Leadership and Management Development - Coursework Example

Surname: Presented to Institution Name, Location Date Leadership and management development Introduction The management and leadership development (MLD) refers to the ways that include the interaction between the learners and the stakeholders of the companies. The work that is related to leadership and management is not really that limited, furthermore, the management part need more specialized skills to help the one who need to expand their understanding through learning in relation with the limits of the institution. What management and leadership entail has from time to time led to debates on the relevance, importance and their purpose in their contribution towards the success of the company in its developmental projects. Each of the two processes has models and specific frameworks within very convenient structures which posses the outstanding theme of the processes of relation (Campbell, 2013). The world most funded publicly, UK’s National Health Service (NHS), which was initiated in 1948 is at the moment employing more than 1.7 million individuals. On average the organization attends to over one million patients within 36 hours. The system structure that the organization runs is as shown bellow (Kotter, 1988) . The organization is always under investigation to determine how it maintains the employees wellbeing and the extend of resources used in the maintenance of a professional in a well managed system (Hodgson, 2007). In a report that was produced in the recent past by the Royal College of Nursing, it was realized that almost two thirds of the of the nurses working within the organization have in a number of times raised their concerns on the way in which patients are taken cared of but the organization has always failed to pursue them due to the continuous intimidation and fear within the organization. This clearly shows that the organization does not have the needed specialist to counter act on the problems with perfection and within time frames (Kotter, 1988) . According to Porter et al (2004), it is clear that the facilitation of the efficient authority depends mainly on the ability to combat seven hurdles, but NHS has failed to deal with hurdle number two, which is communication (Campbell, 2013). Communication can always affect the personality of a manager in that they can work with diverse characteristics and manners. One example is provision of an aggressive order to an employee; this can easily spoil their association since it can potentially produce a feeling of dislike (Hodgson, 2007). Communication within the organization is required to be the main basis of best reputation, intellectual and the interpersonal skills. The chief executive officers of companies need to understand how to clearly communicate with other subordinate employees so that the complaints are well managed and the employees can know more through them instead of turning a blind eye to them (Broad, 2013). The ombudsman of the health service has always received complaints from June all though to December of 2012. The services of the organization should always have the first look at the large extend of which these complaints have been raised. After an investigation that was done by ombudsman on the cause of the complains, it was found that there was a distinct total lack of communication between the patients, the local authorities and the relevant employees of the organization (Broad, 2013). This shows how the organization has broken its culture; the main reason for the broken culture of the organization is the lack of communication within the company which affect the working relationships and the continuous depiction of negative publicity and reputation of NHS, this leads to loss of both intellectual and interpersonal skills (Hodgson, 2007). According to Mintzberg’s Managerial Roles Framework of 1973, there are always about three critical roles that should be continually considered while leading a group, one is that a manager should always be good at liaising with other stakeholders of the organization and be totally figurehead (Mumford, 2004). The second important character is being informational, a leader is always required to monitor and publicize information, and this requires they be good spokes persons to achieve this (Campbell, 2013). Lastly, they need to always reflect on decisional roles, entrepreneurial skills should always be part of them; they should be able to allocate resources, handle disturbances and negotiate perfectly. When managers don’t communicate well with the stakeholders they don’t make right decisions and this leads to incorrect decision making when solving problems and complaints that are received just like NHS (Mumford, 2004). At the moment NHS is going through a time of transition taking into consideration the state of infrastructure in it. The NHS system expects to improve services including access to the organization, reduction of wastes, delivering batter services to the patients and experiences of the employees. This is endeavored to be achieved through doing more many people and maximizing the little resources (Campbell, 2013). This particular endeavor depicts the process that is used in developing the involved approach, which basically deals with the alteration of the Human Resource Management (HRM) practices and the strategic human resource management (SHRM) (Broad, 2013). This has always been shown by the strategic alliance from NHS, the CIPD and the Health care People Management Association (HPMA), mainly to improve the Human Resource capabilities