...is evaluated. 2.1 The PESTLE is a management tool that involves identification of the political, economic, sociological, technological, legal, environmental factors that had an impact on an organisation in the past, and could affect organisation in the future. Carry out PESTLE along with SWOT analysis, assist in strategic decision- making, and setting realistic objectives. 2.2 The PESTLE analysis is attached as Appendix 1. 2.3 The SWOT analysis is attached as Appendix 2. 2.4 The evaluation of high impact environmental factors based on PESTLE analysis. 2.5.1 The Department of Health is making provisions to a number of changes to the NHS dental contract, based on capitation, quality and registration, rather than UDA system. The two prototype contracts will begin operating in 2015-2016 for a two year trial, before a general new contract is introduced for everyone, in consequence it is difficult to predict a full impact on our organisation until the trial is finished. This requires contract monitoring for the time being. 2.5.2 Due to providing assurance and reporting to the commissionaires in line with CQC and GDC requirements, our practice has been forced to invest over £100000 to meet mandatory standards by the end of 2012. This involved building of an extension and allocation of separate decontamination room, along with a staff training. Failing in compliance could result in practice closure. 2.5.3 The international...
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...MBAN-609DE, May 2015 r1411d521304 ORGANISATION AND HR MANAGEMENT WORD COUNT TASK 1 3,868 words DATE: MAY 2015 DECLARATION ‘I confirm that in forwarding this assignment for marking, I understand and have applied the policies relating to word count, plagiarisms and collusion for all tasks. This assessment is the result of my own independent work except where otherwise stated. Other sources are acknowledged in the body of the text, a bibliography has been appended and Harvard referencing has been used. 1 MBAN-609DE, May 2015 r1411d521304 TABLE OF CONTENT 1.0 HRM STRAEGIES AND PRACTICES RELATED TO MMC ………………………………………………………. 3 2.0 EXPLANATION ON THE FACTORS AND PRACTICES RESPONSIBLE FOR THE FAILURES OF MMC FROM A HRM PESPECTIVE …………………………………………………………………………………………………5 3.0 HRM STRATEGIES RECOMMNEDED FOR INCORPORATION BY NHS…………………………………….7 4.0 RECOMMENDED HRM POLICIES AND PRACTICES FOR IMPROVING THE FUNCTION AND PUBLICITY OF MMC………………………………………………………………………………………………………….10 2 MBAN-609DE, May 2015 1.0 r1411d521304 HRM STRAEGIES AND PRACTICES RELATED TO MODERNISING MEDICAL CAREERS (MMC) Human Resource Strategies set out what the organisations intend to do about its human resource management policies and practises and how they should be integrated with the business strategy and with each other. (Armstrong, 2006). The purpose of HRM strategies is to; Guide development and implementation programmes Provide a...
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...critically examines leadership style and change management strategy in relation to a particular change in clinical practice. The change made in practice was a move from open access at well baby clinic to an appointment system. The effectiveness of the leader will be demonstrated by focusing on the change process, applying leadership theory to the change and its implementation in practice. This essay also identifies implications for practice and developmental needs for the author, the team and the sphere of practice. It begins by outlining policy drivers relating to leadership within the NHS generally and health visiting specifically. It is interesting to note that despite the vast literature on leadership there is very little agreement amongst scholars on the definition of the term (Willcocks 2012; Alimo-Metcalfe and Lawler 2001). Contemporary government policies such as the Health Visitor Implementation plan (GBDH 2011) focus on the desirability of strong leadership to improve the quality of care but are equally vague on defining leadership (Willcocks 2012; Martin and Learmonth 2012). Some authors have found that the term “leader” has merely superseded the terms “administrator” and “manager” within the confines of the NHS (Martin and Learmonth 2012; Sheridan, Rastan and Foulkes 2008; Hodgetts 2012) as it confers an image of “heroism” and, as yet, carries none of the negative connotations associated with administration or management. It has been suggested that leadership may be...
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...Welcome First of all I would like to congratulate you on your appointment and wish you every success in your new position. Contained in this briefing note is information which will help you gain knowledge and understanding of NHS Highland as an organisation services and how HR aims to support its strategy Introduction (purpose and goals) NHS Highland, in common with all Scottish health boards, has a huge advantage in being responsible for the total health needs of the population and for integrated care. This means it is responsible for better health of communities through population wide and individually focused initiatives to maximise health and prevent illness; for better care of its patients through quick access to modern services, in clean and infection free facilities, by well trained and courteous staff; and for better value for the use of the public money they spend by ensuring there is no waste and inefficiency, money is spent only on what is needed and has evident therapeutic benefits and variation from core care pathways is the exception. Products and services NHS Highland’s customer is the public and its vision is to provide quality care at all times; to support people and communities to maximise their own health; to develop precision driven services so that when people need care they experience timely, focused, effective services that minimises the duration and frequency Our approach embraces the Healthcare Quality Strategy for Scotland. At its...
