Executive Development for Hospital Managers

Abstract

The UK National Health Service is undergoing a radical period of change. The changes represent a massive challenge and opportunity for those who manage healthcare in the UK. South East Thames Regional Health Authority′s programme for developing their top managers for future roles in the National Health Service is outlined. A competencebased approach is described, using development centres to identify individual needs. The focus of the programme is on helping individuals to recognise and effectively use the development opportunities that already exist in their organisation. The author has managed this programme since its inception in September 1990 and summarises the research process used to identify competence models for executive roles, and the aim and structure for the development centre. Some issues and learning evolving from this ongoing management development programme are introduced. South East Thames are encouraging hospitals to develop the learning organisation concept with the intention that learning opportunities are created for individuals while the organisation is transformed as a whole.

The international hospitality business

“…Litteljohn and Watson [25] (Table II) consider the broad implications and Jones [37] argues that competence-based learning enables managers to adapt more easily. Tofts [27] explains the concept and application of a competence-based programme of management development in the National Health Service. Other forms of provision which help to enrich the experiences of managers include cross-exposure to the work of other managers [38] and a wide array of opportunities (coupled with greater discretion) so that individual managers feel encouraged to take responsibility for their own ongoing learning and personal development.…”

“…Olsen [61] reviews the main trends in the hospitality industry environment during the mid-to-late 1980s and assesses their impact on organizational strategy, structure and performance. He concludes by predicting a decline in the fortunes of USbased companies which are over-dependent on US [25] argues for the greater use of a management development approach in meeting organizational and individual needs Nebel et al [26] Reports a study of food and beverage director career paths Development of hotel managers in US luxury hotels and identifies the characteristics and aspirations of successful post-holders Tofts [27] A competence-based approach is described, using Management development in the UK development centres to identify individual needs. The aim is National Health Service to help individuals to recognize and use the existing development opportunities Gamble [28] Developments in computing have sharply accelerated the trend Managers and information towards highly connected networks of organizations.…”