Powers of the National Health Service Stakeholders - Essay Example

? Powers of the NHS stakeholders Introduction A stakeholder is any group, person or organization with indirect or direct stake in an institution or organization because it can be affected or affect the actions, policies or objectives of the organization. Stakeholders have a crucial and critical role to play in the success of any initiative or project of an organization (Craig M. Vogel, 2005). The role played by the stakeholders cannot be just taken for granted because no particular two stakeholders are the same, therefore it is the role of the manager to harmonize them and come up with one thing that encompasses all of them. The organization may have vital opportunities that influence the expectations and perceptions of the stakeholders for their benefit and the organization as a whole; but this will only work if the relationship is effective among the stakeholders (Stijn Claessens, 2008). Hence it is the role of the manager again to identify, map and prioritize the stakeholder community and ensure that there are appropriate and effective channels of communication in the planning of the project (D. Barry Dalal-Clayton, 2002). Therefore this paper seeks to identify types of powers that characterize the stakeholders in NHS and the strengths and weaknesses a held by the manager (Hebb, 2011). As the manager of NHS with stakeholders having various types of powers, grievances and disputes are likely to arise due to the distinct interests of the stakeholders. It is within the powers and strengths of a manager therefore to settle the differences of the stakeholder for the benefit of the organization and for the stakeholders as well (D. Barry Dalal-Clayton, 2002). Harmonious relationships in the workplace are very essential in optimizing the efficiency of business. Even very minor issue or problem may develop and become a dispute or grievance if they are not handled effectively and quickly (D. Barry Dalal-Clayton, 2002). This is very true with the concerns and issues that involve individual stakeholders or the whole group. It is therefore in the strength of a manager to put in place, with the support of the same stakeholders, procedures and policies that resolve the problems in the workplace and the organizational interest in general. A manager hence holds the strength to harmonize the interests of the stakeholder and solve their disputes and grievances (Beardwell et al. 2005). It is also within the strengths of a manager to conduct collective mediation and collective conciliation in order to solve the disputes or differences arising among the stakeholders. This helps in restoring the working relationships in the organization both with employees and with the stakeholders (Lorne Cummings, 2009). The manager also has the strength to act as an arbitrator between two or more stakeholders with conflicts and make a decision that suits all of them. It is vital for managers to create optimistic working relations with the stakeholders based on effective communications. At this basic level, issues and concerns may be raised and resolutions made informally without necessitating formal procedures (Stijn Claessens, 2008). Managers therefore have the strength to represent the employees and the stakeholders as well. It is through effective communication and representation that the trust is built among stakeholders, employees and employers. It is also a major cooperative approach in solving problems (Beardwell et al. 2005). On the other hand, a manager holds various weaknesses as far as the powers of the stakeholders are concerned. A manager is an employee of the stakeholders, he or she serves for the interest of the stakeholders and must therefore obey their interests and ensure the objectives of the organization is met as well. A manager cannot at any instance discipline a stakeholder for whatever reason (Hebb, 2011). This is a major weakness managers hold because stakeholders might have self interests but the manager is expected to implement those interests as well as guard those of the organization. Standards of conduct and performance are hence set including the company rules. Stakeholders can censure managers and relieve them their duties if they are not performing (Craig M. Vogel, 2005). Dismissal is also a weakness held by the manager. He or she cannot dismiss any stakeholder due to their role of optimizing the stakeholder gain and the fact that he or she is an employee of the same stakeholders (D. Barry Dalal-Clayton, 2002). On the other hand, managers can be dismissed at annual general meetings if his or her performance is considered not in line with the expectations of the stakeholders. Therefore as a manager, I am tasked with implementing the interests of the stakeholders and those of the organization in achieving the goals of the trio (Huse, 2009). The types of powers that characterize stakeholders are diverse in nature. They are those powers that ensure their interests and those of the public that they serve are met. The procurement powers are held by stakeholder (D. Barry Dalal-Clayton, 2002). Such powers include management of estates, functions of the back office such as information technology, communication services, financial management and management of human resources. These are functions that are better done at scale, hence the stakeholders have the power to carry out any of them and influence their execution (Peter