National Health Service Assignment Solution

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NATIONAL HEALTH SERVICEORGANIZATIONAL CHANGE DEVELOPMENTPLAN FOR NHS ORGANIZATION
1Table of ContentsIntroduction............................................................................................................................2Causes/triggers for change at NHS........................................................................................2External cause of change...................................................................................................3Political factor..................................................................................................................3Socio-cultural factor.........................................................................................................3Internal cause of change.....................................................................................................4Cultural and social dimensions for change.............................................................................5Power and Organizational Politics in the NHS....................................................................7Issues in leadership & management and recommendations for organizational change..........7Leadership issues and recommendations...........................................................................8Issues in Employee engagement and recommendations..................................................10Issues in Organizational development and recommendations.........................................11Conclusion...........................................................................................................................12References...........................................................................................................................13
21.IntroductionOrganizational structures and market practices change as do political andsocioeconomic issues and remedies, as well as cultural norms and beliefs. Managingchange entails dealing with the process's uncertainty. It entails assessing, preparing, andexecuting activities, strategies, as well as techniques, and also ensuring that perhaps thechange is both beneficial as well as important(Kuipers et al., 2014). Organizations oftenneed to incorporate enterprise-wide improvements involving their systems, goods, andpersonnel to keep up with a rapidly changing market environment. This could bechallenging, and people always oppose it. However, in order to foster an agile corporateculture, businesses should take a comprehensive approach to significant changemanagement.The National Health Service (NHS), also defined as NHS, is among a world's majorpublicly financed health care systems. The key goal of this study is to examine how aNHS has changed in that time in terms of strategic orientation as well as development asa result of shifts in government terms of office. In 2010, the UK government unveiledproposals to make significant improvements to the way health facilities are managedlocally in England.Primary Care Trusts (PCTs) will be replaced by ClinicalCommissioning Groups (CCGs) inside local medical councils as a result of these reforms(Greaves et al., 2012).State health managers responsible with England's 151 PCTs have historically been incharge of public health. They were in charge of hiring municipal public health directorsand organising efforts to inspire residents to live healthier lives. Nevertheless, as PCTsbecame CCGs, a responsibility had transferred to local councils.Moreover, suchstudy would include a critical overview of NHS organisational change,including an assessment of organisational change factors and causes, social and culturalaspects of change, and strategic guidelines for NHS to guide, handle, and accept suchchanges.2.Causes/triggers for change at NHSThe term "organisational environment" refers to the internal as well as externalinfluences that influence organisational activities as well as decision-making(Arogyaswamy and Byles, 1987). Any company, whether for profit or not, has its ownenvironment. The corporate world is ever-changing and complex. Today's changes havebecome so constant, and each one carries with it so many obstacles, so organisationmanagement as well asleaders must be alert regarding environmental changes.
3External cause of changePESTLE analysis is a strategic strategy tool for assessing a macro environment. Thefollowing are some of the macro environmental cause factors for change at the NHS:NHS OrganizationPoliticalShort-term political interests of governmentPoor funding initiativesEconomicRising competitionSocio-culturalAdverse effect on Reputation across the local community dueto low quality of care for patientsLack of engagement with patient and other stakeholders oflocal communityThere are two most important external factors that cause change at NHS are socio-culturalfactor and political factor. So NHS must analyse these factors in order to be competitive atthe market place.Political factorIt is the most important aspect that NHS should take into account in the most efficient waybecause it has a significant impact on the company's activities. A positive business-government partnership is critical for an environment as well as, quite specifically, tobusinesses.In the case of the NHS, the country's government has a significant impact. Politicians areunaware regarding administration, so as a result, employees are overstressed as a result ofthe constant change. On July 20, 2012, a spokesman for the NHS Confederation (showinghealthcare executives) claimed the NHS had experienced a "chronic breakdown" as well assuggested that only the Government had been focused on short-term politicalconsiderations. If such problems are not resolved, he believes the NHS will face financialchallenges as well as a standard of patient care will deteriorate.Socio-cultural factorBusiness leaders must research and forecast the effect of social as well as cultural changesupon its future of company activity in relation to addressing customer demands and interests(Thornton et al., 2011). When PCTs are phased out, more than 200 GP-led ClinicalCommissioning Groups (CCGs) will be formed to deliver high-quality treatment in the leastcostly setting possible, backed by a cohesive team of caregivers. To strengthen thecomprehensive and organised care patient's needs, CCGs and GPs can collaborate moreclosely with all care agencies (public and private healthcare consultants, mental wellbeing
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