The future of management training in Canadian healthcare organizations

Journal of Management Development (Impact Factor: 0.32). 11/1997; 16(9):680-689. DOI: 10.1108/02621719710190194


Two complementary research techniques, a case study of one municipal hospital and Round 1 of a Delphi study, were used in a preliminary study of management training and development in the Canadian healthcare sector which is undergoing a dramatic change. Five broad themes emerged from these two studies: expectations of continuing tight financial constraints associated with greater accountability from healthcare managers; a concern that human resource departments improve their practices to better identify, develop and evaluate staff; a view that healthcare organizations co-operate more with other organizations to pool resources for management training; and a need for innovation to utilize cost-effective training technologies.

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