Final Stretegic Change Management Full

7/22/2019 Final Stretegic Change Management Full

1/34

Task 1

1.1Discussing three established models of strategic change managementStrategic change management about what changes you want in your organisation to developyour company and how you deal it. In the strategic management we have total six establish

models in the following.

Kotters eight steps Kubler-Ross five stages transition Proscis five building block(ADKAR) McKinseys seven S framework Burke-Litwins causal change model Ansoff matrix (gap analysis)

From all of this we discuss only three models.

(1)McKinseys Seven S Framework:This model developed in 1980s by Tom Peters and Robert Waterman. Here we have

seven internal aspects of an organisation that need to be successful. And in this model

they define very easily to each other connection.


2/34

STRATEGY = How do we process to attain our objective?

STRUCTURE = the way how to organize and who reports to whom

SYSTEMS = The daily activities and where are the lines of communication.

SHARED VALUE = What are the core value and what is the corporate?

STYLE =Howeffective is the leadership?

STAFF = The employee and them position.

SKILL = what is the individual skills surrounded by the company?

(2) Burke-Litwins causal change model:This model developed in 1992 via Geroge H Litwin and W Warner Burke. This

model saw the effect of change between 12 keys area and this area divided in fourparts as following.

Input = This loop start with external environment (1st row). This is what

needschange.

Throughput = In this division they make a decision what is mission , leadership and

culture.(2nd row)

Throughput = In this fraction we add structure, system, management practice, work

climate, skill and motivation.(3rd ,4th ,5th row)


3/34

Output = achieve of changes on the performance. (6th row)

(3) Ansoff matrix:The ansoff matrix has given marketers and business leaders a quick and simple

way of thinking about growth. There is four ways to think about risk and growth.

There is four different markets to analysis and find out growth and risk.

1) Market penetration: this name given to growth strategy, herebusiness has to focus on selling more and more product.

2) Market development: at this point the business seeks to sell hisproduct in new market and new area of the market.

3) Product development:here you have to sell your product by extendwith different variants or packing in new way.

4) Diversification:this market is very risky. Because here new product innew market. But this not effect in


4/34

1.2Example of applying models of strategic change managementStrategic change is very effective when an organisation actively seeks the participation

of all relevant stake holders. Its effective only when all stakeholders participation.

In the India Mumbai is the largest economic capital city. Now a days world

growing with IT services. In the India TCS is largest company who provide IT services

a, Business solution and outsourcing.

In this example, seven s framework are apply

1) Strategy: TCS has great work for India. It provides full IT facilitate to businesssolutions. And as we know India growing faster and India need helps everywhere.

2) Structure: In TCS now a days scale up over 100,000 employees. The organisationprovided into five units, The units which provide like which get new growth

opportunities, they also give sharper accountability and groom new leadership in

every units.

3) System: In world 142 offices in 42 countries. And TCS developed unbreakablebound with HR participate. HR basic functions are recruitment policy and process,

training and developing, composition and salary function etc.

4) Shared values: TCS core values are integrity, leading changes, excellence, respect forthe individual, fostering of an environment of learning and sharing. In the TCS

energetic and openwork place environment.

5) Style: TCS always bounding with each other and they work like team. they giveequal opportunity to every employee.

6) Staff: TCS has divided into 5 geographies like India, north America, Latin America,Europe, APAC, Affrica-middele east.30% of the workforce working in TCS Japan islocally hired

7) Skills: TCS have many skill powers. They are work together in every level. Theyalways finding for new skill power because of that they can capable to work with

changes in management. Also company help them employees to improve him skill.


5/34

1.3 Assess The Value Of The Strategic Intervention techniquesIn the Strategic Intervention Techniquesteach us how to work with other and in

directly convey these workplace differences using effective communication skills and early

intervention strategies. (According to Robbins-Madanes Training)[1]

1. The Importance of Team Building:In the N.H.S. they should make the most powerful bonding with doctors, nurses,

helper and staff. That team work makes all work to easy and helpful to all patients.

They have to know about that all that in which doctor below they have to work if

there is no team work than help boy and nurses confused to follow every doctor

instruction. It help to concentrateon your task, as u work in as team so u get

knowledge in that line, if any problems arrive than u can solve it with team. And in

the last make sure that everyone contributes equally.

2. Game Play:Everyone Playing game for rewarded. In every game there is main six characteristiclike Challenges,rules,Interaction,Contrivance,Obstacles, Closure. Fun and

entertainment are primary motivation. Trainer increases the engagement and focus on

topic. As in our organisation N.H.S. they have to make them task clear and ready for

new challenges.as in this organisation there is no rules but work with regularly and

they have to maintain relation with patient.

3. Contingency theory:Contingency theories are a class of behaviour theory that contend that there is no one

best way of organizing and that an leadership style that is effective in some situations

may not be successful in others (Fiedler, 1964)

[2]

As in our organisation N.H.S. have to make them system open. They have to make

careful management to satisfy them patients and balance internal needs. As N.H.S is

hospital so they have to maintain a natural environment when they dealing with

patients. Management must concern on main focus to help ill people not on profit.

4. Autocratic Versus Participative style:


6/34

In this style you have to give some decision rights to your employer so some

time in critical situation they take a decision and it helps to decrease our tension.

So as in our organisation N.H.S. they have to give some decision rights to them nurses

so in some cases someone come by mistake so at that time nurse can handle and tell

them that they are in wrong place and also suggest a right place and that time save

doctors time and money.And there is one another decision style that was make a decision with group and here

in big cases they have to behaviour like a group and take decision combine. So in this

style u can get everyone knowledge.

5. Proactive And Reactive:Managing resistance during any business change should include both proactive

planning and reactive intervention. In Proactive resistance management you have to

find where resistance might come from and what it might look. They have to identify

critical gaps and possible point of resistance. In reactive resistance management you

have to listen to employees and find out source of the resistance.

