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Resistance Around a Management Development Programme

In this article the failure of a competence-based management development programme in a hospital trust to achieve organizational objectives is illustrated. The approach and content of the management development programme is resisted by participants despite the facilitators drawing upon management theory to legitimate it. The question posed in this paper, building upon earlier studies, is whether the generic approach of competence-based management development is appropriate in the UK National Health Service. The theoretical inspiration for the research is what may be termed a ‘processual’ or ‘contextualist’ approach which is clearly influenced by ‘negotiated order’ literature.