A case study on the planning and activities of management development of a Hong Kong local hospital

Pao Yue-kong Library Electronic Theses Database

A case study on the planning and activities of management development of a Hong Kong local hospital

 

Author: Pang, Chui-ping Phyllis
Title: A case study on the planning and activities of management development of a Hong Kong local hospital
Degree: M.Sc.
Year: 1996
Subject: Hospitals -- China -- Hong Kong -- Administration
Hong Kong Polytechnic University -- Dissertations
Department: Multi-disciplinary Studies
Pages: iii, 89 leaves : ill. (some col.) ; 30 cm
Language: English
InnoPac Record: http://library.polyu.edu.hk/record=b1232263
URI: http://theses.lib.polyu.edu.hk/handle/200/3593
Abstract: The aim of the research is to study the planning of management development employing a case study of a local hospital in Hong Kong. Specifically, the objectives of the research are to describe and understand the management development of a local hospital; evaluate and comment the overall planning and strategies setting; draw implications for future strategies and planning on management development. The literature reviewed that there are needs to concern the problem of turning health care providers in the fast changing world. The concept of management development should be emphasized, plus the awareness of teaching and learning methods. Hence, the application of Burgoyne's six-ladder model (sic) might help to suggest directions for a learning organization to go. The research was carried in Hospital A, a local hospital situated at T.W. district. It was divided into three stages in data collection : distribution of questionnaires to all personnel at top, middle and supervisory levels; selective requestioning of those, who had been identified as inactive or overactive in management development activities from the first log; and structured interview of the Hospital Chief Executive and the Senior Human Resource Manager of the Head Office. The findings suggested that Hospital A, as a newly expanded hospital, has primarily young managers for most of them have less than 5 years managerial experience. Their problems are a lack of discussion on the topics with the training department and the personnel department, plus little involvement in decision making for future development. However, they are keen in defining their needs and value with respect to management development, irrespective of the type and kinds of activities. The application of the six-ladder model in Hospital A, was not conclusive, but could be helpful in telling where to go for management development. The lack of overall planning on management development in individual hospital makes it difficult for managers to plan ahead. Thus, the lack of strategic planning plus a thorough developed business plan on management development by the head office makes it unclear for the public as well as managerial staff to know what would be available.

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