6. Human Process Interventions:In human process interventions there are 2 different styles 1) T-groups and 2) process

consultation. In T-groups are designed for learning for dynamics, leadership and

interpersonal relationships. Its about increase understand, self-awareness about ones

own. And process consultation is about the communication and how to role of groups

members, how to solve the problem.

7. TechnoStructural Intervention:Here they help to organisation to redesigning the structure and they re-

engineering business process also they make total quality management (TQM). how

to solve all problems about organisation.

8. Human Resource Intervention:Here they provide method about managing people in more effective and efficient

way while ushering in the change process in an organisation. Here they include set

goal, how to performs, also take reward system, and best thing of employee wellness.


7/34

Task 2

2.1 And 2.2 Need for Change

Need for change is the way of change in organization because of some factor which

effect on our organization. That factor related to organization like economic downturn,

change in global markets, customer expectation, competitive edge, budget pressures

etc...Now lets see how its effect on our organization in N.H.S.

1. Economic downturn:An economic downturn suggests the economy is entering into recession.

A recession is a period of negative economic growth with falling output and rising

unemployment. For example, many felt we were in an economic downturn even with

positive growth. This was because the growth rate was slowing down, house prices were

falling and people could see the economic cycle and shifted from a boom period and wewere heading towards bust.

Economic Downturn effect to N.H.S. as our organization related to government

so its direct effect on N.H.S. before some time N.H.S. fired 40,000 employees in one day

its very big problem which arrives for that unemployment people.

2. change in global market:here changes happen to financial service sector .which helps integrate global

trade activity. Its effect to financial department. NHS will face 15bn budget shortfalldue to effects of recession managers warn. Customer expectation which is increases day

by day. Customer wants best service ever so thats why N.H.S. has to always upgrade

with new equipment and new research to help customer. Competitive edge is the key

which help you to be always ready with new scheme to attract your customer so for that

N.H.S. has to give good services.

Many companies go through a different time during an economic or recession. This

will be effect future like reduction of staff, taking loans, reduce expenditure on high-essential

equipments and its very difficult to do all things with bes t services so manager has to work

hard to make decision. Legislation is change any time and it directly effect to you so all

business need to top on the legislation change. Growth is a common objective for business

and larger firms have many advantages of following. They may benefit from economies of

scale, may be able to expert more power, safer from takeover bids. N.H.S. growth in size is

all over U.K. so they get benefit from government. Merger and acquisition is happening to

make two company one and it help to increase more power of that company our N.H.S.

takeover small hospital and make it N.H.S.. Restructuring operation is about give new

looking to achieving new target, work with new technology. New Technologies arrives every

day in world that for company have to be ready and approach this all new technologies as

possible as fast. And this new technology makes communication easier between seniormanagers and the workforce.


8/34

Organizational change management is becoming increasingly important to the

business community. The introduction of latest technology and changing customer

preferences and tastes can result in companies having to redefine their business goals and

objective. Some of the following factor effect to organizational change.

Political factor is one of the main and very important factor to change in

organizational. Whenever the political parties change at that times all the employee change

and also change work style and its effect to entire organization. Financial problem when

arrive at that time you go under pressure of finance. Some time new companies enter market

with cheaper labour or best technology which effect to your company share and its

automatically reduce. Some time many hospitals give private facility and rapidly service to

customer which effect customer to leave N.H.S. New market also effect to organization when

you enter with new product that time your product is new for you company for that you have

to work hard to go in customer heart after that every one follows you.

Loss of market is some of new changes your company loss whole market power and

to recover it very difficult and its happen when new technology and system arrives as we

know customer wants always new and where they got new than they easily change so for

N.H.S. always ready for with new equipment otherwise it loose his customer. In science line

always new research come out and it help to make your health better and thats why you have

to adept advance technology as example before some year we use x-ray with x-ray you got

one packet of photo. For more comfort now N.H.S. use digital imaging which is directly

upload to computer and after report it send to your doctor by mail and its make very easy

and fast.

Transition of new chief executive that time everything change because as we know

when we appoint new CEO they have their own views to work and they change all work style

and its effect to do work continue. Fund cuts when we hear this word we shock that

something happen in funds and its outcome to our life style. Many time many employees fill

bad and they doesnt work hard for organization. And last one is need to be competitive and

be first every time you have to make some changes in your organization which change your

organization and be competitive in market sector.


9/34

2.3 Resources implication of not responding to change.

Human resources are man power to any organization and change need to

restructuring the organization. That means you can decrease you management layers. That

means you can short and fastest decision path and also help to decrease expense of manager.

Interviewing and hiring is main process to N.H.S. because in this organization one small

mistake takes patient live. So you have to appoint best employees and passionate.

Redundancies are an unfortunate fact of modern life. No one like this but sometime allow

surviving organization. You have to select very fair and transparent. Training is main thing

for changes. At all levels staffs are trained to accept change to adapt. In N.H.S. every time

new research arrives. For that all employee has to ready for that change in every levels.

Physical Resources Main thing is equipment. Every equipment will be up to date

and failure will replace at a moment. N.H.S. work to save people and if any equipment is

defective than it effect to patient some time bad reaction happen so not a single mistake.

Another physical resources is vehicles that is main to hospital because in emergency case any

time any where you have to reach in short time so you cant compromise with vehicles. You

have to provide best service also in vehicles. Last one is building that where is place which is

easy to everyone to come and nearby every one, also easily to find out. So in emergency cant

take more time to transport. Building is also capable to any natural damage and every facility

available.

Financial resources are very hard to every organization. Organization has to achieve

them financial goal. Main thing is training to staff for new technology and its very costly forthat every employees have to do training with work so it help to reduce cost of training.

