Spurgeon P, Barwell F
Health Serv Manage Res. 1990 Mar;3(1):31-40. doi: 10.1177/095148489000300104.
As Hales (1986) has observed, the problem of much of the managerial research to date has been the reluctance to ask why managers behave in the way they do. The behaviour of general managers in tackling organisational change in the NHS needs to be viewed not only with respect to what is done but also with respect to how personal and organisational objectives are construed. In other words, the implementation of organisational change ultimately rests on how general managers perceive the nature of this change and their role in structuring their own personal and organisational objectives into appropriate activities. Examining the compatibility of managerial activities and the underlying values and intentions which support them is of critical importance in any cognitively-based approach. These intentions provide an important link between perceptions (i.e. how the organisation is construed) and behaviour (i.e. what activities managers choose to perform). Understanding the conceptual frameworks which underpin managerial activities could have profound implications for assessing the performance of general managers.
正如黑尔斯（1986年）所观察到的，迄今为止，许多管理研究的问题在于不愿去探究管理者为何会以他们的方式行事。国民保健制度中总经理应对组织变革的行为，不仅需要从所做之事的角度去看待，还需要从如何理解个人目标和组织目标的角度去看待。换句话说，组织变革的实施最终取决于总经理如何看待这种变革的本质，以及他们在将自己的个人目标和组织目标转化为适当活动时所扮演的角色。在任何基于认知的方法中，考察管理活动与支撑这些活动的潜在价值观和意图之间的兼容性都至关重要。这些意图在认知（即如何理解组织）和行为（即管理者选择执行何种活动）之间提供了重要联系。理解支撑管理活动的概念框架，可能会对评估总经理的绩效产生深远影响。
