Reviews the past role of regional health authorities in the the British NHS and gives details of the recent changes to regions associated with the functions and responsibilities paper. Goes on to give details of the research project in which we are currently involved and reports on our interim...

Considers what the phrase “self development” really means for management. Examines the rationale behind general trends towards self development approaches. Discusses the implications for the organization as well as the individual. Finally considers the learning community as a whole and...

This article describes the aims, hypotheses, and first stage of a research project which seeks to compare some of the behavioural characteristics of managerial jobs, and to develop a typology of jobs on this basis. The criteria for selecting these characteristics and the different...

In today′s rapidly changing and high‐pressured environment, managers need to learn to think more strategically about what they should be doing in their jobs. Shows how managers can take a strategic view of their work by first recognizing the flexibility and freedom in the job and then the...

This article examines practical approaches to management learning and development that come with job changes from one area of the organisation to another. Specific examples and a checklist provide guidelines for considering such job moves as management development experiences.

The selection and training of managers is hampered by the poverty of our language for describing the differences in managerial jobs. This article gives an account of some of the initial findings of a research project, sponsored by the Social Science Research Council, which aimed to classify the...

The beliefs that managers hold about managing are likely to influence their reception of management training. Managers' beliefs about what it is important for them to do, about how they should manage, how well they do manage, and about the desirability or possibility of changing how they manage,...

MANAGERS are busy people. How busy? If Parkinson is right in his statement that work expands to fill the time available, we cannot necessarily be sure that we are really busy because we feel busy. We can only find out by analysing how we spend our time so as to discover how much we are really...

Purpose: The purpose of this paper is to draw on the direct experience of a practitioner undertaking real-time research in his organization to offer insights into the dual role of practical insider and theoretical outsider. The duality helps the researcher to live “in” and think “out”...