Managing Change in the Urology Department of National Health Service in England Abstract The mission of the National Health Service in England is to sustain continual improvement in delivery of health care services. The management seeks to ensure a healthy working environment for employees who are the drivers of change…
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The events that caused the need for change in the hospital were the combined financial crisis and the newly introduced regulations on the number of working hours for hospital personnel. Improving the situation will require the application of effective strategies and techniques that would change the current situation. The strategies and techniques require efficient processes and procedures. The hospital should be prepared to apply efficient change initiatives that are inclusive and address the needs of all the stakeholders. Otherwise, resistance will arise among the stakeholders. The three crucial areas that require change include stakeholder/employee relationships, management of technological change, and worker motivation. This report begins with the summary of the organization that paves way for discussion on the issues that require close attention. Table of Contents Managing Change in the Urology Department of National Health Service in England 1 Managing Change in the Urology Department of National Health Service Hospital in England 1 Abstract 1 Table of Contents 1 Managing Change in the Urology Department of National Health Service Hospital in England 3 Change Management 3 Goals of the Change Process 4 Approach to the Change 4 Planning For Change 5 Change Management Models 6 Organizational Fabric Model 6 Pesteli Model 7 Mckinsey’s 7-S Model 8 SWOT Analysis 9 Stakeholders 9 Analysis of Hospital Stakeholders 9 Stakeholder Engagement 10 Systems Perspective 10 Motivation 11 Application of Myers-Briggs Type Indicator (MBTI) 12 Recommendations 12 Conclusion 12 Managing Change in the Urology Department of National Health Service Hospital in England The mission of the National Health Service Hospital in England is to sustain continual improvement in delivery of health care services. The management seeks to ensure a healthy working environment for the employees as well as other stakeholders. The Department of Urology is struggling to respond to external pressures for change that have threatened its ability to offer efficient medical care. The hospital works with five consultant surgeons, a few middle-grade and junior doctors, a range of nurses and other clinical personnel. The hospital infrastructure is not efficient enough to offer competitive and efficient health care services. The events that triggered need for change in the hospital were the combined financial crisis and the newly introduced regulations on the number of working hours for the hospital personnel. The introduced regulations on treatment duration made the hospital sub-contract some of treatments to a private hospital, leading to financial losses. The factor that contributed to the shortage of medical staff is the conflict in the regulations involving the working hours. The management of the crisis is loaded with many challenges such as tension between managers and clinicians and failure to agree on the staff capacity, allocation of extra beds, and operating theater. Others include information overload, ineffective problem solving, disagreement on the number and qualifications of new entrants, and inefficient data collection. The current challenges facing Urology Department of the National Health Service Hospital in England are related to the incompetence of the stakeholders in managing the changes facing the health care industry. Change Management Change management is a structured process designed to deal intentionally and directly with human
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The way NHS Direct was envisioned, it allowed Chief Executives to set new parameters since there were no pre-existing policies or procedures.
The NHS is managed by the United Kingdom, Department of Health and is funded by the tax payer.1 The NHS provides nation wide health care services to include the following:-
The NHS is a continuously evolving organisation and has been adapting to the emerging health environment.
Funded entirely from taxpayer sources, it has become an institution in itself in Britain. Having done its deed in the most serviceful manner to the public ever since its humble beginnings in 1948, the NHS has recently undergone a massive modernisation drive to enable IT-based sophistication of healthcare systems, a process which is slated to continue well until 2010 (Igbokwe, 2006).
There is no dearth of talent in the service, and the doctors and nurses remain hugely committed to their patients. They put in long and stressful hours, but they are being let down by a system that is dysfunctional. Since 1997, the government has made excellent progress: NHS funding has doubled and will soon be three times what it was at the end of the 1990s.
After decades of underinvestment, the NHS has begun to turn itself around, with unprecedented increases in the money it can spend. As its budget has grown from 33 billion to 67.4 billion, the average spending per head of population has gone up from 680 to 1,345 (Department of Health, 2004).
According to the paper while there can be a wide variety of solutions given to the NHS, private industry and businesses often give the best cases which could be replicated for the NHS. These solutions include the ideas of empowerment, changing the organisational structure, efficient use of technology and thinking like a small company since all of these ideas have helped large companies in the past.
The concept or principle on which the NHS was founded was service to all indiscriminately and financed from central taxation. The essay analyzes the changes that has occurred and brought about the management crisis