The Implications for Organizations of In-House Management Qualifications

Abstract

Changes in the types of management qualifications available potentially provides greater opportunity for organizations to undertake accredited management development activities in-house rather than using business schools. However, organizations have little experience of doing this and need to think through the implications of attempting it. This article describes the experience of a self-governing hospital trust (SGHT) in running its own management National Vocational Qualification level 5/Diploma in Management programme. The SGHT's experience is analysed using Simpson et al. `s (1994) framework of issues concerning the implications of accredited versus non-accredited management development. `Political' issues related to resourcing accredited programmes, resentment by senior management, role conflict for in-house training staff, and the power in-house accredited programmes give to participants are highlighted from the case study. A critical analysis suggests that the senior management of the organization used management development as a displacement activity, rather than as an enabling activity. Implications for organizations considering using in-house accredited management development are identified.