Building cost that means which building you hire that is at best place and also profitable in

future. Some time alternative is very profitable like saving employee transport cost also

saving time. N.H.S. every main building is on main road that help to easily find out and also

help to patient in emergency. So


10/34

TASK 3

3.1 Develop system to involve stakeholders in the planning of change.

The systems used to involve stakeholders in change depend on the business. In

some cases, where a person has a non-voting stake in the business, their opinions will not beconsidered when changes are being made. However, as most stakeholders will be expecting

to contribute their opinions for developing a business, its important to have a tried and tested

system in place.

Normally, a majority vote is used when passing controversial plans for change

that have already been determined. If a company is looking for the opinion of stakeholders

when plans are being established, some of the options that executives will have include

raising it in a board meeting. As many stakeholders will be present, the pros and cons to

certain changes can be weighed, and some directors who have experience in initiating this

type of change may contribute ideas they have which are based on their previous involvementwith other projects.

Its important to value the perspectives of stakeholders. They should be able to

have a say in the direction of a business, as if a wrong decision is made against their will,

they would have lost money in a way that could have been avoided. This can result in the

overall value of a business declining, with some investors withdrawing their stakes.

Gradual change can be better than fast change, as stakeholders can progressively

see a new plan brought into place, and the financial implications that a development may

have. Through being united in business, its likely that dividends will be better and thedecision making by stakeholders will be more efficient.

Stakeholder is individual group or institute who is affected by a project in a

positive or negative way. Key stakeholder in a business organisation includes creditors,

customers, directors, employees, government, owners, etc... Although stakeholders are those

who judge themselves to be stakeholders are stakeholder. All stakeholders are not equal and

different stakeholders are free to different consideration.

We are talking about NHS so the reason of analyse is understand your client /

beneficiary interest, needs and capabilities. Also clarify all groups that might have an interestin project. For identify potential opportunity and threats to project implementation.

1. Identifying your stakeholdersIdentifying stakeholders requires a good deal of research. One effective way you

can achieve this is by assembling a group of subject matter experts, mainly those with good

networks. The experts then brainstorm a list of all the people and groups likely to be affected

by the planned change. The list is recorded on a flipchart, or typed onto a laptop, for the

group to see.


11/34

2. Prioritising your stakeholdersOnce the list of names has been generated, you should then analyse the list in

terms of power, power and the level to which they are affected by the project or change.

Each name is inserted into a four sector table.

A useful acronym for ensuring that you have included all likely stakeholders in the health

service is the 9 Cs' listed below:

Commissioners: those that pay the organisation to do things Customers: those that acquire and use the organisation's products Collaborators: those with whom the organisation works to develop and deliver

products

Contributors: those from whom the organisation acquires content for products Channels: those who provide the organisation with a route to a market or customer Commentators: those whose opinions of the organisation are heard by customers and

others

Consumers: those who are served by our customers: ie patients, families, users Champions: those who believe in and will actively promote the project Competitors: those working in the same area who offer similar or alternative services

Four sector table:

High

powerSatisfyOpinion formers. Keep

them satisfied with what is

happening and review your

analysis of their position

regularly.

ManageKey stakeholders who

should be fully engaged

through full

communication and

consultation.

Low

power MonitorThis group may be ignored

if time and resources arestretched.

InformPatients often fall into this

category. It may be helpful

to take steps to increasetheir influence by

organizing them into

groups or taking active

consultative work.

Low impact/stake High impact/stake


12/34

3. Understanding your key stakeholdersWe have to know more about your key stakeholders. how are they likely to feel

about and react to your project? You also need to know how best to engage and communicatewith them.

Key questions to help you understand your stakeholders

What financial or emotional interest do they have in the outcome of your work? Is itpositive or negative?

What motivates them most of all? What information do they want from you? How do they want to receive information from you? What is the best way of

communicating your message to them?

What is their current opinion of your work? Is it based on accurate information? Who influences their opinions generally, and who influences their opinion of you? Do

some of these influencers therefore become important stakeholders in their own right?

If they are not likely to be positive, what will win them around to support your project? If you don't think you will be able to win them around, how will you manage their

opposition?

Who else might be influenced by their opinions? Do these people become stakeholdersin their own right?

Often the best way to answer these questions is to talk to your stakeholders

directly. People are usually quite open about their views - asking their opinions can be thefirst step in building a successful relationship with them.

4. Managing your stakeholders:The analysis is useless if it does not lead to action. The project team should devise

actions to win round doubters, and sustain and enthuse supporters. A second model for analyzingstakeholders is to examine their degree of synergy against their level of antagonism. People with lowsynergy and moderate antagonism are your opponents; those with high synergy and low antagonism

are your unthinking supporters. Advice on dealing with each group can be found in the document atSKILL working with stakeholders.


13/34

High

power

Chief executive

Finance director

BMA rep

Consultant medical staff

Clinical coding manager

Finance creditor staff

Medical director

Primary Care Trust

Clinical governance lead

Low

power

Medical records staff

Medical secretaries

Clinical coding staff

Clinical audit

Junior doctors

IT systems manager

Low impact/stake High impact/stake


14/34

3.2 & 3.3 Involve stakeholder in change management.

Stakeholders are a group of our company which helps us to achieve our

objective and help us with the changing which we take in company to make profitable in our

company. There are some steps to involve stakeholders in change management.

1. Plan strategies2. Team work in change management3. Mentoring4. Coaching5. Benefits of delegation to the managers

1. Plan strategies :Plan strategies is about to make a plan with new change and you have to involve

each group and each person. Use your estimates on attitude and influence to help you to do

this. Capture your strategy/action. It usually takes the form of obtaining more information, orof involving the stakeholder in the planning for the change, a low confidence rating on

attitude and influence indicates a need for more information. On some occasions you will

choose to approach the person concerned

As we discuss in MHS we have to first think how to plan that all employees are

include in new change management and its make every employee happy.4

2. Team work in change management :Team work is the main thing which we need because without team work its not

easy to achieve our new objective with change management. Teamwork has become an

important part of the working culture and many businesses now look at teamwork skills when

evaluating a person for employment. Most companies realize that teamwork is important

because either the product is sufficiently complex that it requires a team with multiple skills

to produce, and a better product will result when a team approach is taken. Therefore, its

important that student learn to function in a team environment so that they will have

teamwork skill when they enter the workforce. Also, research tells us that student learn best

from tasks that involve doing tasks and involve social interaction.

