。新公共管理（NPM）被用作公共部门企业“商业化”特征的衡量标准。

发现

尽管投入巨大，但培训在实现国家公共管理的核心目标（即以专业的方式提供优质服务以满足公民需求）方面仅取得了部分成功。研究发现，虽然多个管理培训项目中都引入了NPM的概念，但公有制企业在NPM的实施上仍然滞后。企业根深蒂固的等级和程序文化经常被强调为实施的挑战。

实际影响

该研究对于印度政策制定者设计公共部门雇员管理教育项目具有重要意义。它提出了 – (1) 向各行业公务员提供的各种管理教育模式，(2) 提供有关 NPM 实施程度的证据，(3) 确定将管理课程学习内容过渡到工作场所的障碍，以及 (4)建议进行更改以提高效率。

原创性/价值

现有对印度LPG的研究涵盖了实施后的经济转型以及实施成功的因素。这项研究补充了有关该国公务员管理教育的有限文献。