In the NHS we Trust? Dame Julie Moore, the respected chief executive of the University Hospitals Birmingham Trust, was asked last week to explain why the NHS was in such difficulty. A lot of it, she...

1 answer below »

In the NHS we Trust?
Dame Julie Moore, the respected chief executive of the University Hospitals Birmingham Trust, was asked last week to explain why the NHS was in such difficulty. A lot of it, she believed, was down to leadership failure and incompetence
on every level. ‘We’ve created a culture of people who are te
ified of making decisions because you can’t be held to account for making no decision but you can if you make a decision’, she said.
Much of the blame lay with previous governments who had centralised power, leaving many of her colleagues ‘waiting for a command from God on high’ instead of taking the initiative.
What Dame Julie describes is typical of highly politicised bureaucracies. In the NHS, this entails a culture of fear from the health secretary downwards. What are they all so frightened of? In essence, that the veils of illusion su
ounding the NHS will be torn away and it will be seen to be the failure that it is. Yes of course there are dedicated staff doing magnificent work. Nevertheless, a recent study by Imperial College found that death rates in British hospitals were 45 per cent higher than the best performing country, the USA.
Last year, the Patients Association reported that in most hospital trusts there were patients waiting longer than the NHS limit of 18 weeks between refe
al and surgery. In some, there were too few nurses to properly feed or care
for patients. The fiction has to be maintained that healthcare is getting
etter all the time. This is to mask the fact that the NHS’s core aim — to provide all with the same level of state healthcare free at the point of use — is an impossibility. It creates an inexhaustible demand for funding.
The NHS in England spends 116 billion per year. It’s still not enough. Hospitals are now being told to shed staff to dangerously low levels. This was entirely predictable. As a panic response to the Mid Staffordshire scandal three years ago in which hundreds of patients endured appalling standards of care, the health secretary vowed that staffing levels must rise and to hell with the cost.
Clearly, there would be a day of reckoning. That day has a
ived. Measures designed to deny reality go back to Margaret Thatcher. Even she was not prepared to declare the NHS unfit for purpose. Instead she decided to run it like a business. This merely piled on new layers of dysfunctional management. Today the service boasts no fewer than 16 directors of ‘transformation and corporate operations’ alone. Targets, the bureaucrat’s principal means of demonstrating improvement, create a plethora of perverse incentives.
A report by the Nuffield Trust found that thousands of patients are dying because the focus on high-profile conditions has distorted the way NHS surgery is organised. Waiting lists and cancer care are measured nationally which means that hospitals structure surgery around them. Yet elderly patients admitted in the middle of the night with a burst appendix or gallstones are not measured, and often get poorer treatment. No one is willing to admit publicly what so many inside the service privately understand. The result is that successive governments, swearing undying loyalty to the NHS, have quietly shuffled off responsibility for it to the market.
1. What challenges do organisations such as the NHS face in developing senior managers?
2. To what extent do senior managers present a special case in LMD?
3. As most organisations now prefer to develop internal managers through management succession than to recruit from outside, how can they ensure that they achieve this?
Answered 5 days AfterApr 07, 2022


Jose answered on Apr 12 2022
9 Votes
Student Name
Instructor Code
1.0 Introduction
While analysing the cu
ent issues in health care systems we can understand that the companies required skilled and competent leaders and employees for managing the issues. The changes in healthcare always create problems for the organization. For managing the issues in a proper way, the companies required the support of senior managers. In this research paper we are analysing the challenges faced by the NHS face in developing senior managers in a detailed way.
2.0 Body
Question 1
It is the duty of the NHS to provide quality services to the people at right time. For providing quality services the companies required the support of competent managers. However, in recent years, the necessity of competent management has been overshadowed by an emphasis on leadership in the policy discussion. Senior managers in NHS face different problems and issues. Staffing shortages abound, financial and performance standards are becoming difficult to satisfy, and demand for services continues to rise (Woodhead et al 2021). The nature of the problems that NHS trust executives face has also evolved, with a greater emphasis on collaborating as part of increasingly integrated health and care systems. Being a leader in the NHS isn't becoming any simpler or any less difficult.
Several evaluations of NHS leadership have sought to better understand and address the effect of these pressures during the last three years. High leadership turnover is caused by a variety of circumstances. Workload and lack of support from co-workers are some of the issues faced by the senior managers.. Directors feel disempowered and have less time to focus on their day-to-day duties as a result of the continual demand to report "upwards" to national agencies (Gittoes 2021). Senior managers has to get the time and resources for leading the organization in a productive way. They also required the support of top management and government authorities. It is not easy to develop skilled and competent senior managers or leaders.
Saffron Cordery, Director of Policy and Strategy and Deputy Chief Executive at NHS 'Everyone bears responsibility for NHS leadership; identifying and supporting the proper sort of future NHS leaders should be key to the NHS 10-year plan and the work of national organisations.'. We know that significant turnover among chief executive officers and other board-level positions has a detrimental influence on NHS trust culture and performance. It's no surprise that the most successful trusts have had consistent leadership for many years. As a result, it can't be acceptable that our most troubled organisations continue to have the most trouble hiring and keeping leaders (Chasma et al 2021). Rather than continuing with a revolving door strategy, we need a fresh method to assisting the most difficult trusts and systems in developing their leaders. Finding strategies to entice high-performing executives into struggling trusts is one of them, but it's not simple when there's a culture of punishing individuals for perceived failings. For managing the challenges for the NHS's leadership is to develop a new generation of leaders who are more diverse and representative of the communities it serves. While there has been considerable improvement in recent years, there is still more work to be done. While developing the senior managers NHS also has to provide training to the employees for understanding the new tools and technology. The introduction of new technologies has been one of the most significant advances in the healthcare business. These technologies include anything from specialist equipment to computer software (Kung et al 2021). These technologies are increasing the expense and complexity of healthcare as a result of the increased desire for "personalised treatment."...

Answer To This Question Is Available To Download

Related Questions & Answers

More Questions »

Submit New Assignment

Copy and Paste Your Assignment Here