Leadership Change and Management

Leadership change and
management

Table of Contents
INTRODUCTION ..........................................................................................................................3
MAIN BODY...................................................................................................................................3
Investigation of organisational change situation in NHS............................................................3
Various causes of organisational change....................................................................................5
Social and organisational consequences of organisational change.............................................6
Recommendations for leading and managing organisational change.........................................7
REFLECTION.................................................................................................................................9
CONCLUSION .............................................................................................................................11
REFERENCES..............................................................................................................................12

INTRODUCTION
Leadership is demonstrated as the action that leads a group of peoples in a specific
organization. It is the art that encourage and motivates peoples to accomplish common goals. In
other words it could be explained as directing colleagues and workers with a definite strategy
which helps in meeting organisational needs (Dumas, 2018). This report includes depth analysis
of changes which are faced by National health services to understand the role of leadership in
organisational change. This report includes analysis of National health services to understand
organisational change and reasons. This report contains social and organisational consequences
which are faced by National health services. This report also includes recommendations to
manage organisational change and reflection on specific leadership styles in relation to
employee's engagement and organisation's development.
MAIN BODY
Investigation of organisational change situation in NHS
In the mentioned case, organisational change faced by National health service in recent
years are provided. These changes are faced by National health services after the intervention of
British Government in order to improve concerned local management of England. The changes
made by British Government however not apply to Northern Ireland and Scotland. The main
change bought by the government includes replacement of Primary Care Trusts by Clinical
Commissioning Groups in local authorities which deals with healthcare. To care for local health
it was earlier responsibility of local health managers who were working for 151 Primary Care
Trusts. Local health managers were earlier accountable for recruitment of public health directors
and coordinating the awareness campaigns, these roles are now transferred to local authorities.
The main drawback of PCT was, it was not successful in large administrative presence as well it
was failing in fulfilment of community needs. The task of funds allocation is also handled to
local general practitioners. The British government understands that with the involvement of
general practitioners it will be easy to facilitate healthcare services in economy. According to the
views of Government's health secretary in December 2010, involvement of general health
practitioners will fulfil needs of patients as well as it will also develop entrepreneurial spirit. The
Government's health secretary also stated that this change will save around £20 Billion.

Every aspect formulated by government in an economy has also a negative side, this change
made by British Government has faced several clashes from opposition. Opposition parties
claims that this change will give a rise to disruption in the services provided by NHS. In 2010 at
House of Commons Prime Minister stated that, 'We are not reorganising the bureaucracy but we
are scrapping the bureaucracy. Also a NHS spokesperson told general public that due to short
term political interests, NHS has suffered a lot of chronic and serious failures.
New organisational structure:
New organisation structure of PCT includes a massive transformation in structural
change in south west of England. Earlier there was traditional bureaucracy in PCT, now there is
centralised managerial decision making team with support of 500 administrative employees. The
groups are also divided to a small Clinical Commissioning Group of 40 GP. Clinical
commissioning group will now have 15 managers. Now, Clinical commissioning group will have
buy in authority to buy from Central support services. New structure will enable Clinical
commissioning groups to buy from external service providers in case they are dissatisfied from
the purchase. The budget which is proposed for CCG annually is £3 billion.
The new structure includes application of Ulrich's Business Partner' model which came into
force in 1998. This model facilitate in centralising the administrative and specialist support
services. The major objective of this approach is to minimise duplication of administrative and
specialist support services. With the application of the above stated model, NHS will include
save its cost, efficiencies and will do increment in internal quality services. This model however
contains a major drawback, that can bring demotivation in centralised internal service providers.
The structural change can majorly impact on employees by increasing their stress level due to
increase in customer demand for quality product and services (Al-Ali, and et.al., 2017). The new
structure which will establish a new relationship between CSG and CSS will place new
behavioural demands upon both internal organisations. This will also create a change related to
change in societal strategy and will bring change in society arrangements.
Stake holder's perspective:
The major stake holders in this organisational change performed by British government
are patients and social local communities. These changes will put a pressure on general
practitioners to provide more services to patients and local community. Cost savings will be also
facilitated by the changes which are included in Organisational structure of NHS. The major task