Leadership and Managment - Assignment Example

? Leadership and Management Leadership and management in nursing: a case study Introduction This report has been prepared in the light of the new management team and its realigning that has ensued recently. Notably, there are various issues that are potentially underway as we get used to the new management roles in the newly reformatted Trust. In understanding that new changes often trigger new problems (Bassett, 2012), or at least exacerbate the existing tensions, the new management team will often face various previously inexistent problems in terms of the coordination of our new workforce outfit. Here I identify key such problems and identify the best interventional strategies and adjustments so that a streamlined workforce may be established. It is commonsensical that the success of any initiated change can only be supposedly felt if its implementation is successful (Daly, Speedy & Jackson, 2004). In this connection, it is perhaps important to underpin the importance of the roles that each employee will play and how the employee will do it. This report recognizes the much needed support from each of our employee. The new ranks, the new alignment of duties and the foundation of the Trust’s integrity charter are some of the features compatibility of which must be addressed and supported. A number of potential shortcomings as we get prepared to take our roles in the new roles are a major focus hereunder, plus a number of recommendations as potential solutions in correspondence with the identified problems. Some of the issues are related to compatibility and coordination, our diversity policy, our communication barriers, and insubordination. These issues may interfere with the overall performance of the Trust and thus the failure to fulfill the new management’s appraisals. The following are the major potential threats that we might face in the course of our reforming adjustments. Analysis Compatibility and coordination In the light of the new Trust’s increased managerial positions, there are various potential challenges in terms of compatibility and coordination of various duties and their frameworks. Doetter and Gotze (2011) state that the “content, timing and successful passing of reforms depend largely on the acceptance and diffusion of policy ideas (p.502).” It is important to note that prior to our new reform, all the stakeholders have been used to the previous work arrangements. Supporting Doetter and Gotze’s insight, it will be ignorant of us to assume that the employees and other members of the staff will easily adapt in the new system. Our goals might be hindered in the process and it is a common understanding that those goals are the only reason the new reform is being launched. Compatibility issues may occur in form of difficulties in the working relationships (Daly, Speedy & Jackson, 2004). The new arrangement brings with it new tasks and specialization, plus, of course, greater higher levels of seriousness in what we do as an organization. In the meantime, the preexisting work relationships will certainly become destroyed. That might not rhyme so well with the workers. Adapting to virtually new masters and supervisions in the fields that did not carry much weight before will bring slowness in terms of implementation of the new working policy. In the meantime, workers will be demoralized and hence low productivity will ensue. The Department of Health (2013) and NHS Employers (2013) underpins the necessity of engaging employees in working as a team. However, in our case, such processes might prove to be tougher than we expect especially now that we behave new employees some of whom are from completely different disciplines. Diversity policy The fact that new policy comes with some shortcomings (Bassett, 2012) is one that we must live with. The introduction of new employees some of whom are from different disciplines can easily compromise governance into ensuring that all arms of management work to their best levels and towards fulfillment of our newly set goals (Department of Health, 2013). Diversity in the workplace means the simple “otherness”. Therefore, newness of the employees, the differences in careers and roles among other factors add to diversity. Most managers are using the diversity in the workplace as a good tool for efficiency lest it is not very well managed. We must move fast yet careful in ensuring that diversity works. Unmanaged diversity will trigger disunity and weak bonds between workers which, in the long run, will lead to their polarization, demoralization and underperformance. We must create an atmosphere that enhances interdisciplinary harmony and co-dominance among the workers (NHS Employer, 2013). Insubordination Insubordination is the act of demeaning of the authority by, for example, overlooking their advice and directives. In our situation, we have doctors, who are mostly more learned than some of their seniors or even other staff members and stakeholders in general, undervaluing the policies, the policy makers, the leaders, their immediate bosses and even their fellow workers based on their high education levels. This is what Daly, Speedy and Jackson (2004) and Bassett (2012) terms as hierarchical discrepancies. To their acclaim, Daly, Speedy and Jackson (2004) ascertain that