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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 pa ...