The following are eight characteristics of effective teams they were identified by

Lerson and LaFasto in their book titled Teamwork: What Must Go Right / What Can Go

Wrong (sage publication 1989)

1. The team must have a clear goal.2. The team must have a result-driven structure.3. The team must have competent team members.4. The team must have unified commitment.5. The team must have a collaborative climate.6. The team must have high standards that are understood by all.7. The team must have external support and encouragement.8. The team must have principled leadership.

In our organization we have to work as a team because every next actionavailable in your previous steps. In NHS when any doctore provide a new test or reports than


15/34

other team which provides this all things they have to work fast and also inform the doctore

about that process.

3. Mentoring :"Mentoring is to support and encourage people to manage their own learning in

order that they may maximise their potential, develop their skills, improve their performance

and become the person they want to be."Eric Parsloe, The Oxford School of Coaching &

Mentoring

A mentor is a guide who can help the mentee to find the right direction and who

can help them to develop solutions to career issues. Mentors rely upon having had similar

experiences to gain an empathy with the mentee and an understanding of their issues.

Mentoring provides the mentee with an opportunity to think about career options and

progress.

(Adopting fromhttp://www.mentorset.org.uk/pages/mentoring.htm)

Our organisation is best to mentoring work with employee. Because they give many

honour who work as team work. And in NHS doctor need help of every person and

everybody with them. They are always give chance to do something new if u wants to do.
http://www.mentorset.org.uk/pages/mentoring.htmhttp://www.mentorset.org.uk/pages/mentoring.htmhttp://www.mentorset.org.uk/pages/mentoring.htmhttp://www.mentorset.org.uk/pages/mentoring.htm


16/34

4. Coaching :Coaching is a process that enables learning and development to occur and thus

performance to improve. To be a successful a coach requires knowledge and understanding of

process as well as the variety of styles, skills and techniques that are appropriate to the

context in which the coaching takes place. Eric Parsloe, The Manager as Coach and Mentor

(1999) page 8

Coaching is a shorter term role than mentoring; it tends to be task/project

focused with the line manager coaching a member of staff towards achieving a specific

outcome. Coaching helps individuals improve their performance and skills development, for

example, helping staff with learning needs related to a task. There are many styles of

coaching, below are some examples. You may wish to consider which is most suitable for

your needs.

Checklist: Where a coach gives guidance on what the person needs to do to improvetheir performance and where the person is accountable for achieving the agreedactions.

Skill/will matrix: Where managers are guided on the best approach to take whencoaching team members. The skill is the experience, training and understanding of the

individual and the will refers to their motivation, confidence or desire to do it. The

skill/will matrix is the original work of Hersey and Blanchard.

Co-active: Based on the belief that a person has the answers and the coach helps tounlock that person's potential to achieve their goals. As coaching is about working in

partnership, co-active coaching requires active participation from both the coach and

the client. Details on this coaching model and the skills and techniques can be foundin "Co-active Coaching" by Laura Whitworth et al.


17/34

5. Benefits of delegation to the managers :Some people think that delegation and abdication amount to the same thing, but

this is not true. Delegation is where one person appoints another to act as a chosen

representative on his or her behalf. Abdication, on the other hand, is the act of giving up

power, either by abandoning it or resigning from the post (Mackenzie, 1998).

It is a fundamental principle of management that there must be delegation to

achieve organisational effectiveness. As an organisation grows in size, so the extent of

delegation must increase for it to function and progress. The nature of the NHS and the

various activities undertaken within it dictate that the workload is distributed among various

members of the workforce. Delegation has, therefore, to occur at both an organisational and

an individual level.

Evolution of systems to involves setting objectives for the NHS trust or

organisation you are working for and creating the routes towards reaching these goals. Staff

responsible for planning and implementing change would feature in this area of management.

Job roles will very depending on the NHS organisation, but essentially have

responsibility for the successful delivery of a range of service within the organisation

certainly involve people, resource and budget management, working beside clinical

colleagues and with cross-functional teams to improve the way in which services are

delivered. Consulting patients and the public; and focusing on how the NHS can be

modernised to meet patients needs. The role could range from being responsible for a whole

service division of staff and a multi-million pound budget in a hospital trust, to managing

primary care or mental health services over a wide geographical area and across many sites.

Many posts at this level will therefore require experience or knowledge of a

range of areas in management. This might include communications, public relations, risk

management, general administration, planning, public and patient involvement, clinical

governance and purchasing.

Here are some examples of job roles available within strategic management.


18/34

Commissioning and development manager:

This type of post would focus on developing partnership work with acute

(hospital-based) and primary care sector colleagues to modernise local services, developsecondary care services in a primary care setting, and enhance well established intermediate

care services; plus implementation of the Patient Choice agenda. In this example, the post

holder would ideally have a clinical or operational management background. Commissioning

manager (social inclusion) in this example, based within a primary care trust (PCT), this

varied and challenging role would give you the opportunity to develop unique services for

people often excluded from planning. Working with a range of services, the post would

ensure the differing needs of the community were met efficiently. The role would involve

commissioning and developing healthcare services for a variety of groups, such as HM

prison, asylum seekers, black and ethnic communities as well as developing smoking

cessation services. A post such as this would require background knowledge of social

inclusion as well as an open-minded attitude. Evidence of experience in commissioningservices and partnership service development would be required.