in the NHS to batter the management practices (Mumford, 2004). To be able to achieve this the alliance intends to improve the engagement of the employees in order to create an environment that will make them feel appreciated and being valued, this fits exactly with the ideology of developing a batter leader. This is always achieved through setting of batter goals and objectives that will influence the team to assume their responsibilities for whatever they do, this in turn destroys the feeling of fear and intimidation experienced within the system (Kotter, 1988) . This particular alliance will bring a lot of changes within the NHS culture, in order achieve this within a short period of time, the staffs with higher positions have to be trained on how to handle the complaints more effectively and within a short time, and this will consequently help in saving the resources in the long run (Mumford, 2004). For this project to succeed, NHS have proposed that employees that are at lower positions and the student employees have to finish one additional year working as a healthcare assistants, this will definitely enable them to get more tangible experience. In addition to this, the permanently employed staffs have to obey a new set of rules which give clear expressions on character and mind-set (Campbell, 2013). If NHS realizes that communication in the main requirement for change, these reforms within the system will definitely work in the long term. Communication will change everything including the environment as this will positively affect the management and all the powerful staff. Within the recent change period, the Primary Care Trust unit and the Strategic Health Authorities have been totally removed from the system in the place of the commissioning groups that was led by GPs, newly propelled system depicts that NHS can improve by use of Model employer (Broad, 2013). NHS is getting a system that will see the abolition of the middle managers and more concern put on the roles of senior managers in the improvement of the company by use of batter strategies. The lower managers are inspected on their day to day work affairs. This new system follows the theory of Luthans, Hodgetts and Rosenkrabzt of (1988) on allocation of managers more time in order to make them more productive (Kotter, 1988) . The old system that NHS used in the past is at the moment insufficient due to globalization and high completion within the business environment (Campbell, 2013). The cognitive skills that are still there require maturing together with the widening of the interpersonal skills that are softer and this will add value to the development of management. In order to batter these skills in the year 2011, an academy of professional leadership was initiated, this was expected to provide help all the professional without focusing on their discipline and level (Broad, 2013) . The services that the academy offered included developmental guidance, learning, and competency framework basing on case studies in real life. The academy also motivated people to use the Honey and Mumford’s theory of 2006 on learning cycle and variation. A nurse according to Mortlock needs to put into practice the new procedures in association with the resuscitation and stocking (Lee, 1992). Mortlock initiated the trial test on the new system, she managed to gauge issues such as time against planning, she also carried out a pilot study on the same that lasted for almost a week, here she analyzed the final results prompting her to extend the trial time and finally gave the results to all the hospitals committees that were concerned (Campbell, 2013). The cycle use has enabled the development of the competencies that include the ability of individuals to improve rapidly and in line with the objectives of the organization by working more and using little resources, collaboration, and agility (Mumford, 2004). The new system structure has brought up the idea of 360 Degree feedback gizmo which has greatly helped in development of competency as a process and the key to the Strategic Human Resource Development (SHRD). This particular initiative works effectively for the operational staff; however, what has been seen over time is the lack of continuous progress from the management as we climb the hierarchy (Kotter, 1988) . Organizational alignment is more breath taking in NHS as compared with the problems and strategies that have been relayed initially (Mumford, 2004). While the management is trying to make sure that there exists efficiency the higher ranking employees are working on effectiveness. Many issues have been forwarded from NHS and this has destroyed the reputation of the organization in regard to the management team, the fact is that, for NHS management to achieve all that has planned to undertake the management is required to change a lot to be able to bring down the gap that exist between the operational staff and themselves (Broad, 2013) . This can easily come to pass if the Ten Faces of Management Development produced by Lee, (1992) and more precisely the Functional-Performance and the political Reinforcement. These developments are required if NHS intends to achieve its goals of improving the managerial performance and the cooperate governance, NHS need to be more proactive and not so much of being reactive to the changes from the external environment(Lee, 1992). Both the technical and social changes are required to happen across NHS. The management to be taught through a number of interventions and the one that produces the best results has to help in organization