Organisational Strategic Leadership

Introduction:

Strategic management involves in setting the organisational objectives and goals and develop proper decision for the organisation to perform better and run the organisational operational activities in a unique way (Brown, Hendy and Wang, 2020). The aim of the study is to analyse the strategic planning of the organisation for healthcare dissertation help. In the first part of the study, the strategic management and leadership style of NHS England will be evaluated and analysed to understand the planning and management practice of the organisation in running their business successfully. On the other hand, the secondary of the study involves identifying the strategic choice and actions which are efficient for the organisation NHS to improve their strategies in near future and achieve future sustainable development in long run. . .

Strategic leadership at the organisation:

The National Health Service (NHS) is the publically funded health and social care system of the UK and it has been funded out of taxation. It operates since 1948 where it has different systems such as The National Health Service in England, NHS Scotland, NHS Wales, and Health and Social Care in Northern Ireland. The patients need to pay the prescription charges with a range of exception from the charges. It is politically accountable to the UK government and it operates indecently. The UK government, Scottish government, Welsh government and Northern n Ireland executives are responsible to manage NHS (Winzor and Hussain, 2018). The government bodies are collaborating with each other for developing the organisation, where the main aim of the organisation is to maximise the wellbeing of the individuals across the country by delivering high quality care and efficient treatment to the individuals. The staff members and the leaders are efficient to provide high quality care to each of the patients after proper assessment and acknowledging the health care needs and personal preferences. The quality of care of the organisation NHS is high, where the leadership style and managerial practice are effective for the organisation to provide high quality services. In 2015-2016, the NHS employed 1.6 million people with a combined budget of £ 136.7 billion (Brown, Hendy and Wang, 2020). .

Total health care workforce in the UK in 2014 was 2165043. In every 24 hours, approximately 1.7 million staff is efficient to provide services over 1 million patients. It has fifth biggest employee base in the world. The leadership style of the organisation is efficient, to manage the employees at the organisation. The leader at NHS is cooperative and supportive to the employees. The strategy of the leader at NHS is to arrange training and development program for the staff, where the training program are beneficial to enhance the performance of the staff by improving their knowledge and technical skill (Vernazza et al., 2019). The leader is focussing on transformational leadership style, to improve cooperation and communication at the workplace. The leader focuses on continuous inspiring the staff at the organisation across the country, where the leader aims at encouraging the staff’s creativity and motivating them properly with effective monetary and non-monetary reads. The leader tries to manage the staff by fulfilling their needs and preferences at the workplace. Monetary rewards including salary, performance related pay and the yearly bonus to the staff are effective strategies of the leader at NHS to retain the employees and improve the organisational performance in long run. Accordingly, the leader follows transformational leadership style, with developing suitable organisational culture, where transparency and accountability are managed well. The leader aims at managing transparency by developing cooperative workplace (Gee and Cooke, 2018).

The leader also focuses on respect and integrity at the workplace where the management team respects all the staff employed in the NHS across the country. The leadership style is also related to the management of motivation, where the leaders try to lad the people towards achieving success through continuous motivation and encouragement, which in turn influence the staff to perform better and contribute positively to maximise the organisational values in the UK. The leadership style of enhancing communication and cooperation at the workplace are also effective strategy of the leader to develop collaborative workplace (Banks, 2018). It is mandatory for the staff to be collaborative and focus on partnership working practice at the workplace in order to serve the patients efficiently. The health and social care service is a complex phenomena where the doctors, nurses, general physicians, social workers and operational therapists and psychologist need to be cooperative to assess the patient and treat them properly with high quality care, continuous support and efficient treatment (Ford and Cooper, 2018). In this context, the leader encourages open communication at the workplace as well as arranges general meeting and group discussion for the medical team to develop effective care plan for the patients. Hereby, the leadership style of transformational at the workplace is beneficial of NHS to support he employees and cooperate with them for better performance so that it would be possible for NHS to manage the patients and maximise their values in long run by delivering high quality car and efficient treatment. In addition to this, apart from the leadership style, the managerial practice at the workplace is also effective to maximise the organisational values, where the management team take care of the health and safety of the employees as well as for the patients also. The health and safety at workplace Act 1974 is executed to protect the employees and give them safe workplace to work efficiently. .

