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In this research we report an analysis of comments from managers and executives in healthcare organizations to provide insights into the strategic management needs of healthcare organizations. The comments were obtained as part of a survey that asked upper-level managers and executives to identify strategic management skill and knowledge needs in healthcare organizations. After completing the survey, the respondents were given the opportunity to comment on any topics of concern to them. A total of 67 comments, many of them extensive and insightful, were obtained. In this paper, we review the literature dealing with educational and developmental needs of healthcare managers. Much of this literature is academic in nature and permits an interesting comparison to the perspective of management and executive practitioners. Emerging from the literature was a concern for environmental turbulence and a recognition that healthcare managers are at risk of falling behind in terms of skill development under such conditions. Respondent comments suggested a recognition of the potential problems. The comments are classified into four major categories: needs and skills in turbulent conditions; program and educational needs; issue clarification; and additional comments. Moreover, the first two categories appeared to break out into a set of six additional themes, which we suggest will be important to those designing programs for executive development in healthcare during turbulent times. While the source of this research is healthcare settings in Canada and the USA, the findings should be applicable to international healthcare organizations that use strategic management concepts and practices.

Many organizations devote considerable time and effort to improving job satisfaction, hoping for improved performance. To the extent that happiness and satisfaction are a result of one′s heredity and past experiences, management clearly has a very limited role in effecting change. To the degree that happiness and satisfaction are a direct result of one′s present work experiences, management has the opportunity for some, albeit small, impact. Suggests that, because of the complexities associated with one′s level of satisfaction, executives and managers take a conservative approach to methods or programmes that promise high job satisfaction and enhanced productivity.

Much of the practice by which planning gain is obtained from developers is bad practice, violating the fundamental principle that planning permissions cannot be bought and sold. After reviewing government policy and the law related to the practice of 'planning gain', this paper offers a de nition of 'planning gain' which covers most discussion of the subject. It then continues by distinguishing between the products of planning gain practice and its processes. Six strands of product are then distinguished, and their legitimacy analysed, following which the paper turns to process, explaining how the practice of negotiating planning obligations and agreements has predominated over the simpler method of imposing conditions on permissions. Finally, some measures for the improvement of practice are suggested and reviewed, in the hope that a way may be found to end the abuse that is bringing planning into disrepute.The paper is based on lengthy experience in planning practice, supplemented by study of current literature and sources and informal discussions with practitioners.