insubordination is not a new phenomenon in the workplace and it suppresses governance efforts (Bassett, 2012) a great mile. With the new employees coming into play, and with the interchange of role plays in an attempt to fulfill our mandate, there is no guarantee that such problems will not occur during the implementation process. Uncontrolled, Daly, Speedy and Jackson suggest that the problem is can be recurrent. Such a problem will occur if we will not take the necessary measures to remedy the situation and, at least recognize insubordination as a huge problem. Communication barriers and other difficulties Communication problems identified here have the above problems as their empirical causes. For instance, low compatibility and coordination among the workers and the other staff members plus the stakeholders means that they communication among them is poor. According to Bassett (2012) nursing is, in particular, a social activity so sensitive because the outcomes of the patient and the efficacy of the working healthcare delivery system are vested in the activities undertaken in our institution. Similarly, diversity disconnection leads to reduced communication efficiency. In a similar way, insubordination and thus disrespect of the authorities is a function of ignorant management which brings about technical difficulties in governance or leadership in nursing (NHS Employer 2013). For any industry, streamlined communication is assisted by knowing who to answer to for any employee. The reform agenda we all believe in will only be successful if we devise a holistic strategy to deal with issues of ineffective communication. Specifically, we have new employees and we have to provide good grounds as they start to work on various projects. The conditions surrounding and defining our start-off will surely determine how we proceed in the future. Conclusion As we undertake to change our management design and introduce reforms, there are various potential problems that we must be prepared to solve. These include difficulties in establishing good compatibility and coordination, the potential diversity adversities, insubordination, and communication barrier. In terms of compatibility and coordination, new workers may find it difficult to adapt to the new environment while the old workers may find it hard to accommodate the new changes in the reform agenda. The result is slowed productivity of our organization, tainting of its name and fame due to unimproved services and loss of costs in terms of costs of hiring new employees. If not well managed, diversity may breed hate among workers which will sabotage coordination, productivity and thus the performance of the company altogether in that order. Insubordination is an already recognizable phenomenon in our organization. This is different from the conflict of personalities. It is the process of demeaning others because they are inexperience or are not learned as one. With the introduction of new management design, new workers and interchange or role plays, there are all indications that insubordination will continue to increase even further. Communication difficulties can be a breeding site for all the other potential problems and too, it can be caused by the other problems. The instances such as when people do not know who to answer to and so on set the problem of poor communication patterns in an organization such as ours. Solving these problems in advance, I believe, will only ensure streamlined reform implementation process. Recommendations There will be the need to sensitize the entire workforce and the key stakeholders of the new reform necessities. To this end, it will be vital to conduct major inclusive workshops to explain that the new changes are the most effective for the attainment of the goals of our organization. During such inclusive workshop, it will be necessary and possible to coin in the importance of diversity – we are there not to compete but to learn and complement each other. The problem of insubordination is sensitive and if addressed appropriately, it may be termed as rude. Therefore, it may be embedded in the issue of diversity. But first we must come up with a comprehensive employee behavior and policy as an in-between help (Department of Health, 2013; NHS Employer, 2013). For example, we must improve our rewards (ensuring credit is given where due and in tine) and punishment (we do not aim to punish but capacity building). The communication problem should be addressed by correctly defining each employee’s roles and obligations. Each employee must know who they work for in the hierarchical ladder. References Bassett, S. 2012. Accountability in the NHS. Nursing Management, 19: 8, pp. 24-6. Daly, J., Speedy, S. & Jackson, D. 2004. Nursing Leadership. London, UK: Elsvier Health Sciences, Dawson Books. Department of Health. 2013. Engaging your staff: the NHS staff engagement resource. Accessed on 08/05/2013 from Doetter, L.F. & Gotze, R. 2011. Health Care Policy for Better or for Worse? Examining NHS Reforms During Times of Economic Crisis versus Relative Stability. Social Policy & Administration issn 0144–5596, 45: 4, pp. 488–505. NHS Employers. 2013. Employment policy & practice: UK Employment practice – Increasing protection for staff who raise concerns in the public interest. Accessed on 08/o5/2013 from Read More