Leadership and Management of Change in Healthcare Settings

This report provides an overview of change management within the UK's health and social care sector. It begins by outlining the context of healthcare reforms and the need for adaptation, discussing the modern change scenario influenced by technological advancements and new care practices. The report explores issues in change management, such as staff training and resistance to change, and examines factors influencing successful implementation, including management support and technological innovation. It delves into perceptions and beliefs about change among service users and staff, highlighting the implications of change on staff efficiency and patient care, using Spire Healthcare as a case study. The report then analyzes the impact of change on managers and the importance of effective change planning, implementation, and potential barriers. Leadership theories, including the Great Man and Trait theories, are discussed in relation to change management. The report concludes by emphasizing the importance of effective management for change in health and social care, aiming to minimize resistance, enhance work engagement, improve performance, and reduce costs. The report uses references from relevant sources.

LEADERSHIP AND
MANAGEMENT OF
CHANGE

introduction
In the modern context, it has been seen that the
health and social care has proved to be one of the
important departments in the UK. A certain number
of directives have already been set up in the context
of the health and social care within the UK.
Moreover, in the recent times it has been seen that
the directives have been continuously modified and
improvised according to the changes that are
required by the individuals that receive the health
and social care services. There must a reform in this
sector the government should take necessary steps to
help individuals in overcoming with the deceases.

modern change scenario
within health and social care
delivery The initiation of change within health care sectors is
very hugely related in the beginning of the twenty-first
century.
 In the prospect of health care organisations in the
twenty-first century, it can be seen that the
technological change and modernized techniques of
care practices are initiated with the view of particular
evaluation and care treatments to the people within
care organisations.
 The change procures within the UK is to have the users
of technological change and enhancement for
improving the care techniques to help the individuals
in having proper treatment.

issues of change management
created within care organisation
 Issues such as accumulated and acceptance of
change by the people within the care organisation
 The issues of change management are also said as the
no proper training for the staffs to avail the change
properly within care sectors.
 The change management issue in care organisation is
swift to change.
 The change management issues can also be said that
change at the helm.


factors can be influenced by the
management of change in care
organisation
 Management change are
had opted the innovations
over the creation of care
treatments more effective
in care organisation.
 The initiation of new
technological support for
growth and development.

Perceptions and beliefs of change
within care organisation and care
users
 Few Service users none believe in new
innovative technologies for the treatment; they
are thoroughly believing the traditional
techniques of treatments.
 Technological change is required to have the
training of the staffs with the resulting of
change management.
 The perception of change is to have the
requirement of innovations and growth over
the services.

various implications regarding
change have been situated within
care organisations
 Over staff members to
perusing work efficiency in
caring the service users.
 The staff members in Spire
Healthcare are more
attentive to work effectively
within the organisation.
 Innovative techniques and
therapies to recover the
cancer patients with the help
of this there is fast recovery

 The change is not only initiated within the
organisation but also it is to be managed properly
so that the people related wit that organisation
must have the acceptance of that particular change.
 In the Spire Healthcare, the main consultations are
the line managers who have strongly dedicated the
effective change management and teamwork of
technological changes within the organisation.

the change impact upon managers
and implementing the successful
change
 The treatment techniques
helps the managers to have
the proper record over
every working aspect
within the organisation.
 Utilising time
minimisation to have
managers for doing
various work at a time.
 The continuous
surveillance with the help
of CCTVs can make the

Theory of leadership
Great Man theory of leadership the researcher believed
in the statement that the leaders are not made they are born.
There are some of the strengths of this theory are that; this
theory can be adopted to have efficient people within the
organisation who are having the personality of leadership.
The change manager within the organisation required this
type of leaders. However, there are some of the weaknesses
of this theory is that the theory is sometimes conservative
approach because there can be some of the training
segments that can help to made a people become the
leader. The leaders have the historical impact over the new
generations with the help of their intelligence, political
skills and carisma.

The Trait theory of
leadership is likewise the
Great Man theory, but
there must be some
involvement of trait such
as behavioural aspects
within the people. The
main strength of this
theory is clarity and easy
to understand by the
organisation. However, the
main weakness of this
theory is that; it is not
addressed over the reason
behind the development of
traits and the process.

The process of change planning,
implementation
 Management support
 Case for the change
 Involvement of staffs
and employee
 Communicated the
adopted change
 Implementation
 Follow-up