On the other hand, the health and safety of the patients are also managed well at NHS, and it is one of the strategies of NSH to create values for the patients (Brown, Hendy and Wang, 2020). The hygienic factors are managed well at the organisational workplace, where NHS is successful to manage the patients at the institution and give them proper treatment according to the patient’s assessment and health care plan. On the other hand, the organisational also focuses on developing proper strategy to run the institution efficiently and in this regard, NHS focuses on patient management and availability of the staff so that every patient can get proper treatment and personal care. The professional code of conduct is maintained here, by respecting the patients, acknowledging their personal needs and preferences, enhancing communication with them, and improving cooperating during developing the care plan for them (Rodriguez-Labajos, Thomson and O'Brien, 2017). The infrastructure of the organisation is also efficient to support the patients where the staff members try to create vales for the patients and maximise their wellbeing by providing latest treatment, medication and updated therapy. Another strategy of NHS is to manage stock of the medical products including sanitation, hygienic products, medicines, gloves and other operational theatre related instruments to manage the patient’s care successfully (Rodriguez-Labajos, Thomson and O'Brien, 2017). It is required for the organisation to maximise the wellbeing of the patients by providing high quality care and treatment and thus the supply chain is efficient to manage medical stock as well as provide proper services to the patients timely. Hence, the workplace culture and the structure of working at the NHS are effective strategies to management which further provides a scope to the organisation to serve the patients efficiently and create values for them (Rushmer, Parker and Phillips, 2017). The organisation needs to focus on technical advancement to manage the patient in such an era of digitisation, where the individuals of the country can access their services efficiently in long run which further enhances the quality and diversity in patient management.

Strategic choices and strategic actions:

It is necessary for the organisation NHS to make effective strategic choices in order to utilise the organisational resources efficiently and improve capabilities to serve the individuals efficiently. In the recent years, NHS focuses on managing their strategic planning and investing more resources for better performance. NHS is efficient to develop proper strategic planning in order to manage their activities and serve better health care treatment to the individuals. It is important to develop strategic choices for NHS to ensure quality care and efficient treatment. In this regard, the major strategic choices of the institution would be,

• Implementing latest technology
• Developing suitable leadership style
• Managing organisational standard

These are the major three strategic choices of managing the activities of NHS, where the leader would be able to implement the strategic planning of the organisation and secure the health and wellbeing of the individuals. In this regard, the organisation also needs to focus on strategic actions, which provide a scope to NHS to fulfil the strategic choices. It is necessary or NHS to implement proper strategic planning in orders to improve technical infrastructure, so that the organisation can improve the quality standard and manage organisational standard to serve the patients efficiently. Developing proper managerial style and practice in the organisation are also necessary for NHS t stabilise the institution and maximise the wellbeing of the patients in the UK.

In order to fulfil the strategic choices, mentioned above, it is necessary for the organisation to develop strategic actions in order to secure sustainable development in near future. For improving the health and social care quality at NHS, the company needs to choose proper strategic actions, which are,

• Implementing proper technology
• Developing cloud computing system
• Strengthening the supply chain and distribution network
• Retaining the health care suppliers and long term distributors
• Managing the stakeholders

• Managing patients
• Developing leadership style to handle the internal and external activities
• Improving online services activities
• Implementing the quality standard of Care Quality Commission (CQC)

These are the major strategic actions, which are required for the organisation to implement in the workplace. NHS needs to expand their services around the country through strengthening their distribution network and supply chain, where retention of the efficient suppliers and distributors are beneficial to manage the health care supply chain to improve patient management. Through this strategy, it is also possible for the organisation to manage medical stock as well as improve the activities across the country, where the distributors and the suppliers are efficient to serve the patients within effective time. Furthermore, it is possible for the leader to provide proper return on investment to the stakeholders and manage them efficiently. Managing the employees at the workplace is mandatory, where the leader must be supportive and directive as well as encourage the creativity of them for motivating and leading the employees in long run to serve the patients properly. On the other hand, developing training program for improving the sill and knowledge of the employees would also be beneficial for the organisation to maximise employee performance and serve the patients efficiently. In this regard, stakeholder management would be effective strategic action of NHS to expand their services and maximise the standard of living of the people, in the England.

Leadership practice and managerial strategies are mandatory to be developed in order to run the organisation efficiently. NHS needs to focus on managerial practice at the organisation and maximise the partnership working, so that all the employees including the nurses, doctors, general physicians, social workers, psychologists and operation therapist can cooperate with each other and conduct patient assessment for developing effective care plan. In this regard, it is necessary to review the organisational capabilities and leadership style for fulfilling the strategic choices and strategic actions. As per the Porter’s value chain model it is possible to review the organisational resources and capabilities. As per the model, the primary activities are operations, inbound and outbound logistics, and service excellence, marketing and sales. On the other hand, the secondary activities are human resource management, technology, procurement management, ad firm infrastructure (Bhogal et al., 2019). As per the analysis and evaluation, NHS is capable of developing infrastructure due to financial stability and strong management team and leadership style, where the leader and managers are successful to develop organisational workplace where they can manage the employees successfully (Wardle et al., 2016). .

