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Leadership and Change Management: Doc

   

Added on  2021-04-19

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Leadership ManagementProfessional DevelopmentHealthcare and ResearchPhilosophyPolitical ScienceLaw
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Running head: LEADERSHIP AND CHANGE MANAGEMENT Leadership and Change Management in Mid-Staffordshire NHS TrustName of the University:Name of the Student:Authors Note:
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1LEADERSHIP AND CHANGE MANAGEMENTIntroductionIn the era of constant change, the future performance of the companies is deemed to relyon their staff at every level in order to understand the process of change. Organizations withinthe health and social care industry have undergone a drastic organizational change over the pastfive years (Al-Ali et al.2017). Considering the same, the objective of the essay is to carry outstakeholder evaluation of Mid-Staffordshire NHS Trust through using Kotter’s changemanagement theory. Identification of change drivers in the organization along with barriers ofchangeare also considered in the essay. Leadership approaches implemented by the managers ofthe company will be evaluated with great focus on the communication tactics and its influence. DiscussionStakeholder Evaluation: Mid-Staffordshire NHS Trust“Mid-Staffordshire NHS Trust” has various groups of stakeholders that has differentlevels of power and interest held by them. Stakeholder theory model is employed in order to gainan understanding on different stakeholder groups (Beck and Cowan 2014). The stakeholdersthose are observed within the company includes hospital boards, individual professionals,patients and public. Hospital boards of Mid-Staffordshire NHS Trust has the power of developing appropriateorganizational strategies, cultures and incentives in order to support the quality and safetydelivery in the organization (Belias and Koustelios 2014). Despite such fiduciary responsibilityquestions were asked concerning the extent to which Boards have enough attention to safety andquality of care. It was gathered that the affordable care act needed hospital boards to attain a
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2LEADERSHIP AND CHANGE MANAGEMENThighly proactive role in strengthening the organizations governance process. This can ensureimprovements in efficiency and quality. In England, a drastic failure at Mid-Staffordshire NHSTrust raised concerns regarding external checking systems, audit and verification at the cost ofbroader considerations associated with patient’s care (Bolden2016). The employees of Mid-Staffordshire NHS Trust also had the power of maintainingpositive safety culture within the organization. They are responsible for providing necessaryinformation to the patients, proper recognition of employees along with their responsibilities,open along with receptive communication of staff with the visitors and the patients (Buller2015). They are also responsible for generating meticulous attention to the cleanliness, nutrition,hygiene along with patient’s hydration. They have the power of maintaining production alongwith alignment with standard processes and maintaining effective discharge arrangements. Trade unions are also a major stakeholder group of Mid-Staffordshire NHS Trust that hasthe responsibility to reveal the major cause of the issues that took place in the organization.Moreover, the trade associations such as The Patient Safety Charity Actions against the medicalaccidents supported the government’s announcement regarding the fact that a new inquiry mighttake place within a broader responsibility of heath authority and regulators (Cameron and Green2015). These unions have a great role in revealing that obsession of the government with targetswas highly accountable for neglecting patient’s safety within Mid-Staffordshire NHS Trust. Thisserves as a disgrace that this stakeholder group successfully revealed that the patients weresubjected to a poor situation within the hospital. The requirement for overall public inquiry ishighly overwhelming. The stakeholder group reveled that regulation within the foundation trustsensures including an innovative openness culture that must be considered important (Ceptureanu
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3LEADERSHIP AND CHANGE MANAGEMENT2015). Care quality commission is also working effectively in making sure that the leadershipwithin the company is highly efficient. Change Drivers in Mid-Staffordshire NHS Trust“Mid-Staffordshire NHS Trust” emerged in the year 2010 and was involved in the role ofconducting a full public enquiry being a commissioning, supervisory, public and regulatory bodyof supervising Mid Staffordshire Foundation NHS Trust (Daly, Hill and Jackson 2015).It wasobserved from the case of this company that it has undergone a drastic organizational changeover the last five years. System failure along with organizational failure resulted in drasticchanges in the organizational culture all through the company. Mid-staffs of the companyreported calls for attaining drastic changes that can further enhance patient safety (Grolar-Murray, Decree and Lagan 2016). It was gathered that patients were harmed because of poorcare as an aspect of sweeping charges and neglected safety pf patients. Monitoring andsupervision of hospitals was lacked along with that it was observed that the care standards wereinappropriate in the organization.
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