Management perspective

A upstart, womanish chief executive officer was brought in and she began implementing a wave of channels. The areas where there was a clutch of focus was culture, improving technology and module retention. The current piazza of the infirmary Trust from indicates that there are problems within the trust, which is causing a ill- delineate performance and quality. These problems need to be addressed in order to correct performance and quality. Staff and patient surveys showed major problems with moral and colloquy. It also indicates that staffs were disquieted with the current style of direction.And although there were diversitys little improvement in pay and staff was complaining of overwork, too much transplant, they knew little Of he new CEO and that their own managers style was unchanged. All this could be due to inadequacy of communication between the CEO, staffs and patients. In order to address this major problem, the CEO needs to put in place a clear communicati on strategy, for example deliver regular monthly updates in the Hospital as an open forum updating staff on new developments and listen 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 suspensor structure ways performance and quality can be improved, obliterate the barrier between the new CEO and her staffs and also improving their relationship. there are various aspects of loss leave alvirtuoso and cultures that can be important to this consequence I. E. Types of leaders, their styles and theories, relationship, scheme culture etc. Leadership is much than just wielding power, as this shows.The Great Man theory by Thomas Carlyle says that leaders are natural non made however it can be argued that a great leader is not merely born m twain leaders develop their leadership skills and Tyler fro m trial and error, studies and experience of success (Edgar et al. 1954). Generally, there can be cloudiness 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 concourse that depend on them for ideas, information and direction on a daytime to day basic.However, there are some major differences between them. attention 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 top executive of an individual to provide inspiration and lead a group of people efficaciously for the benefit of an ac tivity or organization, but still maintaining legitimate ideas and principles.Because just talking nigh 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 uphold shape the mission and vision (Mullions 2005). People are more supportive of a direction they partly form. Because just talking nearly 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 mount a vision or direction for others to follow without taking into answer for too much on how the vision is going to be achieved. terzetto 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 bet ween 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 divided values that combine companys people, control systems and organization structures, to produce behavioral norms. for the first time a SOOT analyses was done to be able to assess the situation and put a strategy in place. A soot analyses is utile as it helps the organization to exploit its opportunities and strengths and avoid mistakes and correct its weak areas.An paygrade and of opportunities and threats provides information on what an org anization might do. While strengths and weaknesses enables the organization to check up on what it can do (Davidson ND Griffin 2006). The SOOT for the NASH Trust shows posture Part of a Large organization, Skilled Manpower and Labor take in Weakness Needs Leadership, lack of motivation for staff, old IT system Opportunities advance efficiency for patients, improve the IT systems Threats Organizational Culture TO begin the process Of rescue in planned changes the CEO decided to upgrade the hospital IT systems.This was indispensable to provide employees with state-of-the-art computer hardware and software equipment to work more effectively and to assist the organization to respond remediate to the competitive environment. Secondly, empowering employees with extra motives and trio 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 consultant s 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 more or less 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 list aspect of achieving these goals. According to Freeman (1984) the concept of stake holders 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 mingled in making decisions about change and those who are affected by the change.The software and hardware advancement led to founder design and implementation of information systems and service for the organization especially spotlight 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 engagement 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 commonplace and government organizatio ns 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 organizations 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 engineering science A planned changed approach managers were able to use a evening gown process to identify what t he changes will be and setting about it in a planned way. Linens three Steps change framework of unfreezing, doing 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.