The Health commission (HEALTH COMMISSION) is a regulator of health and social care services in England. Their work of 2010 included registering all NHS Trusts and care homes under the Health and Social Care Act 2008 while continuously monitoring the performance and compliance of these services. With over 2500 staff nationwide and being the company in which I work for, HEALTH COMMISSION is an excellent company for me to use for analysing management styles and teams within the organisation. The commission itself is broken down into many sub parts and based in Newcastle are the national contact centre, the operations administrative staff, team leaders, senior managers and the head of Newcastle Services. Being an organisation that is bounded by many rules and regulations and instils rules on others, I set out to find in my report if that caused a certain pattern of management style to form and what effect this had on the teams being managed.
Stewart (1967) describes a manager as someone who gets things done with the aid of people and other resources. Adding to this definition, a manager to me is someone who takes charge of a task and leads people towards a successful outcome. Throughout the years a number of theorists have put together a framework of management styles and before getting into the main styles within my organisation an understanding of them are important to gain the impact it has on the teams working in the company.
Surpassing the ‘close surveillance’ management style, which did exactly as the name suggests, the early 1900 saw the forming of the classical management styles which was split into three areas of scientific, bureaucratic and administrative management. All three branches of management styles have distinctive characteristics from what was to become its successors. Some of the merged characteristics of the 3 styles included: -
Planned workload for employees
Work split into parts and workers trained to be specialised in one area -
Workers regarded as machines (according to the work of Frederick Taylor) -
Planned procedures for each job
Tall hierarchy and superiority chain
Decisions made by managers
One manager running each section
Some of the main advocates of this classical style of management were Fayol, Urwick, Mooney and Reiley.
1927 saw the Hawthorne Experiment study come into shape which caused the start of the Human Relations management approach. This study, which was undertaken at the Western Electric Company in the USA by Elton Mayo, tested how reliable the scientific management approaches were in increasing productivity at work. The findings of the study concluded that productivity in employees increased when managers took an interest in workers and that a Human Relations approach was better than a Scientific one. Future experiments showed that: -
Money was not the only motivating factor for work
Performance of employees depended on the leadership style of the manager -
Recognition from managers increased performance
Environmental factors (such as the amount of light in the assembly room) increased production levels. Other styles later included the Systems and Contingency management approach, the earlier approach describing a style where managers needed to consider a great range of internal and external influences and look at the organisation as a whole and the later describing a management style with no rules as such where there is no best way to manage people.
HEALTH COMMISSION itself is defined by a high hierarchy of managers.
Underneath this great management structure falls the registrations department.
Shared service integration and customer service manager
Support Services Manager
Senior Registrations manager
Compliance and performance manager
Customer services manager
Business Services Team Leaders
Business Services Officers
Business Services Administrators
A survey was handed out to 45 of the junior members of the...
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