In this paper, we are going to take a comprehensive look at two different organisations whereby we will compare their styles of management and leadership. Specifically, the organisations are the New NHS Direct and St. Mungo’s. …
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The leadership styles and management practices in two real life organisations
The National Health Service (NHS) is an organization offering healthcare to all English citizens, regarded as the country’s greatest need. Its stakeholders include health professionals, support workers and organisations. Its funding originates from the tax collected from citizens, with the Parliament acting as its watchdog (NHS Direct Web). The NHS Direct is part of UK’s NHS. It is a new, nurse based health advice service that operates within a 4 hour clock system. Health advice are delivered through phone contacts. Its objective is to provide an equal play ground in health services despite time and space, regardless of the background of the nurse. Health software called Clinical Assessment System (CAS) is used for service delivery (NHS Direct Web).
According to Webster (2002), provision of healthcare via interactive television will increase efficiency and conveniences in accessing healthcare (p.430). Gann (2002) emphasizes that most people will prefer using the interactive healthcare software more frequently and urgently before reaching the doctors. This will ease pressure on doctors and other healthcare providers. The key issue in this system is how it makes use of technology. The remote non-face-to-face delivery of healthcare creates a favourable environment to its providers.
Background of St. Mungo’s
St. Mungo’s is a voluntary organisation supporting the homeless. Its objectives are summarized in four words: preventing, alleviating, assisting and influencing the homeless. The organisation offers several services like preventing homelessness, emergency services such as flood stricken areas, and recovery from homelessness. It relies on voluntary funding from donations and service trust from companies. The success of the organisation is evident from innovations and awards it has received since its inception. In the innovation sector, it has managed to initiate life works programme, St. Mungo’s Palliative Care Service and ReVive. It has been shortlisted in awards like the Lodge, Peer Advice Link and Putting Down Roots among others (St. Mungo’s, 2012). Key observations from visits and discussion of the relevance of these observations A) St. Mungos I visited the organization and held some discussions with the management in trying to find out how things are done, and my mission was very successful. I particularly visited the Department of Health and Recovery and sought audience with Director Peter Cockersell, who was cooperation. He explained to me that the kind of leadership style in the organization is called a recovery approach, which was adopted in 2007. This meant that it had to shift from its traditional power relationships between staff and service users. Currently, the organisation does not consider recovery as an outcome, a method or structure but as a description and a process of change. Recovery is defined as power within an individual, encompassed in a social process. An individual must show commitment and ability to create and lead a satisfying life. Flexibility and creativity are attributes in recovery. Recovery remains as the source of frame work for St. Mungo’s staff and client. Their roles and identities rely on this framework-recovery (Clarke, 2002, p.20). The organisation realised that the former designation of staff, workers and other work title positions created divisions within the society’
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