development (Campbell, 2013). The amount of management development that NHS has invested shows the ideologies that that are in the recent government. The principle of those in top positions of the organizations including being conservative and labor have produced a long lasting effect on the way in which the staff carries on when on duty and they way the behave while at work (Broad, 2013) . It has been discovered that the governments that have lead in the past have left a number of assumptions concerning the abilities of the employees, this they focus on the performance of both the past and the present, instead of requirements of the future (Campbell, 2013). This means that, the overall plan is increasingly getting far apart from the strategic Human Resource Management and also the supporting development. The previous government had made many strategic changes within the management. When it came to power in 1997 many hospitals were made to merge together with other small one within the same geographical location, many cost saving activities were noted, and this could not have been seen in the back office supervision and the development management instead of reducing the cost of clinical operations (Lee, 1992). The program that executed the modernization of NHS plan, was given out on July of 2000, this put a lot of emphasis on measuring the patient experience in order to comprehend what the users of the service thinks concerning their treatment and care (Broad, 2013) . The problem is that they did not expect to experience problems in measuring the satisfaction of the patient and the data produced gave unsubstantial indicators that could help in developing and improving practices. The management development that took the survey criteria happened in a classroom based teaching day to improve on both the personal and professional principles (Mumford, 2004). The most advocated characteristics of training are the type 3 training characteristics, this is totally away from the obvious managerial activities and the ideas of development is totally detached from work(Lee, 1992). The most efficient development is attained when delivered using a more organized procedure, although the results from the survey was inaccurate hence the day of training will definitely will have achieved totally disorganized and inaccurate development(Kotter, 1988) . Many scholars have been able to recognize the fact that the world is dramatically changing culturally, financially, technologically, demographically, and even socially, with the changes taking place within the NHS jobs taking into consideration the of the functions of the jobs. The changes within NHS jobs deal with the boundaries, projects and the changes in the job by regarding both the mentoring process and the feedback. The system of NHS requires changing completely and accordingly (Broad, 2013) . Behind the well equipped and greatly acknowledged issues within the NHS, the company is greatly fighting the changes that were left by the predecessors that operated within the less developed management that has consequently made great organizations very poor within the organizational alignment. When it is very close to get to the top of the organization one will always realize that the reforms become more complex (Campbell, 2013). Just as we had initially discussed, the company is expected to be more proactive rather than being reactive, managers are expected to turn out to be more responsible in putting into practice the interventions that uplift the practices of reflective leadership, unlike the earlier governments that allowed the fourth step of Honey and Mumford’s 2006 disparity in the cycle of learning hence a plan of the next step was always needed (Mumford, 2004). For this to come pass the environment that is required is that of learning intervention that relates to the type two of the characteristics of training which are totally integrated and more opportunistic but not that dethatched and highly formalized. NHS also has to take into account the leadership and change theory that brings a challenge to the putting together the strong managerial skills and the leadership skills (Broad, 2013) . NHS is a huge and complex society that needs high level of order and consistency which is always brought about by good managerial practices. Good leadership is not an exception for the success of performance of such a company, it is about living up with the changes that are inevitable within the company and NHS in not any different it needs the same spirit of working. According to research conducted by scholars, this can be achieved through setting the future by making sure that good goals are well set together with the HRM principles to achieve the set goals (Broad, 2013) . It is not always enough to only focus on the past and the present. Individuals within the organization have to believe that unless the changes are initiated within the National Health services that provide guidelines on good management and leadership developments the organization will always encounter breakdowns on its culture and principles. If the characters and attitude of the employees of the organization are not totally changed then it will not be able to be well sustainable in the coming days (Kotter, 1988). References Blevins, R. Askew, K. Garrett, K. (2013). NHS is taking steps in the right direction to improve staff engagement and patient care but employee consultation and communication remains a challenge. Available: http://www.cipd.co.uk/. Last accessed 23/04/2013. 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