Organisational Improvement Research Paper

Manage Continuous Organisational Improvement Saba Feroz | � PAGE * MERGEFORMAT �20�

Manage Continuous Organisational Improvement

[Saba Feroz]

[College Of Excellence]

[Diploma in Health Care]

[Management level 7]

[7/2/2014]

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Abstract

The sector of healthcare is vital for living that no one may deny. The advancement of technology has been a blessing in disguise for human health. Times are gone when people used to wait in long queues to get attention from the doctors and paramedical staff. The governments of the world were also responsible to not properly utilising the healthcare setup. In many parts of the world, it was still deemed as forbidden until the advent of 21st Century.

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Manage Continuous Organisational Improvement

INTRODUCTION
It is never easy for people to accept what comes within that change process. They find it difficult to adjust or absorb to change and also for the management, it is not an easy task. They may have to face various reactions to it including temporary reductions in performance measurements and activity. For this purpose, a proper timetable must be provided which may give the employees enough time to get ready. This may also produce the impact desired by Mr. Regal and the new management of NHS (Karen, Jean & Gretl; 2012).

CLARIFICATION/RATIONALE

The second step is to what the outcomes of it may be the Clarification/Rationale. For this, it is important that the management is familiar with measurable outcomes. Mr. Regal and his team managing all must have a comprehensive vision that may lead NHS to new developments. The staff may get affected by the change being implemented.

COMMUNICATION &
Regal is of opinion that NHS must implement organisational learning which facilitates room for improvement. He explains that only those organisations that are willing to learn from their mistakes and ready to transform succeed. This phase of learning may not necessarily be a beneficial one. There might be a possibility that any individual within NHS may learn but not share with his team mates. Similarly, the subordinates in NHS may not be share the information learnt due to its policies.

In order for NHS to become a learning organisation, it is important that it is ready to change, learn and adapt. In today 's competitive marketplace, an organisation maintaining its position in rapid changing environment is a tough ask. Everyday constant developments are being made thus providing corporations to transform into learning organisation. Mr. Regal believes that NHS has a capability to provide platform for learning. This may be stored in the minds of the people as well as the organisational memory in form of written documents, policies and procedures. If NHS successfully transforms itself as a learning organisation, it may widen the prospects by creating practices (Neil, & Jo;