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Final assignment discussing the political agenda of May 2010 and the implications to the NHS of a coalition government.
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A review of how organisations are having to change, to meet the demands for
modernising Health and Social Care;
With a focus on Birmingham East & North PCT
BUSM 3913
What is Structure, Culture and Management Style ?
“Structure is more than boxes on a chart; it is a pattern of interaction and co-ordination that links to technology, tasks and human components of the organisation to ensure that the organisation accomplishes its purpose” Robert Duncan, 1979
Culture is about a set of norms; deep-set beliefs, the way authority is organised, how authority should be exercised, people rewarded, people controlled, degrees of formalisation........ Charles Handy, 1999
Management Style focuses on the where the power lies. The two main styles are Authoritarian and Democratic
NHS Structure in 2010
Current Structure of CHS within BENPct
An overview of types of Structure
Why have a structure ?
“Structure” includes the allocation of formal responsibilities and relationships
It covers the linking mechanisms between the roles
To provide opportunities for the information flows that are required, allowing decisions to be made and actions to be taken by those who are given responsibility for a particular task
To co-ordinate the activities of the variety of individuals, teams and departments that make up the organisation
The Culture of BENPct
The culture of an organisation is paramount as the customs and traditions of a place are a powerful way of influencing behaviour, known as ecological (Handy, 1999).
Four main types of Culture include; Power Role Task Person Harrison. 1970
Imminent Changes and Challenges happening within BENPCT
ChallengesBudgetary-recessionGovernment
InitiativesInformation DemandsThe Law and Inf. GovDemands on CarePatient information
available at the point of health care delivery
ChangesMerger of 3 PCT’s of senior
managersDecommissioningPolitical influencesDarzi’s visionProvider/
Commisioner splitOptions Appraisal
Political Influences and manifestos for the NHS – Conservative Policies
Retain the fundamental structures of PCT’s and overarching bodies; SHA’s
Reduce NHS administration costs by 0ne thirdDevelop an independent NHS Board to
allocated resources and commissioning guidelines
Rename the Dept of health to the Dept of Public Health
Develop a new Watchdog, called “Health Watch” to deal with patient complaints
Access to cancer drugs, outside NICE guidance
Liberal Democrat Policies
Private treatment will be funded when the NHS fail to deliver treatment or diagnosis “on time”
Patients will have the choice to register with which ever GP they wish, irrespective of postcode
The right to contact your GP by emailScrapping Strategic Health Authorities and
QuangosA reduction to the size of the Department of
Health by 50%NHS IT projects to be cut dramaticallyLimit the salaries of top NHS managers
Labour Policies
Treated within 18 weeks, or the NHS will pay for private treatment
Patients can use any provider for elective treatment, who provide NHS standard care and prices
The right to register with any GPRoutine NHS health checks for all between 40 and
74 The right to see a cancer specialist within 2 weeks of
referral and results in one weekPalliative care available to all who want it in their
home
How BENPCT communicates
Consultation Process and Options Appraisal system
InputsTransform
ation Process
Outputs
Communicating with the masses to achieve change
“The process of transforming data to information is important in creating “Organisational Wisdom”, ie. The accumulation of learning processes that help successful organisations to move forward” Milner,2000
Frederick Herzberg published his findings in 1959, of peoples satisfaction or dissatisfaction at work. Herzberg found that factors affecting job satisfaction were different to those that caused dissatisfaction. The theory was subsequently titled the Motivation-Hygiene theory.
Current lines of Changes due to communication 3 PCT’s merging
BEN IntranetBEN emailDedicated phone linesNHS MailMobile phonesBlackberry devicesRemote working –
VPNCascade MagazineWeekly E-Brief
Change in email addresses/phone no’s
Changes in badges/letterheads/cards
Changes in line management and SMT structure
Single internal and external facing website
A joint intranet
Examples of meeting the challenges
BENPCT MeCommunicate constantly
Include all stakeholders
in decision making processes
Ensure flexibility with CIP
Support the merger and embrace change
Support staff through TUPE
Cascade relevant information
Continue to be a transformational leader
Support the PCT’s CIP Liaise and network with
members of the “New World” PCT
Support our service users through the redesign
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