General Manager:

This example based in a new high profile directorate within one of Englands

largest mental health trusts. This directorate forms a key part of the Government's plans to

reform the management, assessment and treatment of high risk patients thought to be

dangerous and severely personality disordered (DSPD). As a member of the Directorate

Management Team this post would provide strategic support and professional guidance,

while managing a budget in excess of 13 million and a staff complement, when fully

operational, of over 300 people. Such a role would require a manager with senior operational

management experience and a track record of managing projects, people and change. It

would need an ability to consider new ways of working, an ability to handle multiple tasks,

and an ability to manage in an environment at the edge of forensic psychiatry.

Change manager:

This post would support the development and implementation of a number of

change projects, working under the direction of project leads. The post holder would need to

be an analytical thinker with the ability to engage and influence a wide range of individuals

and highly developed communication, presentation and interpersonal skills. Changemanager again, working in a large acute (hospital-based) trust, this post would play a pivotal

role in shaping and transforming the future of the trust. It would initially focus on delivering

benefits in diagnostic imaging services, working with clinicians and managers. For this post,

the trust would seek a results-driven individual, with experience of working with clinical

teams, as well as strong project management, IT and presentation skills. Analytical skills, an

ability to develop solutions, and clearly assess the benefits of alternative options would all

form a part of this type of role. Experience in capacity and demand analysis, leadership and

change management skills would be essential and an ability to bring others "on-board" with

ideas generated.


19/34

Director of strategic development:

Director of strategic development Based within a mental health trust, as an

executive director of the trust management board. The post would play a major role in

shaping the future mental health services and social care provision whilst contributing to theachievements of the Trusts modernisation goals. It would also include board overview for the

private finance initiative (PFI) project and new developments including a child and

adolescent service and regional womens forensic services. This level of post would usually

require the post holder to have significant experience at a senior level within a large complex

organisation with demonstrable managerial, planning and operational experience as well as

project development and implementation.

Chief executive:

Chief executive of a mental health and learning disabilities NHS trust, to drive

forward a major programme of service and capital modernisation. The challenges of a role atthis level would potentially be complex and multi faceted with this post. In this example,

local consultation had commenced to modernise the service with public meetings to be held

imminently. The post holder would be required to have good communication skills and media

experience would be desirable. They would need the capacity to think strategically and adopt

a patient-focused approach. This type of role would require commitment and team

management skills in order to create a performance management culture geared for success.

A proven track record of significant achievement in a complex and challenging environment

and is able to demonstrate the ability to provide effective leadership would be required. In

addition, they would need the ability to communicate their vision for the modernisation of

services and translate it into reality. Here, the priorities would be to maintain and accelerate

the momentum for change. The post holder would lead a board management team; providethe strategic direction and leadership needed to maintain an efficient, supportive, creative

organisation. They would need experience at board level of planning, managing and

modernising patient centred services. Strong financial skills would also be important and the

ability to display all the qualities needed to get the best from a large, diverse workforce and

numerous external partnerships.


20/34

3.4 Strategies to manage resistance to change.

Time resource is a comprehensive collection of proven quality and service

improved tools, theories and technique that can be applied to a wide variety of situation.

Stage of project: identifies tools that are relevant to implementing a service improvementproject, e.g. starting out, diagnosing the cause etc...

Type of Task: identifies tools associated with addressing specific task, e.g. mapping the

process, thinking creativity etc...

Type of Approach: identifies tools linked to a specific approach, e.g. Lean, Six Sigma,

analytical tools etc...

Seven ways to No Delays: identifies ways to improve patient flow and design delay free

service in order to achieve better patient care.

Patient pathways: identifies tools that relate to the seven stage of the patient pathway.

(copyright NHS Institute for Innovation and Improvement 2006-2011)

There are few steps to demonstrate that you recognize that resistance to change

can show different ways.

1. Resistance to change:Resistance to change is the action taken by individuals and groups when they

perceive that a change that is occurring as a threat to them. Key words here are 'perceive' and

'threat'. The threat need not be real or large for resistance to occur.

In its usual description it refers to change within organizations, although it also

is found elsewhere in other forms. Resistance is the equivalent of objections in sales and

disagreement in general discussions.

Resistance may take many forms, including active or passive, overt or covert,

individual or organized, aggressive or timid.

The scale of responses is as follows:

1. Commitment2. Co-operation3. Support4. Acceptance5. Indifference6. Apathy7. Protest8.

Slowdowns

9. Sabotage
http://changingminds.org/techniques/resisting/resisting.htmhttp://changingminds.org/disciplines/sales/objection/objection_handling.htmhttp://changingminds.org/disciplines/sales/objection/objection_handling.htmhttp://changingminds.org/techniques/resisting/resisting.htm


21/34

2. Individual versus collective resistance to change:Resistance to change can be defined as an individual or group engaging in acts

to block or disrupt an attempt to introduce change. Resistance itself can take many different

forms from subtle undermining of change initiatives or withholding of information to active

resistance, for instance through strikes.

Resistance to change can be considered along various dimensions:

Individual versus collective Passive versus active direct versus indirect behavioral versus verbal or attitudinal Minor versus major.

Many times individual resistance is come because of change come frommanagers or employee. Some are unhappy with changes taking place.

3. Behavioral versus verbal resistance to change:Some time organization employee nothing to speak but they opposing change

and displaying physical symptoms of their resistance such as reduces output, lateness and

frequent absence.

4. Feedback strategy to manage resistance:Sometime its happen that not a single feedback come back from employee

about the changing management and in one way communication you have to just sending

message no any arguments. Another way is two way communications that mean you get the

feedback from employee side. And last and effective communication is face to face

communication.

5. Addressing needs of people resistant to change:Fear of the unknown stops us venturing into new territory, taking risks and

accepting readily ideas for a change. This uncertainty contributes to resistance to change,

which needs to be reduced for any change to be successfully implemented.

This tool will help you to identify potential fears at individual and team level

and potential responses and coping strategies to help managers overcome resistance and bring

about change.


