NHS and the Challenge of Performance Management

NHS and the
Challenge of
Performance
Management
(Assessment - 2)

Table of Contents
INTRODUCTION...........................................................................................................................3
COMPETING VALUE FRAMEWORK (CVF).............................................................................3
Introduction............................................................................................................................3
THE COMPANY.............................................................................................................................4
a) Company Profile.................................................................................................................4
b) Management Approaches...................................................................................................7
THE BUSINESS CHALLENGES..................................................................................................8
a) Description of the challenges.............................................................................................8
b) Impacts of challenges on company....................................................................................8
RECOMMENDATIONS.................................................................................................................9
CONCLUSION................................................................................................................................9
REFERENCES..............................................................................................................................10

INTRODUCTION
Performance management is a critical aspects of business in which top layer of the
organisation works in the favour of keeping the company highly productive and performing with
focus on keeping employee performance high as it directly links with the company's ultimate
performance. The report is based on National Health Service (NHS) which was founded in 1948
and funded through general taxation as it is an organisation for public welfare (Grossi and et. al.,
2019). The report will be dealing with certain aspects of performance management which are
looked over on the basis of National Health Service (NHS). To begin with Competing Value
Framework (CVF) is examined and company's management culture is determined and moving
along the discussion is conducted for identifying the challenges of the firm and digging the
reasons behind them as well their impacts over the performance of the organisation that is
National Health Service (NHS).
COMPETING VALUE FRAMEWORK (CVF)
Introduction
Competing Value Framework (CVF) which is classified into four segments or quadrants
highlighting four corporate cultures and reflects upon how a company works, how the workers
collaborate and what are the corporate value of the organisation. The four quadrants and
represented cultures are as follows: Clan Culture is the one with utmost flexibility and the relationship between people is
central with friendly work environment. This culture is most commonly adopted by small
family businesses or small ICT companies. Hierarchical Culture is the one with extreme formalities and highly focused on having
effective control systems in place. The government agencies and administrations is the
appropriate example.
 Market Culture is the one adopted by businesses which are directed towards the end
results by completion of work in the best possible manner. Workers in such organisations
are very competitive and goal oriented.