National Health Service (NHS) in the UK

Task 1: Analysing key external influences on an organisation’s strategy

1.1 Evaluating position of the organisation

National Health Service or NHS is the major health and social care institution in the UK, which is efficient to provide high quality treatment and care to the patients across the UK countries, Wales and Scotland (NHS, 2021a). The care values of NHS are such as working together with the patients, respect and dignity, compassion, everyone counts, improving lives of the individuals and managing commitment to quality of care. Through maximising the core values, the NHS is successful to gain the market share and become efficient institution for maximising standard of living of the individuals. NHS is the main health and social care institution in the UK providing the best quality treatment, patient diagnosis, care, therapy and medications to the individuals for managing their health and maximising their wellbeing in long run. For those studying this system, seeking healthcare dissertation help can provide deeper insights into its complexities and achievements.

The organisation is efficient to arrange fund and manage the efficacy of their public services for better living condition in the UK. The NHS is efficient to hire more than 1.7 million people in the organisation, where the health care staff members are knowledgeable and clinically skilled to treat the patient with the best quality care and treatment. The position of NHS is string in the UK market and the patients also try to access their services for overcoming their health issues and leading a healthy lifestyle (NHS, 2021b).

1.2 Analysing the effects of existing plans on an organisation

NHS is efficient to develop effective planning in the workplace for managing patient care and maximising their wellbeing. The strategy of developing patient centred care is one of the major strategies, where it is possible to involve the patients and develop care plan after successful patient assessment, diagnosis and identifying the health needs. NHS also provides equal opportunities to all the patients for getting quality treatment and care (George, 2017). The strategy of partnership working practice is also effective for managing the quality of care, where all the health and social care professionals including the doctors, nurses, social care workers, therapist, surgeons and also other staff members engaged with the NHS are cooperating with each other for developing care plan and serving the patients efficiently. The strategic planning is hereby efficient for maximising the quality of care and maintaining the guidelines of the Care Quality Commission. The strategies of NHS are also beneficial to create values for the patients and enhance wellbeing of the individuals (NHS, 2021a). Moreover, the strategies are beneficial for NHS to provide equal opportunities to all the patients and maximise dignity and respect for all the patients. Managing transparency and accountability are also possible by NHS through the strategic planning and on the other hand, NHS is able to utilise the latest health care equipment and advanced technology for treating the patient with best practice and techniques. The medications and treatment process become upgraded under the technological advancement where the patients waiting time can be reduced and the individuals can access the health and social care services successfully (NHS, 2021b).

Task 2: Appraising strategic options for an organisation

2.1 Relationship between corporate, business and operational strategies

The corporate strategy deals with the decisions related to the various business areas in the functional level. The business strategy is also effective to manage the corporate strategy and develop tactics of improving operations (George, 2017). The operational strategy is also effective for the organisation to maintain functional activities. For example, NHS is successful to develop its operational activities by suitable planning. On the other hand, the corporate strategy of the organisation is to maximise wellbeing of the individuals across the social communities by providing quality health and social care service. In order to achieve this corporate strategy of NHS, it is necessary to develop business strategy which is to maintain transparency, manage the patient through developing patient centred care and partnership working practice. These are major business strategy, through which the NHS is successful to create values for all the stakeholders, engaged with the institution.

2.2 Applying strategic models and tools

The strategic models and tools are effective to analyse the activities of the organisation. In this regard, Blue ocean theory is effective to identify the strategic planning of the organisation. As per the theory, the major strategies are to create market space, differentiating the treatment and care at NHS from other health care institutions, lowering the cost of treatment, value innovation and capturing the demand of the individuals in the social communities (Allsop, 2018). NHS is efficient to manage their efficacy by handling the patients where the other strategies of the organisation are lowering the cost of treatment through arranging public fund as well as differencing their health care services through technical innovation and implementing new health care equipment.

In addition to this, SWOT Analysis is effective to analyse the organisational capabilities and identifying future market opportunities for exploring strategic choices. The major strengths of NHS are good funding strategy, string staff base, presence of clinically skilled workforce, creative workplace, good organisation values and maintaining quality of care and treatment (NHS, 2021a). The major weaknesses of NHS are waiting time of the patients, poor management of computer skill, lack of technical advancement and poor internal management. The opportunities are new strategy of improving patient care, technical advancement, cloud computing system and digital database management system as well as latest health care equipment. The threats are lack of patient care, increasing inequality and diversity, experiencing private sector growth in the health and social care sector and strict legislations. The organisation in this regard has the strategic choice of increasing innovation and creativity for managing their corporate level strategy (NHS, 2021c).

