UNIT 102 management perspective
UNIT 101 – MANAGEMENT PERSPECTIVE
LECTURER NAME: DR SHALINI BEDI
TOPIC NAME: CHANGE MANAGEMENT
SUBMISSION DATE: 5TH DECEMBER 2014
STUDENT NAME: ALICIA BHOLA
EXECUTIVE SUMMARY
This assignment is based on a previous organisation where I worked in a large National healthcare Organisation in the UK which was on the verge of closing down after many years of over-spending, weak performance and quality. A turnaround team was sent in, along with a range of consultants and advisers to try and improved the situation. A number of Chief Executive officers (CEO) were brought in one after the other, by the Department of Health but leaving only after a few months in post, of which performance get even worst and finances only a little better. The two CEOs had very similar style (hard hand) of management but the second was a little more charismatic that his old colleague. Staffs complained that there was an over-focus on finances; the blame culture was getting worse. Staff and patient surveys showed major problems with moral and communication. A new, female CEO was brought in and she began implementing a change management and cultural changes.
TABLE OF CONTENTS
Executive summary 2
Table of Contents 3
1. Introduction 4
2. Defining the Problem 5
3. Three key areas 6
3.1 Culture 6
3.2 Technology 8
3.3 HR- Staff Retention and Morale 9
4. Conclusion 11
5. References 12
INTRODUCTION
This discussion shows the relation to change in management, aspects of leadership and culture that can be valuable to this case. It also provides advice for a new CEO about leadership and culture change based on evidence. The National Health Service (NHS) is a one of the largest healthcare organisations in the world, but it has been undergoing huge changes in the last decade. Organisational change means the movement from a current state to a new different state
LECTURER NAME: DR SHALINI BEDI
TOPIC NAME: CHANGE MANAGEMENT
SUBMISSION DATE: 5TH DECEMBER 2014
STUDENT NAME: ALICIA BHOLA
EXECUTIVE SUMMARY
This assignment is based on a previous organisation where I worked in a large National healthcare Organisation in the UK which was on the verge of closing down after many years of over-spending, weak performance and quality. A turnaround team was sent in, along with a range of consultants and advisers to try and improved the situation. A number of Chief Executive officers (CEO) were brought in one after the other, by the Department of Health but leaving only after a few months in post, of which performance get even worst and finances only a little better. The two CEOs had very similar style (hard hand) of management but the second was a little more charismatic that his old colleague. Staffs complained that there was an over-focus on finances; the blame culture was getting worse. Staff and patient surveys showed major problems with moral and communication. A new, female CEO was brought in and she began implementing a change management and cultural changes.
TABLE OF CONTENTS
Executive summary 2
Table of Contents 3
1. Introduction 4
2. Defining the Problem 5
3. Three key areas 6
3.1 Culture 6
3.2 Technology 8
3.3 HR- Staff Retention and Morale 9
4. Conclusion 11
5. References 12
INTRODUCTION
This discussion shows the relation to change in management, aspects of leadership and culture that can be valuable to this case. It also provides advice for a new CEO about leadership and culture change based on evidence. The National Health Service (NHS) is a one of the largest healthcare organisations in the world, but it has been undergoing huge changes in the last decade. Organisational change means the movement from a current state to a new different state
References: Burke, W. (1994) ‘Diagnostic models for organizational development’, in Ann Howard & Associates, Diagnosis for Organizational Change, Guildford Press, New York, NY.