A new, female CEO was brought in and she began implementing a wave of changes. The areas where there was a lot of focus was culture, improving technology and staff retention. The current situation of the Hospital Trust from indicates that there are problems within the trust, which is causing a weak performance and quality. These problems need to be addressed in order to improve performance and quality. Staff and patient surveys showed major problems with moral and communication. It also indicates that staffs were unhappy with the current style of management.
And although there were changes little improvement in finance and staff was complaining of overwork, too much change, they knew little Of he new CEO and that their own manager’s style was unchanged.
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All this could be due to lack of communication between the CEO, staffs and patients. In order to address this major problem, the CEO needs to put in place a clear communication strategy, for example have regular monthly updates in the Hospital as an open forum updating staff on new developments and listening to staff concerns and their ideas.
Maybe set up a diverse committee of managers, staffs, and patients that comes together frequently to address the current problems, ideas and feedbacks with the CEO This form of immunization could help structure ways performance and quality can be improved, eradicate the barrier between the new CEO and her staffs and also improving their relationship. There are various aspects of leadership and cultures that can be important to this case I. E. Types of leadership, their styles and theories, relationship, organization culture etc. Leadership is more than just wielding power, as this shows.
The ‘Great Man’ theory by Thomas Carlyle says that ‘leaders are born not made’ however it can be argued that a great leader is not merely born; many leaders develop their leadership skills and Tyler from trial and error, studies and experience of success (Edgar et al. 1954). Generally, there can be confusion between management and leadership (Smyth 1 989) because they both have a lot in common. Managers and leaders both have power, which is use in the running of operation or businesses efficiently (Smyth 1989). They both have people that depend on them for ideas, information and direction on a day to day basic.
However, there are some major differences between them. Management direct and control people and resource, in a group or organization according to the aloes or principles already established or provided to them by the organization (Mullions 2005). They manage resources to retain the current situation or make sure things occur according to established plans and policies, there is no new direction or change. On the other hand, leadership is the ability of an individual to provide inspiration and lead a group of people effectively for the benefit of an activity or organization, but still maintaining valid ideas and principles.
Because just talking about the vision and showing passion is not enough. A leader (inspirational leader) listens to the people in heir organization; this allows the thoughts and ideas of the staff to help shape the mission and vision (Mullions 2005). People are more supportive of a direction they partly form. Because just talking about the vision and showing direction they partly form. The new CEO in this organization need to combine her leadership skills with her management skills. This will help to set direction and manage resources to achieve SUcceSS.
Because leadership without management is setting a vision or direction for others to follow without taking into account too much on how the vision is going to be achieved. THREE KEY AREAS CULTURE A number of authors suggest that culture is a vital determinant of organizational performance. Research carried out by Lorry (2003) shows a link between positive cultural views among employees and proactive leadership behaviors. What is organization culture? Literature review shows countless definitions for organization culture, with perhaps the more common definition being “the way we do things around here’ by Deal and Kennedy (1982).
Organizational culture is demonstrated usually in the characteristics of the organization. It is regarded as the way things are done or understood in an organization (Shill 2008). Tall BRB (1983) regarded organization culture as a network of beliefs and shared values that combine company’s people, control systems and organization structures, to produce behavioral norms. Firstly a SOOT analyses was done to be able to assess the situation and put a strategy in place. A soot analyses is helpful as it helps the organization to exploit its opportunities and strengths and avoid mistakes and correct its weak areas.
An evaluation and of opportunities and threats provides information on what an organization might do. While strengths and weaknesses enables the organization to determine what it can do (Davidson ND Griffin 2006). The SOOT for the NASH Trust shows: Strength: Part of a Large organization, Skilled Manpower and Labor force Weakness: Needs Leadership, lack of motivation for staff, old IT system Opportunities: Improve efficiency for patients, improve the IT systems Threats: Organizational Culture TO begin the process Of bringing in planned changes the CEO decided to upgrade the hospital IT systems.
This was required to provide employees with state-of-the-art hardware and software equipment to work more effectively and to assist the organization to respond better to the competitive environment. Secondly, empowering employees with extra motives and third begin a process of cultural change that would help the organization to overcome workforce difficulties and conflicts. The chief executive officer and managing directors allowed the external consultants to have access to any kind of documents relevant to the organization.
External consultants formed the team that would lead the change initiative with other internal managers from human resources, IT manager and about 15 employees of the IT service division and the Clinical Directors from the Medical and Surgical Departments and Ward Managers, nurses and some allied staff. It was very important that the Trust included the most influential people in the team, as they are vital to any change process. The inclusion of senior managers helps to have lines of accountability and clearly defined expectations from managers, as they have to manage the changes successfully.
According to Pascal and Those (1982) shared values is one of the ‘levers’ of management and managers could manipulate this culture. Therefore managers can use culture as a tool to bring about change. Stakeholders involvement was a key aspect of achieving these goals. According to Freeman (1984) the concept of stakeholders is to assist with the tragic management within organizations (Marinades et al. 2011). In terms of organizational change strategies, stakeholders are both those who are involved in making decisions about change and those who are affected by the change.
The software and hardware advancement led to better design and implementation of information systems and services for the organization especially highlighting areas where improvements could be made to achieve short term gains and make a difference to the service to patients like cutting waiting lists for patients and better appointment times thereby improving efficiency. In terms of organizational change strategies, stakeholders are those who are involved in making decisions about change and those who are affected by the change.
First, the employees of the organization are the internal clients, as the cultural and technological changes concern them. The external clients of the change are the public and government organizations to which the NASH provides services to. The software and hardware development led to better design and implementation of information systems and lead to an improvement in the services for the organization and the patients. Many searchers characterize organizational change as a chaotic process (Burns 2005).
Therefore it is very important to identify who will be your “change agents” in the organization, to drive the change forward. In this case the main people Were the organization’s medical and surgical directors and human resource manager who was involved with cultural changes, the fifteen employees of the IT services division who made the software and hardware updates, the ward managers and the external consultants. Lastly the sponsor is the person that provides the budget for the change project and influences session making in this case the CEO (Goldenberg et al. 011 TECHNOLOGY A planned changed approach managers were able to use a formal process to identify what the changes will be and setting about it in a planned way. Linen’s three Steps change framework of “unfreezing, movement and refreezing was used (Lenin 1951 The unfreezing phrase breaks down the resistance to change and sets up a malleable organization. The movement phase establishes the new systems or tasks and the refreezing stage embeds the changes in the organizational systems. Managers are able to have clear goals that can be measured and completed within a set timeshare.