Examines the ideological nature of competence‐based approaches to the management training of nurse managers. Explores the transition required from a “clinical” identity to a managerial one. Employs Habermas’ theory of communicative action to analyse the ideological features and to provide a way of reflecting on the nature of the professional identity they are being encouraged to accept. Indicates some further avenues for research.
Reedy, P. and Learmonth, M. (2000), "Nursing managers, transformed or deformed? – A case study in the ideology of competency", Journal of Management in Medicine, Vol. 14 No. 3/4, pp. 153-165. https://doi.org/10.1108/02689230010359165
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