Methods for Effective Management in Healthcare Industry - Desklib

This report discusses effective management techniques in healthcare industry through analysis of income flow, skill mix, system development, and managerial roles in NHS. It also highlights the importance of innovative technologies in healthcare industry.

Assignment 001: Project
Methods

Contents
Question 1:.................................................................................................................................3
Description of organisation....................................................................................................3
Income flow in NHS..............................................................................................................3
Question 2:.................................................................................................................................3
Reviewing skill mix of NHS..................................................................................................3
Question 3:.................................................................................................................................5
Developing a system..............................................................................................................5
Question 4:.................................................................................................................................6
Managerial at NHS.................................................................................................................6
Question 5:.................................................................................................................................7
Conclusion..............................................................................................................................7
References..................................................................................................................................8

Question 1:
Description of organisation
One of the recognised healthcare industry known as the National Health Service
which is a publically-funded healthcare organisation operating in the UK. In 2015–2016, the
National Health Service engaged about 1.6 million employees and had total spending of
£136.7 billion. During 2014, the total number of people employed in the health industry in
the UK was 2,165,043. England had 1,789,586 people, Scotland had 198,368 people, Wales
had 110,292 people, and Northern Ireland had 66,797 people. In 2017, the UK had 691,000
nurse practitioners, decreasing 1,783 from the prior season. Nevertheless, it's the first
instance since 2008 that the proportion of nurses has decreased. It sees one million patients
every 24 hours and employs 1.7 million people, making it the world's sixth-largest employer
as well as the world's largest non-military public organisation (Amos, Au-Yong and Musa,
2021).
Income flow in NHS
In April 2003, the National Insurance Contributions were increased to assist fund the
NHS. Despite the fact that National Insurance Contributions now account for a far greater
portion of NHS funding, earned income still accounts for the vast majority of NHS funding.
Additionally, patient fees only make up a small portion of NHS financing. Among these are
prices for drugs and oral treatment, which were first established in the early 1950s. In
2019/20, patient payments for medications and regular dental pulled in £1.5 billion,
amounting for 1.1 percent of the Department of Health and Social Care's total spending.
Individual NHS organisations, such as NHS trusts, can generate a variety of cash streams by
charging parking fees, selling real estate, and providing services to private patients, among
many other activities. The Spending Review process decides how much money the NHS will
get in a given year. This technique determines how much more revenue the NHS will receive
from user fees, pension payments, and local taxes. If indeed the NHS obtains less money
from National Insurance or patient fees than projected, general taxation funds are used to
ensure the NHS receives the cash it was promised (Farhan and et. al., 2021).
Question 2:
Reviewing skill mix of NHS
Primary care is under the historic burden of ageing of the society with incredibly
challenging health demands and a scarcity of GPs and nursing personnel. Resource reform

based on healthcare reforms and a shift in the "skill-mix" in the shape of 5000 new "non-
medical positions" to stand collaboratively GPs is an idealistic answer, however, achieving
the proper balance of GPs and non-GPs is fraught with debate. Although practice nurses have
long worked in expanded positions in general practice, now there are additional 'new'
positions developing. Such get either the incorporation of new types of professionals into
primary care teams (for example, physician associates) and current work role functioning in
new ways (for example, paramedics), mostly with the stated goal of freeing up GP time. As a
result, changing the skill mix may appear to be a simple and common-sense response,
‘substituting' hard-to-find GPs with other, non-medical, health professionals (Fascia and
Brodie, 2017).
NHS skill mix constitute of;
 The balance of various kinds of personnel in a team/healthcare environment;
 The ratio of senior to junior staff within a specific discipline;
 The variety of competencies held by individual healthcare professionals.
Benchmarking
The NHS is working in difficult circumstances. CCGs and health institutions are
under stress to provide better care for an ageing population while also cutting their finances
in the short term. Something will have to adjust in order to address those difficulties. Smart
data collection provides NHS management with valuable insights that might help them cut
down on bed days, minimise readmissions, avoid wound infections, and enhance health
outcomes. NHS benchmarking technologies allow individual managers to compare
organisational performance to that of all other NHS trusts and CCGs in real-time. Best
practices may be implemented rapidly by a company, with the opportunities to enhance
productivity in the short, medium, and long term (Friedman, 2021).
Risk assessment
Risk assessments are an important component of risk management in the workplace
because they help companies decide what actions to take to safeguard their employees. It
enables businesses to meet their legal obligation to safeguard their employees from danger,
injury, or sickness. Since some groups are more susceptible to serious disease (and death) as
a result of COVID-19, risk scoring and individual risk assessments will assist businesses in
determining the amount of danger to their employment (Goulding and Abley, 2018).
Risks assessments by NHS
 Colleagues in the labour movement and local partnership forums are excellent
resources, and their knowledge and views should be included in the development of

