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Management Learning
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The Implications for Organizations of In-House Management Qualifications

A Case Study

John Loan-Clarke

Loughborough University, j.loan-clarke{at}lboro.ac.uk

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.

Management Learning, Vol. 28, No. 4, 439-454 (1997)
DOI: 10.1177/1350507697284004
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