The Nhs ( National Health Service )

One of the biggest obstacles to successful management of the NHS, and also to any analysis of its current well being, remains the significant lack of any valid information as to what the NHS does, how much it costs and where the money is spent. Indeed, it is perhaps surprising that 'the 1990 changes' were conceived and implemented as fast as they were, given the lack of information that was available in 1988. (Ham, 1996) Attempts were made at the start to ensure that hospitals began from a 'level playing field' so that they were in fair competition with one another, but the sometimes 10 fold differences in the early quoted costs for identical services in different hospitals had as much to do with differing costs of maintaining buildings

The roles of the leadership in the clinics are essential to the success or unsuccessful implementation of change. The attitude of the leadership carries weight on how well the rest of the staff receives the change. Leaders on the clinic level have to accept changes whether good or bad and expect staff to challenge them. Leaders have to be strong and accept the change themselves and to support upper management. There are problems dealing with changes when issues arise between created civilian and military personnel. These issues are not easily dealt with and when changes are ensuing within a facility this causes undue stress within the organization. This is one reason that leadership needs to bring forth and implement changes within an organization as all one team because staff is well suited at picking up any rift

After the serious shortcomings within the Mid-Staffordshire NHS Trust came to light, The Francis Report (Francis, 2013) investigated how the conditions of inexcusable care could prevail within the trust. The Francis Report proposed several extensive changes that could improve the National Health Service (NHS). Garner (2014) informs that these changes include that leaders need to be effective and accountable, staff should be empowered to work in partnership, each trust should aim to improve innovation and quality, whilst putting the patient first. The Department of Health (DH) reflected on the findings and in response to The Francis

The National health services (NHS) provides a comprehensive healthcare services across the entire nation. It is considered to be UK’s proudest institution, and is envied by many other countries because of its free of cost health delivery to its population. Nevertheless, it is often seen as a ‘political football’ as it affects all of us in some way and hence everyone carry an opinion about it (Cass, 2006). Factors such as government policies, funding, number of service users, taxation etc all make up small parts of this large complex organisation. Therefore, any imbalances within one sector can pose a substantial risk on the overall NHS (Wheeler & Grice, 2000). This essay will discuss whether the NHS aim of reducing the nations need

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.

Today’s changes to the NHS have been called the most radical in the whole of the 60 years that it’s been in existence. In today’s NHS charities and private firms are now involved much more widely, in areas such as mental health and end of life care. Although they do have a much smaller role in hospital setting than they used to have. One of the biggest changes is that doctors now have budgets from which they buy healthcare, it could be from NHS trusts or private sectors, the new scheme is called GP

The NHS has grown to become the world’s largest publicly funded health service system since 1948(Nhs.uk, 2015).There are many issues and disputes in NHS. Nowadays,some people believe that the NHS should be abolished or privatized,because it can solve many issues with NHS.This essay agree that the NHS should not be abolished or privatized.

Service improvement is arguably one of the most important challenges facing the National Health Service (NHS) today, as both patients and service users search for a ‘good quality’ service, and expect services to be both efficient and effectual. All staff within the health service need to be educated and competent in their roles, in order to be able to offer a service that is beneficial to the patients that make use of it.

Health care in the United Kingdom is devolved depending states: other states like Scotland and Northern Ireland are separate entities and do not form part of the UK medical healthcare system. The states have their own private and public sectors of health care to the people. Devolution stretches to every activity that is concerned with delivering of health care facilities and personalities required that serve the citizens. The model of offering health care among the citizens of the United Kingdom is different from those of other states like Wales and Scotland. Moreover, the policies and strategies of health care are different between the United Kingdom and other states.

The NHS Operating Framework introduced by the coalition government sets out the planning and financial requirements for RUHB in 2012/13 and the basis of their accountability (DH, 2012). As a result, the 2013 certified that funding for health in England be frozen for up 2015/16 thereby requiring RUBH to underspend allocated funding from the government such as putting a 1% cap on pay award. Socially, this will include factors such as behavior of staff and service users, partnership working, quality of care, etc. These factors can drive change in diverse ways in the RUHB. For example, the NICE Guidelines on Behavior Change make recommendations on individual level behavior interventions that is aimed at changing the behavior that can be dangerous to the health of staff and service users such as smoking, alcohol abuse, lack of physical activity, safe sex, etc. (NICE, 2014). Technologically, the introduction of information communication technology has resulted in faster communication, appropriate storing and sharing of information and records of service users between health and social care professionals. As a result of the CQC inspection, the RUHB revises their health records management policy to more accurately reflect where information about service user such as fluid intake and output in each ward should be recorded (CQC Report, 2013)

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.

This is a preventative system of which staff are familiar with and sometimes cause delays in providing much needed treatment to an individual. Sullivan and Garland (2010) suggest that change is changing something different from what is was. In support of this, Mullins (2013) suggests that change is an inescapable part of both social and organisational life. However, change could face some resistant due to the fear of unknown, organisational culture, threats to power or influence. Solution to likely resistance would be discussed in the work.

The principal theory of the Health Service Executive is to deliver health and social care which has diminished. Numerous of the participants felt that trust had been gone across all levels. There was a component of micro-managing occurring, primary to a lack of trust amongst executives and their line managers in addition to an uncomfortable viewpoint for all. The overall feeling of the participants remained that the NCRHA had transformed significantly over the past year. Two years ago, individuals had the luxury of extra staff and additional financial resources. Now by way of the national budget, the message was rather clear - ‘do more with less’. In order for this to work, the participants felt that, in order for real change to take place

This article introduces health care managers to the theories and philosophies of John Kotter and

For any successful organization, there should be effective communication, culture, decision-making processes as well as organizational learning just to mention a few. The United Kingdom’s National Health Service is an organization that primarily helps citizens be in charge of their health care. The group started with the principles that quality healthcare should be available to all regardless of their social status, in this event, easy access to health care. NHS has over 64 million people enrolled and deals with over 1 million patients every 36 hours. The organization employs over 1.6 million employees who make it among the world’s top employers together with other organizations such as Wal-Mart, McDonalds, and U.S Department of Defense. The NHS is wholly funded by taxpayer’s money that means that a majority of the public is often interested in what is going on at the NHS. The rationale of this paper, therefore, is to look at four aspects of an organization and specifically the NHS. These aspects are organizational communication, organizational culture, management and leadership as well as organizational change.