Changing management roles in the Scottish NHS: implications for management learning and development

Abstract

The UK government's austerity means that public service providers, such as the National Health Service (NHS), are looking for efficiencies from service integration and collaborative working. This paper highlights how NHS (Scotland) management is coping with these changes and how the role of the manager and the nature of management development is being transformed. New forms and processes of management learning and development are needed for collaborative partnership working in multi-agency public service environments.

Keywords:

• Change
• complexity
• learning and development
• services-as-systems
• service integration