Stakeholders' views of management development as a cultural change process in the Health Service.
Illustrates the failure of a competence-based management development programme in a hospital trust to achieve organisational objectives. The approach and content of the management development programme is resisted by participants despite the facilitators drawing on management theory to legitimate it. The question posed in this paper, building on an earlier study by Holman and Hall (1996), is whether the generic approach of competence-based management development is appropriate in the UK NHS. The theoretical inspiration for the research is what may be termed a "processual" or "contextualist" approach which is clearly influenced by "negotiated order" literature.
Currie
G
G
School of Management and Finance, University of Nottingham, UK.
D006302:Health Services Research; D006740:Hospital Administrators / Q000193:education*; D006779:Hospitals, Public / Q000458:organization & administration*; D006801:Humans; D007449:Investments; D007858:Learning; D009936:Organizational Innovation; D017063:Outcome Assessment, Health Care; D011361:Professional Competence; D015397:Program Evaluation; D013192:Staff Development; D013222:State Medicine / Q000458:organization & administration*; D006113:United Kingdom; D000078329:Workforce