Management, People and Organisations - Nhs

The NHS Institute for Innovation and Improvement (2013) delves into how to utilize the TOC more in a step-by-step process to achieve continuous flow and improve throughput. Application of the TOC is identified in the classic five-step process in their article with more insight into achieving continuous flow and improve throughput:

Starting with the organizational structure of the NHS, it is basically an umbrella organization that comprises of four regional branches, in particular, NHS (England), NHS Scotland, Health and Social Care in Northern Ireland and NHS Wales. The financing for all these institutions comes from a universal source, particularly the tax-payer money of residents of UK, although they operate to an extent as self-governing institutions. The treasury allocates money to the department of Health, which in turn allocates money to NHS England (Understanding the new NHS). In other words, the top executives of these four institutions take decisions independently for day to day operations although they abide by broader governing directives applicable to the UK region as a whole. Governance is an important aspect of the operating of the NHS, for without it exploitation by private vested interests is likely to happen. (National Health Service (NHS): A study of its Structure, Funding and Regulation, Strengths and Weaknesses, n.d.)

It is an honor to be considered for NHS. To me NHS is a place where gifted individuals can continue to grow as people and polish their talents. As a past NJHS member, I would like to find myself in NHS.

While working for the department, it became very apparent that the practices and management style of the Department Director significantly affected the culture and daily activities of the individual sections under his leadership. First, he would set objectives and standards for the individual sections. These objectives usually looked good on paper but were often unrealistic when applied to daily operations. These lofty ideals, set as goals to middle management, seemed overwhelming and out of touch with the reality of hands on field operations. As a result, middle management would frequently choose to either change or completely disregard the given directives. This disconnect in the chain of command would often cause confusion and inconsistencies at the operations level. Additionally, lack of follow-up meant the Department Director assumed his set objectives were being carried out while lower level employees remained uninformed.

One the impact of such functional structure is that the effective communication and synchronization among division might be limited due to organizational restriction for having several divisions that will work individually (www.business2000, 2016).

On the 1st of October 2009, single local health organisation was created, which is responsible for delivering healthcare within geographical area, instead of the Trust and the local health board system. The current NHS services through seven health boards replacing twenty-two and three NHS Trusts replacing seven in Wales. An example of a health board is the Cardiff and Vale University. This health board has Executive Directors, the employees of the University Health Board (UHB), and Independent Board Members (IMs), who were appointed to the UHB Board by the Minister for Health and Social Services. One of the reason for the change was to ensure that all the patients are provided with good services and to make sure that all the individuals’ needs are

Let's begin with England's Health care system, also known as the NHS is run by three branches of their government: Parliament, the Secretary of State for Health, and the Department of Health. These three branches have many subdivisions under them. For the people that choose the public sector of health care there are

How it works: Hospital trust contends to provide care taking the running of hospitals away from the health authority but instead buy care from the trust. The local authority commission care for their local people from their own trust or others. There was a clause called the ‘GP fund holders option’ [5] which allowed some GP to by care for their patients.

Lifestyle choices such as smoking, drinking alcohol, poor diet and lack of physical exercise have many diseases associated with them. In 2006-07, patients with these diseases cost the NHS a combined total of £18.4bn (Scarborough et al. 2011). If the NHS limited treatment to these groups of people, it would be able to invest this money into other areas of need. This could lead to improved facilities for people who become ill through no fault of their own.

Each division is operating independently with its own division manager. Also, each division’s performance had been judged on its profit and return on investment (ROI). The company policy of decentralizing responsibility and authority for all

Found in the organizational structure and studied in hospital re-organization is the core and periphery both are varied systems that relate to the identity of the hospital and it’s

Effective organizational structures define how job tasks are subdivided, grouped, coordinated, and managed. Six key components of organizational structures include division of labor, departmentalization, chain of command, span of control, centralization, and formalization (Remme, Jones, Van der Heijden, & De Bono, 2008, p. 79). Each element influence how employees interact with each other to reach organizational goals. Different structures are common in similar organizations among high performing organizations (Reimann, 1974, p. 707). The most appropriate structure will depend on the unique needs and culture of the organization.

As seen from figure 2, the matrix organisational structure is complex and aligns functional and divisional organisational structures merged into a hierarchical structure. The student observes that with this comes the potential to on the one hand, improve interdepartmental collaboration through avoiding silo-functioning and yet, on the other hand, blur the unity of command structure in an organisation that can be counterproductive. A critical analysis of two major advantages and disadvantages of this organisational structure here

* Lack of Information and communication across divisions Each division maintains its own marketing, manufacturing, logistics and administrative departments (Silos)

The major problem of this sort of structure is that individual divisions tend to promote their own objectives in a way that takes wider, corporative strategies at a critical point. Thus the