FOn the other hand, the company is successful to manage their human resource and enhance the capabilities of the workers to perform better and in this regard NHS provides high salary, insurance coverage, incentives and performance related pay which further encourage the employees to perform efficiently and contribute positively to maximise the strategic objectives. On the other hand, it is necessary to have strong technological innovation at the organisation, where NHS needs to implement ICT, ERP and GPS system to manage the operational and procurement activities. Through technological innovation and advancement in health and social care service management, NHS would be able o manage parti8nets and in this regard cloud computing must be implemented to protect patient data and personal information and manage them efficiently through computerised database. On the other hand, it is necessary to enhance the internal communication as well as interaction with the patients across the country and for this it is mandatory for NHS to implement ICT in the workplace to develop open communication with the internal staff and the external patients and individuals to provide high quality health and social care service equally. On the other hand, it is mandatory for the organisation to implement the quality standard provided by the CQC, including developing patient centred care, managing respect and integrity, improving transparency and accountability as well as managing staff, health and safety of the patients, hygienic factors at the organisation and maintain professional code of conduct for serving the patients with high quality care and services. These are the major practice, through which NSH would be able to provide efficient health and social care services to the patients across the country. .

Conclusion:

NHS is efficient to provide efficient health and social care service to the population of England, which focuses on maintaining the quality of care and organisational standard to maximise the health and wellbeing of the individuals in the country. The organisation is efficient to maximise the standard of living of the individuals through proper leadership and management. The institution is also efficient to manage the health care activities and improve innovation through implementing the latest technology which further provides a scope to NHS to expand the services across the country and help the individual to maximise their wellbeing. The major strategic choices of the institution in order to secure sustainable development in near future are implementing latest technology, improving equality and diversity and developing proper management through leadership style which further provides a scope to the organisation to maximise the values of the population by delivering high quality health care services. Through executing the technologies including ICT, ERP, cloud computing system as well as improving online activities it is possible to manage equality and diversity at the organisation and provide equal opportunities to the patient to access their services for maximising their wellbeing. The doctors and the nurses need to follow the quality standard, provided by the CQC so that it is possible to maximise professional code of conduct and develop proper care plan by empowering the patients in the health care practice.

Take a deeper dive into Navigating Leadership Challenges in the Globalized Workplace with our additional resources.

Reference list:

• Banks, I., 2018. Power and Influence in the NHS: Oceans Without Continents. Berlin: CRC Press.
• Bhogal, R., Sethi, S., Zuberi, S., Gokani, N., Tanna, S., Luengo, S. and Grewal, J., 2019. Systematic literature review on the use of social media and engagement strategies used by NHS trusts and USA healthcare systems. Future healthcare journal, 6(Suppl 1), p.50.
• Brown, C., Hendy, J. and Wang, C.L., 2020. Stress and coping strategies among NHS executives in sustainability and transformation partnerships. British Journal of Healthcare Management, 26(1), pp.8-15.
• Ford, K.E. and Cooper, L.R., 2018. Learning from lawsuits: ten-years of NHS litigation authority claims against 11 surgical specialities in England. The Surgeon, 16(1), pp.27-35..
• Gee, M. and Cooke, J., 2018. How do NHS organisations plan research capacity development? Strategies, strengths, and opportunities for improvement. BMC health services research, 18(1), p.198. .
• Rodriguez-Labajos, L., Thomson, C. and O'Brien, G., 2017. A critical analysis of strategic performance measurement in supporting estate decisions in NHS Scotland. Management, 572, p.581.
• Rushmer, R.K., Parker, J. and Phillips, S., 2017. Introducing self-directed primary care teams in the NHS: an overview of initial strategic issues. In Organisation Development in Health Care (pp. 51-59). Routledge.
• Vernazza, C.R., Taylor, G., Donaldson, C., Gray, J., Holmes, R., Carr, K. and Exley, C., 2019. How does priority setting for resource allocation happen in commissioning dental services in a nationally led, regionally delivered system: a qualitative study using semistructured interviews with NHS England dental commissioners. BMJ open, 9(3). 8.
• Wardle, J., von Wagner, C., Kralj-Hans, I., Halloran, S.P., Smith, S.G., McGregor, L.M., Vart, G., Howe, R., Snowball, J., Handley, G. and Logan, R.F., 2016. Effects of evidence-based strategies to reduce the socioeconomic gradient of uptake in the English NHS Bowel Cancer Screening Programme (ASCEND): four cluster-randomised controlled trials. The Lancet, 387(10020), pp.751-759.
• Winzor, G. and Hussain, A., 2018. Current strategies to detect, manage and control carbapenemase-producing Enterobacteriaceae in NHS acute hospital trusts in the UK: time for a rethink?. Journal of Hospital Infection, 100(1), pp.13-14.