2.3 Evaluating strategic options for an organisation

The major strategic options for NHS are to digitalise the whole health and social care system so that the health care providers are able to manage all the patients within effective time. Through technological advancement including implementing cloud based system, maintaining digital data of the patients, involving the care givers in the care plan, managing ERP in the health care workplace and implementing ICT in the NHS are the best strategic choices, through which NHS would be able to manage their patients fairly. Hence, technological advancement is the major tactics for the NHS to maximise their efficacy in treating the patients with high quality care and treatment.

Task 3: Evaluating various tools and approaches to a strategy implementation plan

3.1 Creating vision, mission and strategic goals for an organisation

The vision of the NHS is to improve health and well-being and people's experiences across the social communities. The aim of the organisation is to maintain highest standard of care and excellence of the professionals to enhance quality of life in long run. Through developing strategic planning and managing skilled workforce in the NHS, the organisations main goal is to enhance wellbeing of the individuals, where NHS is able to provide equal scope to the patients for accessing the quality care and treatment. The organisation also aims at developing patient centred care for better management and delivering quality care, continuous support, treatment and medications, so that the patients would be able to overcome their health issues and lead a healthy life (Pedersen and Roelsgaard Obling, 2019).

3.2 Proposing a suitable structure for an organisation

Organisational structure plays an important role in managing the workplace activities and fulfils the corporate, business and operational strategy in the workplace. In this regard, NHS also needs to follow suitable structure, so that all the activities in the workplace can be conducted under supervision and quality control. There must be different departments in the NHS where the management team can control their activities and maximise the role of the staff in each department. The major departments in the NHS are human resource, finance, research and development, patient care and management, outdoor management, indoor service management and operational department (Pedersen and Roelsgaard Obling, 2019). The departments try to manage their activities efficiently and there is high collaboration among the team members for maximising the ultimate vision and goal of NHS. The human resource managements try to maintain good bonding and fulfil commitment towards the health care professionals, including doctors, general physicians, surgeons and therapist as well as nurses, social care givers and their staff in the workplace. The indoor and outdoor service departments are also managed well, where the staff members are efficient and clinically skilled to manage the patient and provide high quality care to each individual.

3.3 Creating a resourced strategy implementation plan

The resource strategy is effective in the NHS, where the organisational leader and medical board members are efficient to arrange fund for the treatment and care. Hiring the experienced health and social care professionals, including the doctors, general physicians and technicians are also managed well, where the health care manager is efficient to reallocate the staff members in different departments for managing the patients successfully (Ham, 2018). The technical team and other staff members are also engaged with the working activities, where they are responsible to take care of the patients by providing quality care, treatment and medications to each patient in the NHS. On the other hand, the resources such as health care equipment, pharmaceutical warehouse and computerised database are also managed well to maximise the quality of care in the NHS. Hence, all the resources such as finance, human resource and technological infrastructure are reallocated and maintained well for better patient care and management.

Task 4: Developing and implementing a strategic organisational change management plan and to monitor and control the implementation of strategic plans

4.1 Applying force field analysis to effectively distinguish forces of change

Force field analysis is effective to identify the driving forces that are useful for the organisation to adopt new changes and lead the firm efficiently towards achieving the organisational goal innovatively. As per the force field analysis, there are two forces, one is driving forces and other is resisting forces (Dayan et al., 2018). The major driving forces in the NHS are such as the changes in NHS, financial stability through finding, lack of management in paper notes, future vision of patient care and maximisation of wellbeing of the individuals in the society. Additionally, other driving forces are in depth research and development, clinical governance, good organisational structure, information technology and creativity with latest technique for managing the health and social care practice.

On the other hand, the resisting forces are such as, high cost of new medical infrastructure, requirement of fund for technological advancement, internal resistance to change and conflict. The organisation must overcome the resisting forces and utilise the driving forces for promoting patient care and efficiency in managing the individuals with high quality treatment and continuous care (Dayan et al., 2018).

4.2 Evaluating change management models

Lewin’s Change management model is effective for managing change at the organisation. There are three stage which are unfreeze, change and refreeze. The strategic choice for NHS is to adopt latest technology of cloud computing and digital database management for patient care.

The leader of NHS and health care managers must identify the need of change and provides continuous support to the medical staff for improving their understanding. The managers must communicate the changes and empower the team members during the change process. Encouraging their creativity, empowering the clinically skilled workforce and technologically skilled engineers at the workplace are mandatory for managing the changes and achieving the future success (Ross et al., 2018). Hence, involving the health care professionals in the change management process of NHS, utilising organisational resources and improving partnership working practice through continuous support and guidance are helpful for managing change at NHS.