local risk assessment strategies. During COVID-19, employers will be able to read a
summary of principles from NHS trade unions on health and safety risk assessment
and vulnerable workers.
 Additional groups, including black and ethnic minority (BME) or disabled employees,
will be valuable sources of information and support for businesses.
 Assistance and understanding can be obtained through occupational health experts
and the freedom to speak up with guardians.
 HR, biosecurity, health and safety, and governance are examples of advisory
functions.
FYFV
Once the NHS collaborated to create the Five Year Forward View, their goal was to redefine
the discussion by establishing a clear understanding of the difficulties involved and the
decisions that must make about the type of health and care service that want in 2020.
Managers at the given healthcare tapped into an enormous agreement about the need for
transformation and a shared vision for the future by working with patient organisations,
physicians, local government, and research institutes. Ever since the release of the Five Year
Forward View, the NHS has reacted with enthusiasm and optimism, including local and
national organisations joining forces to set the groundwork for its vision for 2020 and begin
implementing it. 269 local regions shared their thoughts on how to develop new care models
(Imison and Castle-Clarke, 2017).
Having followed a scientific process, 29 Vanguards have been selected to create the
preliminary group, and this cutting-edge group of NHS organisations and Local Authorities
would then help patients for over 5 million patients while also assisting us in identifying and
solving problems in a way that can be emulated from across NHS. NHS has assembled
considerable capabilities of the community sector through the Peoples and Communities
Board, chaired by Jeremy Taylor of National Voices, to assist people to stay well and
independent, support caregivers and communities. To allow the NHS to cooperate with or
contract from the volunteer sector, the Board has established a nationwide substitute to the
contract agreement (Lock ed., 2020).
Question 3:
Developing a system
According to an article published in NHS, (2021), individuals' attitudes toward
services had shifted in the last 10 years, with many expecting to be able to access them online

or over the phone. Within the next two years, the NHS would take major efforts to expand the
number of services available on the internet, while keeping in mind that healthcare is all
about people, and many patients want and need the comfort of speaking with a live person.
Throughout 10 years, the NHS consistently dominated the globe with its health and care
website "NHS Choices," which offers extensive and reliable information about illnesses and
treatments. In 2016, NHS Alternatives received more than 1.5 million daily visitors, totalling
over 550 million for the year. Clients may now consult their Physician records online in
greater numbers: 95% of GPs now provide online appointment scheduling, repeat
medications, and consultation to their summarised patient records. In February 2017, 1.9
million repeat medicines were bought online, 1.1 million appointments were administered
online and 1 million patient records were viewed online, bringing the total number of patients
enrolled for online services to 10.4 million (Harnessing technology and innovation, 2021).
 NHS apps: 'NHS linked' apps having indeed been evaluated and certified for
connectivity to NHS systems, enabling customers to transfer data from NHS
structures into the program; and 'Health apps,' which would be a catalogue of
additional health apps that can use. Applications are easy to self-assess against NHS
standards starting in April 2017, like where they keep your data and if companies
distribute and use it for other reasons.
 Personal online access: By September 2017, NHS Choices will have been updated to
NHS UK, which will provide a more customized and customised experience. Patients
will be able to arrange appointments and view their health records on NHS UK
(Montgomery, 2018).
 Free wireless in GP surgeries: Importance and effectiveness of the NHS wifi early
investor stage, which began in January 2017 and saw us roll out free wifi for patients
and clinicians across 1,000 surgeries, the wider rollout to the rest of GP surgeries
within the next year, subject to Total Remuneration approval, will help encourage the
use of internet medical services.
Question 4:
Managerial at NHS
Administration, rather than leadership, was indeed the major duty of beginning in the
early periods of the NHS. Nurses, doctors, and administrative staff were organised into
different hierarchies, resulting in smaller, less complicated organisations. The growing

