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Managing and Leading People - Essay Example

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In the days of globalised business, managing and leading people are the most prominent part of any organisation, and it is no different in NHS. NHS in spite of being the health rendering organisation, has grown into an enormous corporate sector which Bevin would not have recognised today…
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Managing and Leading People Essay
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Managing and Leading People

Download file to see previous pages... Notwithstanding some issues here and there, I should say that any employee would be able to perform effectively under the circumstances.
It is not possible to say that NHS always has been above reproach in its management of human resources. The National Survey of NHS Staff, 2005, The Healthcare Commission mentioned that '26% encountered bullying, harassment or abuse from patients or patients' relatives, 15% were abused by their colleagues, 60% of staff had an appraisal, 36% suffered from work related stress, 7% experienced discrimination'. It also said '52% received training, learning or development in infection control and 73% took advantage of flexible working arrangements,' http://www.personneltoday.com/articles/2006/03/28/34655/progress-on-violence-against-nhs-employees-is-just-the-starting.html
Nevertheless, the report also showed that level of violence reported by staff has decreased and discrimination within the NHS too has come down by a remarkable extent. The relationship between the patients, their relatives and the NHS employees has shown an improving trend in recent years. There had been another instance of high nursing staff rapid turnover and there was a thorough enquiry into the issue. The ensuing report said that there existed serious workplace problems that were not noticed and were not dealt with. There was a deep impact of displacement and many measures were suggested by the HR staff. "The views of senior HR staff were particularly important, because of their experience in staff retention and their expertise in managing organisational change. This second phase took place in December 2005 and March 2006, involving discussions with HR directors, senior managers, nurses, allied health professionals and doctors," http://www.nhsemployers.org/workforce/workforce-1132.cfm. This incident has been regarded as a model and the report as a general guidance.

According to the policy of the Trust, ensuring that the current employees are treated with dignity, respect, understanding and absolute fairness is very important. NHS promotes conditions in which all the employees could reach their fullest potential so that their contributions to the Trust are maximised. Discrimination of any kind including racism is completely discouraged in the organisation. Along with the equal opportunities, the Trust feels that it is necessary to understand the diversity in the communities and is adequately represented within the Trust. One of the mission statements of the organisation is to accept the diversity and not ignore or minimise it. It believes in employing a workforce that reflects the community it serves. The dimensions of NHS have changed in recent years and management has not remained what it used to be. Today, in any organisation, the manager's work, has become more complicated and complex. "Managers are overburdened with obligations, yet cannot easily delegate their tasks. As a result, they are driven to overwork and forced to do many tasks superficially. Brevity, fragmentation, and verbal communication characterize their work. Yet, these are the very characteristics of managerial work, that have impeded scientific attempts to improve it," Gabarro (1992, p.18). Managing NHS issues is not an easy matter either, due to the enormous magnitude of the work and responsibilities.

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