Managerialism in the health service: partnership or conflict in a management development programme.
This paper describes a management development programme in a hospital-based Trust and the differing responses demonstrated by those taking part. In terms of the impact of the programme, a picture emerges of differentiation and fragmentation rather than culture being managed to produce a social glue. Following this, suggestions are made for successful partnerships in the promotion of managerial effectiveness through management development to clinical services managers in the health service.
Currie
G
G
School of Management and Finance, University of Nottingham, UK.
D003132:Commerce; D003162:Competency-Based Education; D003220:Conflict, Psychological; D006779:Hospitals, Public / Q000458:organization & administration*; D007400:Interprofessional Relations; D008137:Longitudinal Studies; D015279:Organizational Culture; D008486:Physician Executives / Q000193:education*; D011361:Professional Competence; D015397:Program Evaluation; D013192:Staff Development / Q000458:organization & administration*; D013222:State Medicine; D006113:United Kingdom