22/34

Purpose:

Working through fears at an individual and team level can impact on achieving

support for the change initiative, and can assist with improving the quality of work and life-

style of all those involved in the change process. It can:

Build staff morale and support for the change proposals Improve the organizations capability to change Improve quality Reduce the stress of a change situation Provide a constructive platform to reduce the resistance of some of the barriers to

change

6. Getting opponents of change to focus on the benefit:To get opponents from the benefit of change process its not an easy. There is so

much against but its long term view of the benefits. It is not easy to get opponents to view

the benefits when there is so much they are against but it is crucial that they have a long term

view of the benefits of the change process.


23/34

4.1Develop appropriate models for changing in the selected organisation.Now days as we know NHS is going down just because of our UK government

and also they decide to cut lots of part from NHS finance. So thats the reason NHS find out

the way to come out from rescission. In a latest news NHS decided to leave 40,000 employee

and thats why 40,000 unemployment increase. For this situation i would like to choose

Mckinseys seven S Framework which is perfectly set to organisation.

While some models of organizational effectiveness go in and out of fashion, one that

has persisted is the McKinsey 7S framework. Developed in the early 1980s by Tom Peters

and Robert Waterman, two consultants working at the McKinsey & Company consulting

firm, the basic premise of the model is that there are seven internal aspects of an organization

that need to be aligned if it is to be successful.

(Adopting fromhttp://fmcg-marketing.blogspot.com)

The McKinsey 7S model involves seven interdependent factors which are categorize as either

"hard" or "soft" elements:

"Hard" elements are easier to define or identify and management can directly

influence them: These are strategy statements; organization charts and reporting lines; and

formal processes and IT systems.

Hard Elements Soft Elements

Strategy

Structure

Systems

Shared Values

Skills

Style

Staff
http://fmcg-marketing.blogspot.com/2007/11/7s-mckinsey-model.htmlhttp://fmcg-marketing.blogspot.com/2007/11/7s-mckinsey-model.htmlhttp://fmcg-marketing.blogspot.com/2007/11/7s-mckinsey-model.htmlhttp://fmcg-marketing.blogspot.com/2007/11/7s-mckinsey-model.html


24/34

"Soft" elements, on the other hand, can be more difficult to describe, and are

less tangible and more influenced by culture. However, these soft elements are as important

as the hard elements if the organization is going to be successful. The way the model is

presented in Figure 1 below depicts the interdependency of the elements and indicates how a

change in one affects all the others.

1. Strategy :The strategy of an organization shapes its structure. Likewise the behaviours

and values of an organization can promote or undermine its strategy. Plans for the allocation

of a firms scarce resource, over time, to reach identified goals. Environment, competition,

customers.

As in organisation are joint to government. As per economy down government

also cut in NHS budget and they fired many people from NHS and thats very difficult

situation for UK. For that NHS has decide to stop unemployment by team work and its only

possible if all employees are agree. We are planning to decrease high level managers and

employees salary and that part goes to that people who are going to fired.

2. Structure :The basic organization of the company. its departments, reporting lines, areas of

expertise, and responsibility. Refers to the way in which an organisations business units

relate to each other. For example, a company may use a centralised system where all key

decisions

Everyone knows that some of person which are not important at that level than

we have to remove that person and because of that we can save salary. As in organisation in

between to doctor and patient there are many stages. So just remove extra stage to save

money.

3. System :System are the practices and procedures that an organisation uses to get things

done, e.g. financial systems, information systems, recruitment and performance reviewsystems, etc.

formal and informal procedures that govern everyday activity, covering

everything from management information systems, through to the systems at the point of

contact with the customer

As we know our organisation is not in good position so we have to think about

who is in NHS from last many years. And we have to stop new recruitment and start transfer

people where we need from we dont need.


25/34

4. Shared Value :If you discover the passion of the CEO, you will discover the organizations real

priorities. Is there fundamental passion towards?

Making money? Staff relationships? Customer orientation?

These are important issues to get to the bottom of. What measures are used in

reward systems? This often shows the reality of what is important to the organization

Shared values are commonly held beliefs, mindsets, and assumption that shape

how an organisation behaves its corporate culture. Shared values are what engender trust.

They are in interconnecting centre of the 7S model. Value are the identity by which acompany is known throughout its business areas, what the organisation stands for and what it

believes in, it central beliefs and attitude.

5. Style :How leaders behave influences the behaviours of their staff. The most effective

leaders are those who are sensitive to people's needs. When senior managers? career paths

have been via specialist or technical functions, for example, they may well fail to appreciate

the need for a holistic approach to change. Typically where this style prevails, quantitative

measures are set for operational delivery. Little attention is paid to the qualitative aspects of

service such as creating rapport and being empathetic to the customer.

Senior managers are often pre-occupied with other influences such as

competitors, shareholders, the City, government and regulatory bodies. Customers compete

against these other preoccupations for their share of airtime and often lose.

Senior managers can all too easily become cocooned in a world far removed

from the customer and the company people who work at the sharp end. One acid test of how

removed your senior people may be from customers is: Who replies when a customer writes

to the CEO?

This remoteness frequently leads managers to:

Become hooked into the internal politics of the organization Shut off from honest feedback Rarely see the customer face-to-face

This can all add up to management decisions which are far from customer-

friendly such as rules and regulations that work well for the organization but not the

customer.


26/34

6. Staff :We are increasingly engaged within organizations to move front line employees

from a dependent, compliant and rule bound style towards one where they freely take risksand confidently exercise good judgment. The answer frequently starts with the very senior

managers who bemoan the lack of initiative in their staff. People working for 'task master'

style managers who are directive and autocratic develop into terrorists hesitant or opposed to

to change, or spectators who take a back seat when it comes to resolving a customer problem.

This is because people often become resentful or discouraged to take initiative when they are

constantly told what to do and when the only feedback they receive is negative.

New recruits soak up culture like sponges they may have been recruited for their

winning qualities, but they are influenced strongly by other's behaviours. In our organisation

we only need a person who work with freshness and always behave well with patient. And in

any kind of depression situation he handle very easily and not lose his pamper.

