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Submitted by zheremi on February 25, 2008
Category: Business
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The NHS:
The spin stops here!
Jeremy Harris
November 2007
Organizational Behavior
Table of Contents
. Introduction
Aim and Objectives
Methodology
Follow The Leader.
A Charismatic Leader to Change Culture?
Managing the Changes
Cultural Importance
Conclusion
Bibliography
Introduction
The National Health Service (NHS) is currently in a state of emergency and in dire need of reformation within the organisation. Malpractices, unnecessary deaths, and poor customer service has put the world's third largest employer under the microscope of government and public alike. The outcry for change has not only been an external plea from the public, but from within the organisation as well. Many of Britain's physicians are opting for the private sector, which has left the NHS to look abroad for doctors. A blurry sense of leadership within the NHS has undoubtedly led to confusion internally, causing friction between staff and management. The ancient methods used in the NHS have made it difficult for the organisation to implement new strategies and maintain a sustained competitive advantage over their competitors. A clear vision seems to be obsolete within the leadership which has led to uncertainty within the organization. "The NHS seems rapidly to be turning into the National Health Business' with an ethos and methods which feel alien to many of the staff expected to live with them." (Upton and Brooks 1995 p.xi). With ministers having the duty of reporting to parliament the desire to direct is an underlying problem within the leadership structure. With David Nicholson as the new chief executive of the NHS, the "song of rapid reformation" is being sung again. The NHS seems to be on the verge of turning a new chapter in its history. Mr Nicholson has conveyed hope within the organisation with his promise for a...
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