4.3 Identifying leadership and change agent skills for strategic changes

For strategic changes, it is important to develop change agents and create good leadership style at the workplace, so that the employees can handle their perform ace and cooperate with the leaders for better achievements. In this regard, transformational leadership style must be chosen in the NHS, for guiding the health care professionals and leading them successfully (Klein, 2019). As per the transformational leadership style, the leader and the health care management team at NHS try to support the doctors, nurses and service workers with adequate information and data related to the organisational change towards adopting digital database management. Continuous guidance and encouraging personal innovation and creativity of the staff are helpful for the health care managers to lead the health care professionals towards achieving the future success and fulfilling the vision of NHS (Anderson et al., 2019). The change agent skills required for this change management practice at NHS are such as communication skill, cooperative behaviour, encouraging team building activities for partnership working practice, emotional intelligence skill, as well as critical analytical skill and problem solving skill, which are helpful for leading the health care professionals towards achieving the organisational aim of NHS.

4.4 Key success indicators

Efficacy of the health care professionals at NHS to treat the individuals with high quality care and treatment

Excellence of the health care management team at NHS for utilising latest medical equipment to provide equal chance to all the patients for accessing their health care services

The quality of care at NHS is another indicator of achieving success, where the organisation is able to follow the guidelines of CQC and set their quality standard of the treatment and care provided to each patient

The average daily attendance of the staff and presence of clinically skilled workforce

Minimising the waiting time of the patients and durability of staying at NHS through providing quality treatment

Adopting technological advancement through developing technical infrastructure, digital database management system and utilising medical equipment for patient care

4.5 Potential risks during implementation

Lack of arrangement of adequate fund at NHS

Poor knowledge and skill set of the staff to adopt new technology

Lack of understanding about chance management practice

Internal conflicts and cultural diversity

Lack of empowerment of the medical staff due to their inefficacy during technical implementation

Poor cooperation among the team members and health care managers while implementing latest technology and medical equipment at NHS

4.6 Reviewing the effectiveness of the strategic plan

The strategic planning at NHS is effective for enhancing the quality of care, where NHS would be able to provide equal chance to each patient for accessing the health care service of NHS. Additionally, the strategy towards digital database management is helpful to manage the patient, reduce waiting time and improve efficacy of the medical team to provide quality treatment within time (Pinder et al., 2018). The excellence of the NHS and efficiency of all the health care providers can be enhanced through such digitalisation of the operational activities at NHS which in turn provide a scope to NHS to fulfil its vision of maximising wellbeing of the individuals.

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Reference List

Anderson, E., Gaunt, D., Metcalfe, C., Rai, M., Hollingworth, W., Mills, N., Beasant, L., Parslow, R., Kessler, D., Macleod, J. and Stallard, P., 2019. Investigating the effectiveness and cost-effectiveness of FITNET-NHS (Fatigue In Teenagers on the interNET in the NHS) compared to activity management to treat paediatric chronic fatigue syndrome (CFS)/myalgic encephalomyelitis (ME): amendment to the published protocol. Trials, 20(1), pp.1-3.

Dayan, M., Ward, D., Gardner, T. and Kelly, E., 2018. How good is the NHS?. London: King's Fund.

George, M., 2017. The effect of introducing new public management practices on compassion within the NHS. Nursing Time, 113, pp.30-4.

Ham, C., 2018. Management and Competition in the NHS. London: CRC Press.

Klein, R., 2019. The National Health Service (NHS) at 70: Bevan’s double-edged legacy. Health Economics, Policy and Law, 14(1), pp.1-10.

NHS, 2021a. About us. [online] Available at: https://www.england.nhs.uk/about/ [Accessed on 22 February 2021].

NHS, 2021c. Our work. [online] Available at: https://www.england.nhs.uk/ourwork/ [Accessed on 22 February 2021].

Pedersen, K.Z. and Roelsgaard Obling, A., 2019. Organising through compassion: The introduction of meta‐virtue management in the NHS. Sociology of health & illness, 41(7), pp.1338-1357.

Pinder, S.E., Shaaban, A., Deb, R., Desai, A., Gandhi, A., Lee, A.H.S., Pain, S., Wilkinson, L. and Sharma, N., 2018. NHS Breast Screening multidisciplinary working group guidelines for the diagnosis and management of breast lesions of uncertain malignant potential on core biopsy (B3 lesions). Clinical radiology, 73(8), pp.682-692.

Ross, J., Stevenson, F., Dack, C., Pal, K., May, C., Michie, S., Barnard, M. and Murray, E., 2018. Developing an implementation strategy for a digital health intervention: an example in routine healthcare. BMC health services research, 18(1), pp.1-13.