R. Baehr, 1998). Another type of power held by the stakeholders is the initiative and developmental powers. These powers include the power to influence and encourage. Such stakeholders are very significant when carrying out a project. They can be invited to help steer a group and act as the panel of advisory board (Beardwell et al. 2005). The power to keep the organization and the public satisfied is another type of power held by the stakeholders. These may be referred to as stakeholders with consultation powers. They can influence the success of the project although they might not be interested in being close relationship with the project (Lorne Cummings, 2009). As a manager, you find ways of keeping such stakeholders informed and ensure that their interests and needs are addressed and considered in the project. Another type of power held by the stakeholders is the power to monitor the management and keep the public informed. This group of stakeholders often keep an abreast of developments in the organization (Secretariat, 2004). Such stakeholders seek to examine if their interests or influencing level can change in the course of carrying out the project. A manager is hence expected to review the channels of communication that are existing with every stakeholder in order to check if they are adequate enough to allow their engagement in the project (Hebb, 2011). The channels of communication should enable the manger to hear from the stakeholders as well as dispatch information to them. The manager should also get involved in the development and delivery of the engagement plan of the stakeholders so as to inform and absorb the stakeholders in the project. As a manager, you should not shy away from telling your stakeholders your plans of the project and ask them to confirm if the plan will meet their interests (Beardwell et al. 2005). Another major power of the stakeholders of NHS is the power to oversee the functions of Public Health Steering Committee (Craig M. Vogel, 2005). The stakeholders of NHS have the power to monitor the status of health and identify as well as solve the health problems in the community. They can also investigate and diagnose the health hazards and health problems in the community. In driving a project, the stakeholders have the power to mobilize the partnerships with the community, in so doing; they can also influence the community actions in order to identify problems affecting them (Hebb, 2011). In NHS, it is within the powers of the stakeholders to develop plans and policies that support both the community and individual efforts of health (Secretariat, 2004). They can also enforce the regulations and laws that protect and promote health of the community as well as ensure their safety. NHS links the community to the health services that are needed at both personal level and community level. It is therefore in the power of stakeholders to ensure and assure that there is the provision of quality health care to the people (Anne T. Lawrence, 2008). Other powers of the stakeholders include assuring competent personal and public workforce in the health care, evaluating the accessibility, quality and effectiveness of population and personal based health services, and researching for the new innovative and insight solutions to the problems in the health of the population (Beardwell et al. 2005). Conclusion In summary, stakeholders are great influence in every project held by the organizations. In NHS, the stakeholders execute various powers which help drive the health system (Peter R. Baehr, 1998). For instance, it is the power and role of the stakeholders to develop and initiate technologies that help in running the NHS. NHS will not be able to deliver effective and appropriate interventions without effective technology. It is also in the power of the stakeholders to design systems that help the NHS in delivering quality services. Systems such as personnel, procurement and information systems are designed to assist in service delivery. These systems ensure timely conjunction of financial, human, knowledge and technological resources (Stijn Claessens, 2008). The stakeholders also possess the power to help in the development and patient construction of organization representing mechanisms whereby individuals mobilize their own interests, values and talents towards the achievement of the shared goals. Such organizations bring about the certainty to the transactions and even articulate the incentives. It is within the powers of the stakeholders to nurture leadership within NHS. People who can build up technical knowledge, strategic vision, ethical orientation and political skills are necessary in the NHS to help lead the complex processes involved in the formulation and implementation of policies. The stakeholders are therefore significant in the NHS projects as even the best systems that are designed are bound to fail without leaders (Lorne Cummings, 2009). Several circumstances revolve around the powers of the stakeholders. Health is an element greatly considered as an important factor for sustainable economic development. The stakeholders are therefore involved in the effective governance, global security and the promotion of human rights within the structure of NHS (Peter R. Baehr, 1998). The stakeholders also ensure that there are funds flowing steadily in the NHS sector due to its perceived significance. 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