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...Kingdom’s health service, inception of the National Health Service, challenges the NHS faces regarding financial sustainability, providing effective and efficient care, and the move towards more privatization . Comparisons are made between the National Health Service and heathcare in the United States across multiple sectors that include acute care settings, skilled nursing facilities, primary care providers and regualtions governing nursing practice and the challenges faced by both systems. Table of Contents Introduction 4 Background 4 Impression of the NHS 5 Mr. John Smith Director, Civil Eyes Research 7 Mr. Andrew Cheesbrough, CEO Orders of St. John Care Trust 8 Mr. Robert Creighton, Transition Director and Government Advisor on Public Health 9 Dr. Elizabeth Fellows-Smith. Senior Policy Advisor, Mental Health 10 Dr. Rodney Taylor, Former Medial Director NHS Hospital 12 Professor Simon de Lusignan, Primary Care 12 Mr. Bernell Bussue, Director of London Region,Royal College of Nursing 12 Mr. Paul Holdom, CEO The London Clinic 14 Professor Duncan Empy, Group Medical Director of BMI Healthcare 14 Shirley Kramer, Chief Executive Institute of Healthcare Management 16 Strengths and Weaknesses 16 Summary 17 References 19 Introduction Since its inception in 1948, the United Kingdom’s National Health Service (NHS) formed an ideology that gave birth to the NHS’s service delivery and is simplistic...
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...Managing Change in the NHS Organisational Change A REVIEW FOR HEALTH CARE MANAGERS, PROFESSIONALS AND RESEARCHERS Valerie Iles and Kim Sutherland Managing Change in the NHS Organisational Change A REVIEW FOR HEALTH CARE MANAGERS, PROFESSIONALS AND RESEARCHERS Valerie Iles and Kim Sutherland Contents Purpose and Acknowledgements Foreword 5 7 8 Introduction Part 1 The literature on change management Part 2 Tools, models and approaches: a selective review 1.1 1.2 1.3 1.4 Where does the literature come from? What kind of evidence does it provide? What is meant by ‘change’? Organisational change in the NHS 12 13 14 18 2.1 How to access the models 2.2 How can we understand complexity, interdependence and fragmentation? Weisbord’s Six-Box Organisational Model 7S Model PESTELI Five Whys Content, Context and Process Model Soft Systems Methodology Process modelling Process flow Influence diagram Theory of Constraints (TOC) 22 25 25 27 29 30 32 34 36 37 38 39 40 40 42 43 45 46 47 48 48 50 54 54 55 56 56 58 2.3 Why do we need to change? SWOT analysis 2.4 Who and what can change? Force field analysis ‘Sources and potency of forces’ ‘Readiness and capability’ Commitment, enrolment and compliance Organisation-level change interventions Total Quality Management (TQM) Business Process Reengineering (BPR) Group-level change interventions Parallel learning structures Self-managed teams Individual-level change interventions Innovation research...
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...=The National Health Service (NHS) is a publicly financed organization created by the government to give free or low cost good healthcare to all legal residents of United Kingdom launched in July 1948, a principle that remains at its core. The aim of this essay is to examine the objectives of NHS, how it carries out its services and its external factors. The National Health Services is divided into four geographical regions, which are: * NHS England * NHS Wales * NHS Scotland and * NHS North Ireland. In this essay, my key focus is NHS England. It is a self-governing organization, with close contact to the government. Its main responsibility is to prioritize and set direction of the NHS to improve health care services for people of England. The NHS establishes enabling environment for health care services and staff to ensure highest quality of care through effective utilization of available resources with best outcomes for individuals within communities and society for now and future generations. NHS is structured into different sections to make-work more identifiable to whom to go to when need arises. There is the secretary of state for services (SSS) and the department of health (DH). The SSS is generally responsible of all the work while the DH is in charge of all the social and health care funding of England and the tactical leadership. The mission of NHS is good healthcare should be available to all, regardless of the wealth. With the expectation prescriptions...