complication of the management role has now been defined by the NHS system's fast
development, with technical mechanisms forming to assist it. Although there was once a clear
chain of command from front-line services to the Secretary of State, there is now a complex
network of public and private providers, as well as a crop of authorities who affect what
managers must do (Tomlinson, 2017).
Management in the NHS also has followed broader trends in management, with
management duties becoming more specialised. Human resources, marketing, information
technology, and facilities management have all developed, as has the demand for expert
managers in addition to basic administrative managers. Clinical specialities and sub-
specialties have also emerged, necessitating the appointment of leaders with specialised
knowledge in addition to broad abilities. The structure of the NHS demands many levels of
leadership, particularly local unit and interdisciplinary team leadership, department and
institution governance, and network / security leadership. The National Leadership Council,
which objective is to have world-class leadership talent and leadership development at every
level in the health system to deliver high-quality treatment for all, underlines the importance
of distributed leadership once again. Its Griffiths study from 1983 emphasised clinical
leadership, recommending that physicians be more involved in programme management and
allocation of resources choices. The announcement of Lord Ara Darzi's NHS Next Stage
Review in 2008, which reaffirmed the necessity for enhanced clinical leadership and
involvement with management choices owing to the explicit involvement of hundreds of
physicians in the process, emphasised the importance of clinical leadership (Powell and Tilt,
2017).
Question 5:
Conclusion
From the analysis of above presented report document it can be concluded that,
provided healthcare firm takes considerations of effective use of management techniques to
enable better operational methods in the firm. Managers of the firm through analysis of net
inflow of income can develop effective decisions based on better utilisation of resources.
Further, it can be said that effective operational techniques can be regulated in healthcare
industry through usage of innovative technologies which attracts customer base and also
enables good brand image of the operational healthcare industry. Such techniques also ensure
reducing health services related facilities which contributes towards development of better
living standards and quality of life experience of individuals in the particular region.

References
Books and Journals
Amos, D., Au-Yong, C.P. and Musa, Z.N., 2021. Findings and Discussions. In Measurement
of Facilities Management Performance in Ghana's Public Hospitals (pp. 47-96).
Springer, Singapore.
Farhan, N.H., Almaqtari, F.A., Al-Homaidi, E.A. and Tabash, M.I., 2021. Board of directors'
composition, cash conversion cycle and firms' performance: empirical evidence from
India. International Journal of Sustainable Economy, 13(2), pp.197-218.
Fascia, M. and Brodie, J., 2017. Structural barriers to implementing open innovation in
healthcare. British Journal of Healthcare Management, 23(7), pp.338-343.
Friedman, M., 2021. Understanding the market of healthcare. MBA for Medics, p.57.
Goulding, S. and Abley, R., 2018. Relationship management in banking: principles and
practice. Kogan Page Publishers.
Imison, C. and Castle-Clarke, S., 2017. The healthcare workforce. EBOOK: Healthcare
Management, p.305.
Lock, D. ed., 2020. The Practitioner Handbook of Project Controls. Routledge.
Montgomery, B., 2018. Basics of financial management. In Biopharmaceutical
Processing (pp. 1171-1189). Elsevier.
Powell, L. and Tilt, C., 2017. The examination of power and politics in a conservation
organisation. Accounting, Auditing & Accountability Journal.
Tomlinson, J., 2017. Managing the economy, managing the people: Narratives of economic
life in Britain from beveridge to brexit. Oxford University Press.
Online
Harnessing technology and innovation, 2021. [Online]. Available through: <
https://www.england.nhs.uk/five-year-forward-view/next-steps-on-the-nhs-five-
year-forward-view/harnessing-technology-and-innovation/>