Equity and Excellence: Liberating the Nhs.
“Outline the main features of the current reforms to the NHS based on the 2010 White Paper “ Equity and Excellence: Liberating the NHS.” Review the reasons for the main proposals in this White Paper.”
The NHS trust underwent a major organisational change to improve flexibility and responsiveness to patients ' needs. Although organisational change was beneficial to the patients, issues of power and control, ownership, gender and communication became predominant within the organisation. As a result, there were positive and negative implications for the employees and the managers, both in the NHS itself and the Site Service Directorate. The change merely deepened the divide between the two groups.
This essay will apply organisational theories to examine the impact of those changes from the perspective of the managers and teams.
The NHS introduced the generic worker concept, as it believed this was a cost effective and more rational approach (Crowther & Green 2004:14), and underwent a radical organisational change (Crowther & Green 2004:183), with changes to its structure and strategy. Due to an attempt to realise continual improvement in quality and value for money, the NHS tried to position itself as a post modern organisation in the patients ' view by using Total Quality Management to increase performance and up to date service-level (Crowther & Green 2004:58) of its service for patients. However, from an employee and managerial perspective, the change involving a traditional step towards a Weber bureaucracy and any post modern influences on work practices also had their negative implications.
Theories from the functionalist perspective were used by the management to manage its employees. Functionalism meant that organisations have various roles or functions necessary to maintain order and stability (Lemieux 1998:34). This can be observed by the fact that the NHS having a Weber 's bureaucratic approach, where there is delegation of tasks from
The NHS trust underwent a major organisational change to improve flexibility and responsiveness to patients ' needs. Although organisational change was beneficial to the patients, issues of power and control, ownership, gender and communication became predominant within the organisation. As a result, there were positive and negative implications for the employees and the managers, both in the NHS itself and the Site Service Directorate. The change merely deepened the divide between the two groups.
This essay will apply organisational theories to examine the impact of those changes from the perspective of the managers and teams.
The NHS introduced the generic worker concept, as it believed this was a cost effective and more rational approach (Crowther & Green 2004:14), and underwent a radical organisational change (Crowther & Green 2004:183), with changes to its structure and strategy. Due to an attempt to realise continual improvement in quality and value for money, the NHS tried to position itself as a post modern organisation in the patients ' view by using Total Quality Management to increase performance and up to date service-level (Crowther & Green 2004:58) of its service for patients. However, from an employee and managerial perspective, the change involving a traditional step towards a Weber bureaucracy and any post modern influences on work practices also had their negative implications.
Theories from the functionalist perspective were used by the management to manage its employees. Functionalism meant that organisations have various roles or functions necessary to maintain order and stability (Lemieux 1998:34). This can be observed by the fact that the NHS having a Weber 's bureaucratic approach, where there is delegation of tasks from
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