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...emeraldinsight.com/0268-6902.htm MAJ 19,4 Control self-assessment as a route to organisational excellence A Scottish Housing Association case study James Sheffield Comhairle, The Scottish Centre for European Public Sector Studies, University of Paisley, Paisley, Scotland, and 484 Siobhan White Division of Accounting and Finance, Glasgow Caledonian University Business School, Glasgow, Scotland Keywords Scotland, Housing, Financial management, Auditing, Corporate governance Abstract Control self-assessment (CSA) has been discussed as an audit technique, but little practical guidance is available in the UK on the subject. A limited number of public sector organisations have implemented it. This paper describes a case study of CSA implementation in a Scottish Housing Association. The case study details the decision processes that led to the choice of CSA as a favoured audit technique, and the development of CSA skills within the organisation. This paper examines the broader benefits of a CSA approach, in terms of performance management and employee empowerment. This paper also uses a cost benefit analysis to examine the efficacy of CSA for small organisations. Managerial Auditing Journal Vol. 19 No. 4, 2004 pp. 484-492 q Emerald Group Publishing Limited 0268-6902 DOI 10.1108/02686900410530493 Introduction West of Scotland Housing Association (WOSHA) is a provider of social housing, whose homes are rented to people who apply to the Housing Association to become members...
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...Patient Group Directions December 2009 A practical guide and framework of competencies for all professionals using patient group directions National Prescribing Centre Patient Group Directions 2009 Acknowledgements Editors John Wright Business Manager - Non-Medical Prescribing Department of Health Gillian Arr-Jones National Pharmacy Advisor Care Quality Commission Angela Bussey PGD Website Pharmacist Editor London and South East Medicines Information Service, Guy’s and St Thomas’ NHS Foundation Trust Mary Golding Associate Director Community Health Services East & South East England Specialist Pharmacy Services Sandra Wolper Associate Director Community Health Services East & South East England Specialist Pharmacy Services Liz Mellor Clinical Governance Lead Pharmacist Leeds Teaching Hospitals NHS Trust Anne Fittock Non-Medical Prescribing National Advisor National Prescribing Centre Production Colin Bowers Web and Publications Officer (Corporate) Merissa Bellew Web and Publications Manager Published by: National Prescribing Centre Ground Floor, Building 2000 Vortex Court Enterprise Way Wavertree Technology Park Liverpool L13 1FB Tel No: (0151) 295 8671 Fax No. (0151) 220 4334 Websites: www.npc.co.uk www.npci.org.uk Contributors © National Prescribing Centre National Prescribing Centre Patient Group Directions 2009 Contents 1 Introduction 1.1 Purpose of this document 1.2 Audience for the document 02 03 03 03 06 06 07 07 08 11 11 11 12 12 13 14 15 15 16...
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...national diabetes pathway from the National Institution for Health and Care Excellence (NICE), which was published in February 2015 (NICE, 2015). I will also exploring local agendas and guidelines that are available from a local trust. I will be exploring one patient in particular, who cannot be named for confidentiality reasons, in accordance with the Nursing and Midwifery Councils (NMC, 2008) the code of conduct governing patient confidentiality, (NMC, 2008). Diabetes is growing in the United Kingdom (UK) at an alarming rate, (Diabetes UK, 2012). In 2010, evidence showed that approximately 3.1 million people in the UK aged over 16 years old have diabetes. By 2030, this figure is estimated to rise to 4.6 million, (National Health Service [NHS], 2014). It is important as an adult nurse, that I understand the pathway of diabetes as individuals with the condition are at risk of developing further health complications (Diabetes UK, 2012). This includes conditions such as heart disease, stroke and blindness (Diabetes UK, 2012a). A pathway is a “foreseen care placed in an appropriate time frame, written and agreed by a multidisciplinary team. It has locally agreed standards based on evidence where available to help a patient with a specific condition or diagnosis, move progressively through the clinical experience”, (National Leadership and Innovation Agency for healthcare, 2005). Care pathways improve the delivery of effective care, strengthen the multidisciplinary communication and...
