LEADERSHIP DEVELOPMENT PORTFOLIO - REFLECTIONS ABOUT LEADING A WORK GROUP.
A) A brief description of your position, the composition of the work group, the type of work activities conducted by the group, and the main group goals.
I started working for the NHS in September 2009. Previous to this I had worked in various blue chip private sector companies in sales and customer service. My role within the NHS is Director of Business Development, contracts and innovation. My portfolio includes procurement, tendering and innovation. Although the portfolio is large, I only have 5 direct reports. The organisation is designed to optimise matrix management principles.
Upon my first day of work I was presented a challenge by manager, whose field of expertise was operational management. The organisation had been given notice on a strand of dental services. After exploring the situation further I was able to pull together a ‘task and finish[1]’ group of relevant stakeholders to address and progress the piece of work. In selecting the team, I had no previous knowledge of the individuals or their competence or willingness to contribute. The deadline for the decommissioning of the service had been 12 months; however I had only 5 months before the conclusion of this period.
The stakeholder team contained 5 senior managers (A practicing dentist, a communications expert, a contract manager, a senior Head of services and a Human Resource specialist). Pen pictures of these individuals can be found in appendix 1. The tasks undertaken by this team were as follows:
• Devising action plans
• Researching TUPE and contract positions
• Liaison with Unions
• Consultation with patients
• Arranging sub contracts for related pieces of work
• Managing internal and external communications
• Liaison with workforce representatives
• Liaison with NHS Commissioner teams
Systematically describe and analyse:
A) Your style(s) of leadership,
In... [continues]
A) A brief description of your position, the composition of the work group, the type of work activities conducted by the group, and the main group goals.
I started working for the NHS in September 2009. Previous to this I had worked in various blue chip private sector companies in sales and customer service. My role within the NHS is Director of Business Development, contracts and innovation. My portfolio includes procurement, tendering and innovation. Although the portfolio is large, I only have 5 direct reports. The organisation is designed to optimise matrix management principles.
Upon my first day of work I was presented a challenge by manager, whose field of expertise was operational management. The organisation had been given notice on a strand of dental services. After exploring the situation further I was able to pull together a ‘task and finish[1]’ group of relevant stakeholders to address and progress the piece of work. In selecting the team, I had no previous knowledge of the individuals or their competence or willingness to contribute. The deadline for the decommissioning of the service had been 12 months; however I had only 5 months before the conclusion of this period.
The stakeholder team contained 5 senior managers (A practicing dentist, a communications expert, a contract manager, a senior Head of services and a Human Resource specialist). Pen pictures of these individuals can be found in appendix 1. The tasks undertaken by this team were as follows:
• Devising action plans
• Researching TUPE and contract positions
• Liaison with Unions
• Consultation with patients
• Arranging sub contracts for related pieces of work
• Managing internal and external communications
• Liaison with workforce representatives
• Liaison with NHS Commissioner teams
Systematically describe and analyse:
A) Your style(s) of leadership,
In... [continues]
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