Why Nhs ( National Health Service ) Organisations Need Change?

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

There are numerous change theories that nurse leaders can use to help make a change. According to our textbook, one of the most useful theories is Lewin’s change theory. This theory of change is described in three stages, (a) Unfreezing, (b) Moving, and (c) Refreezing (Grossman & Valiga, 2012). First, in the unfreezing stage, a problem is identified, analyzed and the start for change begins. Second, in the moving stage, this is where you make the change, new policies are developed and implemented. Last, in the refreezing stage, the change has been made and this is the new way of doing things now. Lewin’s change theory also mentions the driving forces, restraining forces and equilibrium, in order for organizations to remain in balance.

Healthcare managers must always be prepared to confront new challenges and changes to be able to have a competitive edge in the healthcare industry. As a new manager, I realize that my efficiency in handling things in the beginning won’t be excellent. I say this because like any job, it will take time to understand my role as well as all my new responsibilities. Personally, I am not that great in handling change, so I may resist the idea of change at first. Knowing that this can happen, I would have myself undergo transitional training beforehand to gain the knowledge and experience required.

The Secretary of State for Health, Andrew Lansley, has set out the government’s plans to reform the NHS in England. The plans, documented in a new white paper entitled ‘Equity and Excellence: Liberating the NHS’, state that more power will be given to patients and professionals in the design and delivery of health and social care. This briefing outlines a summary of the key reforms. Please note, some terms which require further clarification are explained in a glossary at the end of this document. The white paper focuses on four key areas: 1. 2. 3. 4. Putting patients and the public first Improving healthcare outcomes Autonomy, accountability and democratic

Health care is in a constant state of change. Health care organizations must recognize that change is needed to improve the quality and safety of patient care, retain employees, and restructure the organizational chart to maintain their viability. When changes are carefully and deliberately thought through using the knowledge and skill of leaders, this is considered planned change. The change agent plays a major role in the outcome of the change; whether the change is successful or unsuccessful (Marquis & Huston, 2012). The purpose of this paper is to identify a deficiency within a department of a healthcare organization. A description of the planned change to address the deficiency will be

The influences affecting the NHS today sometime are not evident unless viewed against the changes and trends that have developed since its inception. After the World War II it was an era of simplicity and desperation the general population had housing crisis, food shortage and raw material shortages etc.

1. The National Health Service (NHS) is a publicly funded service, providing free health care for all British citizens. ‘Since its launch in 1948, the NHS has grown to become the world’s largest publicly funded health service’ together with one of the largest employers in the world’. However throughout the past decade the demand for health care has been rising radically and with the continuous need to be accountable for public spending the NHS has been put under immense pressure to be cost effective at the same time as achieving their prime objective of improving the standard of care (NHS Choices, 2010).

To implement change in a heath care setting, a PDSA concept will be used. Langley developed the PDSA cycle to describe the importance’s that the change and the developing of these crucial changes which will hopefully help lead to the improvements (Langley et al., 2009) (see appendix 2) for details. The National Health Service use PDSA and will implement the necessary

However Gopee and Galloway (2014) suggest that, the change can interact on the role manager or leader play. Change is important in NHS because it has be poor quality of care in the past. Victoria Climbie one the high

The NHS was first launched in 1948. It was created to provide good healthcare services and it was available to everyone. It didn’t matter if you were rich or poor, that was the principle (NHS choices, 2015). With the NHS confronting its greatest difficulties throughout the following decade, there are numerous reasons that the NHS is coming to emergency point. Each test should be tended to and a successful method for adapting and giving better treatment to patients should be involved.

Theoretically the only advantage of following a centralized approach in NHS project can be the procurement. It was estimated 4.5 billion pounds were saved in terms of prices for goods and services from these suppliers. However the haste resulted in a product which doesn’t fulfill the goals as pointed out by the chairman of Clinical Care Advisory Group, Professor Hutton, but instead of acting on his advice he was asked to consider which lead to his

The focus of my leadership initiative is to develop a new, simpler and leaner approach (Fillingham, 2008) to the assessment process, ensuring safe and reliable delivery of right care, in the right place and at the right time, to the patients. Recently we implemented monthly practice governance meetings in our team to regularly reflect on areas of improvement and discuss changes that would improve patient care. I have been using the practice governance meetings to present results from our recent audit demonstrating increased treatment-waiting times, share real stories highlighting the gap between the current and desired state of the service and encourage engagement of frontline staff in delivering this initiative. Staff was given opportunity to perform a Cause and Effect Analysis (figure1) and map patient journey (figure2) to identify activities that add value (Bennington, 2011) and reduce waste. I was hoping to use these meetings to frame and embed a strategy of implementing the improvement initiative and whilst I have been successful in developing a framework of the new leaner assessment process, the process has suffered from poor staff engagement and conflicts with trusts’ agenda of standardising the delivery of care. During these practice governance meetings, the team was unable to come up with any suggestions to improve the assessment process and other agendas related to the new community service review policies were given greater priority. Some clinicians

As quality care is the focus for NHS England, it advocates NHS employees all working towards this goal. Having a common purpose promotes a sense of direction (Storey and Holti, 2013), and Ham, C. (2014), report that the systems used within the NHS, along with leadership and culture within the organisation, need to be transformed and aligned so that quality of care is the organising principle. Add to this the financial challenges faced (Bevan 2010) and the health professionals today have a difficult time ahead in trying to harmonise all factors in their pursuit of quality care for their patients. Bevan also adds the challenge that when trying to energise the whole healthcare workforce, what skills will be needed? ; And additionally cites that to deliver excellence in healthcare in the context of cost and quality, there has to be a sustainable and systematic approach to improvement methods.

For several decades health care has been tied to the economy and with the current downturn we see continued efforts to control and reduce over-head costs. Health care organizations in their effort to become more efficient and address changes in the industry have altered their strategic business plans. Lee & Alexander (1999) researched organizational change in hospitals and their survival, in this paper I hope to discuss their findings and add other examples to validate their conclusions.

Both partners were learning from each other and whilst in most areas it appeared that manufacturing techniques for process change could be transferred, it was becoming apparent that there were to some extent a 'separate set of rules ' for the NHS. This was because of the nature of the organization, internal and external constraints and the pace, extent and speed of change. Two projects were identified with different objectives. A reorganization of the purchasing and supplies function would hopefully meet the cost-saving requirement, whilst a reappraisal of the admission procedure was more