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...Health Service Structural Changes in the National Health Service [pic]Accounting and Budgeting Practice [pic]Financial Framework[pic]Developments in NHS Budgeting[pic]Sources of Further Information October 2005 External Environment to Budgeting: NHS This section identifies the external factors and developments which influence budgeting in the national health service, summarising the main developments which have taken place in recent years. Introduction The information in this section refers to the NHS in England. There are substantial organisational differences in the NHS in Scotland and Wales The NHS is the biggest organisation in Europe in terms of the number of people it employs. At the top level of the structure is the Department of Health (DOH) the government department which makes decisions on the future direction of the NHS and secures funding. Further down the structure are Strategic Health Authorities (SHA’s) which oversee services on regional basis. At local level Primary Care Trusts (PCT’s) are responsible for assessing the needs of people in their area, commissioning the appropriate services and monitoring General Practitioners (GP’s). Actual delivery of services are carried out by Primary Care services (GP’s, Dentists, Opticians, pharmacists , NHS walk in centres) and Secondary Care Services ( Acute Hospitals, mental hospitals and ambulance trusts). The NHS operates on a purchaser/ provider split. On the purchasing side money from the taxpayer goes...
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...This practice based learning is a case study that involves discrimination towards a patient who is part of the traveling community. This practice based learning is a case study that involves discrimination towards a patient who is part of the traveling population within our society. My group colleagues and I decided to use the same methods of collecting information as in the previous case studies. I feel very frustrated because there is a lot of ignorance within our society, lack of information and understanding of people who disregard others because of were they come from. Firstly I make reference to the NMC’s guidance on anti-discrimination practice; As a qualified nurse I am personally accountable for my practice, and when caring for my patients I must; 1.1 Respect the patient as an individual 1.2 Protect and support the health needs of individuals 1.4 I have a duty of care to patients, who are entitled to receive safe and competent care. 2.3 As a registered nurse I am personally accountable for ensuring that I promote and protect the interests and dignity of patients and clients, irrespective of gender, age, race, ability, sexuality, economic status, lifestyle, culture and religious or political beliefs. 2.4 I must promote the interest of patients. This includes helping individuals and groups gain access to health and social care, information and support relevant to their needs. The NHS is accountable for all acts and omissions that relate to equality and human...
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...patient experience. The author’s critical analysis will discuss the relationship between organisational values, stakeholder engagement and the delivery of quality patient care, before relating this to his professional practice, prior to drawing and presenting conclusions. The author having worked in the NHS for a number of years as a Commissioning Manager in a non-clinical role has often found it difficult to see the impact that sound organisational values and robust stakeholder engagement can directly have on the delivery of patient quality, experience and care, working through Module 3 has been a truly eye opening experience for the author. Having completed Module 1 and 2 of the EGA course and now coming to the end of Module 3, there have been many opportunities for self-reflection and time to make sense of how and why organisational values, engagement and service delivery are all interlinked. Analysis Engaging Stakeholders to Improve Care & Quality “Stakeholder engagement is the process by which an organisation involves people who may be affected by the decisions it makes or can influence the implementation of its decisions.” The notion of engagement with patients in their care has been a growing focus of health and social care policy. In 2000 the NHS published their plan (Department of Health 2000) which spoke of moulding services around the needs and desires where possible of patients themselves. Seven years on,...
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...York teaching Hospital NHS foundation trust, of York is looking for a band 5 dietitian to work in an acute hospital environment. The post holder will take a clinical role in the dietetic and nutrition service in the region of medical, surgical, and care of the elderly patients (NHS Jobs, 2015). The post holder will provide care to both inpatient beds and outpatients. This position entails working in a multidisciplinary team to certify every patient’s necessities are met. Working in a multidisciplinary team can be trying due to several factors, such as dispute with team members, absence of effective communication within a team and dissimilar acuities. To conquer these challenges, I will recurrently communicate and deliver up to date development...
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...Purpose - The purpose of this paper is to examine the business case for ethnic diversity in the British National Health Service (NHS). It seeks to contextualise issues around diversity within the current political environment, and identify the barriers to diversity in the NHS. The business case has been very strongly argued as justification for introducing both managing diversity and equal opportunity initiatives - here the paper examines the inconsistencies of using that argument, and maintains that the only justification worth presenting is that based on (deontological) moral arguments. Design/methodology/approach - The paper is conceptual in nature exploring the respective cases for diversity using a broad range of the available literature brought together as part of a rapid evidence assessment. It does so in order to make some far-reaching claims about the future justifications for active diversification of senior management in key public sector institutions. Findings - The distinctions between the business and moral cases are false, in that both have ethical reference points. However, the business case is not only difficult to translate to public sector institutions; there are also evidential problems with its adoption. In light of this the conclusion here is that the moral (deontological) case is the only one that has any long term value for proponents of diversity. Originality/value - The value of this paper is that it examines the confusion that surrounds different cases...
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