7. Skill :Customer orientated organizations such emphasize the attitude and interpersonal

skills needed to interact effectively with customers. Role, skills and knowledge can be taught,

whereas many of the less tangible, feeling interpersonal skills involve being able to create

critical rapport with customers. Distinctive capabilities of key staff, but can be interpreted as

specific skill sets of team members.

NHS want always skill man who attaint too many work alone so its easy that

its helpful to decrees the cost of NHS.


27/34

4.2Implement a model for change.As we choose McKinseys seven S framework for our NHS organisation we

going to implement a model for new changes arrived. Because NHS is in very difficult

situation than we make a strategy to reduce a costing of NHS and with reduce jobs in NHS.

1. The Learning Organisation:The essence of organisational learning is the organisations ability to use the

amazing mental capacity of all its members to create the kind of processes that will improve

its own (Nancy Dixon 1994)

organisation where people continually expand their capacity to create the

results they truly desire, where new and expansive patterns of thinking are natured, where

collective aspiration is set free, and where people are continually learning to learn together

(Peter senge, 1990)

From the above definition we can see that organisation need always new and

find out more and more different style to achieve organisation goal. There are some

characteristics for organisation.

1.Values individual and organisational learning as a prime means of delivering theorganisational mission.

2.Involves all its members through continuous reflection in a process of continual reviewand improvement.

3.Structure work in such a way that work activities are used as opportunities forcontinuous learning.

So in NHS we have to learn about new strategic plan and also ready to think

how we decrease a cost of organisation. For that stop using finance anywhere. Also finding

donation for our organisation.


28/34

2. Transformational Leadership:The concept of transformational leadership was initially introduced by

leadership expert and presidential biographer James MacGregor Burns.According to Burns,transformational leadership can be seen when leaders and followers make each other to

advance to a higher level of moral and motivation." Through the strength of their vision and

personality, transformational leaders are able to inspire followers to change expectations,

perceptions and motivations to work towards common goals.

Later, researcher Bernard M. Bass expanded upon Burns original ideas todevelop what is today referred to as Bass Transformational Leadership Theory. According

to Bass, transformational leadership can be defined based on the impact that it has on

followers. Transformational leaders, Bass suggested, garner trust, respect and admiration

from their followers.

The Components of Transformational Leadership

Bass also suggested that there were four different components of transformational leadership.

1. Intellectual Stimulation :Transformational leaders not only challenge the status quo; they also encourage

creativity among followers. The leader encourages followers to explore new ways of doing

things and new opportunities to learn.2. Individualized Consideration:

Transformational leadership also involves offering support and encouragement

to individual followers. In order to foster supportive relationships, transformational leaders

keep lines of communication open so that followers feel free to share ideas and so that

leaders can offer direct recognition of each followers unique contributions.

3. Inspirational Motivation:Transformational leaders have a clear vision that they are able to articulate to

followers. These leaders are also able to help followers experience the same passion and

motivation to fulfill these goals.4. Idealized Influence:

The transformational leaders serve as a role model for followers. Because

followers trust and respect the leader, they emulate the leader and internalize his or her

ideals.

Sources: Burns, J.M. (1978).Leadership. N.Y: Harper and Raw. Bass,B.

M,(1985).Leadership and Performance. N. Y,: Free Press. Riggio, R.E. (2009, March 24).

Are you a transformational leader.Psychology Today. Found online at

http://blogs.psychologytoday.com/blog/cutting-edge-leadership/200903/are-you-

transformational-leader
http://blogs.psychologytoday.com/blog/cutting-edge-leadership/200903/are-you-transformational-leaderhttp://blogs.psychologytoday.com/blog/cutting-edge-leadership/200903/are-you-transformational-leaderhttp://blogs.psychologytoday.com/blog/cutting-edge-leadership/200903/are-you-transformational-leaderhttp://blogs.psychologytoday.com/blog/cutting-edge-leadership/200903/are-you-transformational-leaderhttp://blogs.psychologytoday.com/blog/cutting-edge-leadership/200903/are-you-transformational-leader


29/34

3. Virtual Organisation:This section of the module will examine the concept of the virtual organisation

as strategic vision. It will examine some of the contrasting views concerning what virtual

organisation are what their supposed benefits might be and they might be classified and

differentiated

Organisation always tried their organisation structure to suit their organisation

strategy. So our organisation strategy is to cut down costing so thats why they structure also

with costing down. They try to make a minimum level of organisation.

4. Kaizen:Kaizen was created in Japan following World War II. The word Kaizen means

"continuous improvement". It comes from the Japanese words ("kai") which means

"change" or "to correct" and ("zen") which means "good".

(http://www.graphicproducts.com/tutorials/kaizen/index.php)

Kaizen is a system that involves every employee - from upper management to

the cleaning crew. Everyone is encouraged to come up with small improvement suggestions

on a regular basis. This is not a once a month or once a year activity. It is continuous.

Japanese companies, such as Toyota and Canon, a total of 60 to 70 suggestions per employee

per year are written down, shared and implemented.

Kaizen, meaning continuous improvement in Japanese, is a fundamental shift

in how we work and think. Christina Saint Martin, our in house expert when it comes to

implementing the Kaizen system within healthcare organisations, explains the principles

behind it, It is a method of working which will help us all to identify and eliminate waste

and improve the quality of the processes that are part of the healthcare experience. It also

ensures that our staffs are supported to deliver the highest quality and safest patient care.

As Chief Executive, Len Richards, says, Kaizen is not another flavour of the

month we are going to change the way we do things. The implementation of Kaizen is

essential to maintaining and surpassing the level of care which our patients expect from us.Ive already witnessed at first hand the fantastic benefits that implementing its methods have

had and, as Kaizen is introduced into more areas of our Trust, you will all be able to take

steps to continually improve so that we can provide Excellence in Healthcare to all our

patients.
http://www.graphicproducts.com/tutorials/kaizen/index.phphttp://www.graphicproducts.com/tutorials/kaizen/index.phphttp://www.graphicproducts.com/tutorials/kaizen/index.phphttp://www.graphicproducts.com/tutorials/kaizen/index.php


30/34

5. Change consultancy:Change is the main them of the every organisation. The change consultancy

team needs the following skills capabilities:

Ability to develop rapport with clients Positioning with clients Influencing clients and managing client relationship Situation appraisal Team working Data collection Problem solving Solution generation Managing change

This change a organisation better and clients like to you because of good and

fast service.

6. Learning organisation:The NHS is developing as a learning organisation in which learning is integral

to service planning and management processes.

18 NHS 'branded learning centres' that have met the strict quality assurance criteria ofSufi / Learn direct with another 2 on the way

Access for NHS staff to over 300 Learn direct centres. Access to a national database of over 60,000 learning opportunities. 3,000 NHS Personal Learning Credits for staff to be used to support uptake of WEA/UNISON

development programmes and SVQs.

One that promotes and supports learning by all its staff, as part of a continuous

process of development. It encourages self-development at all levels of the organisation,

giving staff the opportunity to develop their potential and have their achievements

recognized.

The set up of a new education and training organisation for all healthcare professions in

Scotland was a key recommendation of Learning Together. NHS Education for Scotland

(NES) was established as a Special Health Board in April 2002. Its aim is to contribute to thehighest quality of health care in NHS Scotland by promoting best practice in the education

and lifelong learning of its entire staff. The new body will build on the work of the National

Board for Nursing, Midwifery and Health Visiting for Scotland (NBS), the Post qualification

Education Board for Health Service Pharmacists (PQEB) and the Scottish Council for

Postgraduate Medical and Dental Education (SCPMDE). In time it will be extending its

activities to cover all staff groups.
http://www.nes.scot.nhs.uk/http://www.nes.scot.nhs.uk/http://www.nes.scot.nhs.uk/http://www.nes.scot.nhs.uk/


31/34

7. Transformational leadership:The use of experiential, dynamic group work is a critical element of the

Transformational Leadership Programme (TLP). The group work is based on a combination

of systems theory and interpersonal communication skills and provides an opportunity for

you to learn more about what its like to be on the receiving end of you. This will build yourresilience, insight and authority.

The group work involves paying close attention to the unfolding dynamics of

the group. Together we will observe the formation, maturation and ending of the system.

Through this process, you will increase your sensitivity to the dynamics of inequality,

collusion and affiliation and you will learn ways of intervening successfully to address these

issues in order to build a high performing team.

Alumni from the Top and Senior Manager Programmers tell us that the group

work on their programmers formed the bedrock of their learning, powerfully enhancing their

capacity to read and influence the dynamics of boards and groups on issues of diversity and

equality.

The learning trajectory

The programme is structured into five weeks spread out over four months, and

takes place in four different locations. We use the different learning environments as a means

to deliver the educational aims and objectives of the programme, harnessing the curiosity and

interest of participants as natural motivators to make the learning process fun often with

startlingly effective results.

What makes the learning so powerful is that participants are asked to bring

themselves and their real-life experiences to the learning process; there is almost no role play

or work with case studies it is all for real. Learning is therefore exciting and parallels the

reality of the workplace. This kind of learning is seldom forgotten because it becomes

integrated with the values and behavior of the individual.


32/34

4.3Develop appropriate measure to monitor progress.NHS Boards must demonstrate clear leadership and reassure themselves that

governance arrangements in accordance with the Staff Governance Standard are in place to

enable accountability at Board level for delivery of occupational health and safety standards.

This will ensure that leadership for occupational health and safety is embedded at the verytop of the organisation and that occupational health and safety is an integral part of NHS

Board staff governance arrangements. Boards should also recognise that clinical occupational

health is a clinical specialism, and must be included within clinical governance arrangements.

As part of embedding governance arrangements, NHS Boards are expected to

clarify roles and responsibilities, at every level of the organisation, to ensure high standards

of occupational health and safety are delivered. Boards must ensure that, where appropriate,

existing local occupational health and safety strategies and plans are reviewed and revised, to

ensure consistency with the approach and priorities identified in this strategic framework.

They must also ensure there are appropriate monitoring and audit arrangements in place

to measure progress and to ensure that risk management and governance arrangements inrelation to occupational health and safety are in place and working well, for example through

the utilization of a closed loop health and safety management system.

At a national level, the Occupational Health and Safety Strategic Forum will

play a leading role in facilitating the delivery of high standards of occupational health and

safety across NHS through steering implementation, as appropriate, in relation to national

delivery of actions, monitoring and evaluation of progress. This should include

measuring progress against the four identified priority areas for action OHSSF or will also

consider whether any additional guidance or standards are required to assist Boards with

implementation, as well as reviewing and, where required, introducing systems for collecting

and considering data and evidence, and for gathering good practice and disseminating toother Boards. Over time, OHSSF or will also review the priority areas for action with a view

to advising Ministers and the Management Steering Group ( MSG) on whether other priority

areas should be adopted. This work will be taken forward, working closely with the Scottish

Workforce and Staff Governance Committee (SWAG).

In addition to its continuing role as a co-chair of OHSSF or, the Scottish

Government will provide the overall policy direction for occupational health and safety

for NHS, and ensure that policies and approaches developed and implemented take account

of broader government policy.

This overarching programme of activity will lead to the delivery of a number of outcomes,

such as a safer working environment, improved staff health and wellbeing, and improvements

in staff attendance. This will be demonstrated through a number of measures of success, such

as an increased level of staff engagement and a reduction in incidents across the four priority

areas, which in turn can be measured through, for example, the staff survey, sickness absence

targets, and the Occupational Health and Safety minimum dataset.


33/34

Summary and actions:

NHS Boards must demonstrate clear leadership and reassure themselvesthat appropriate governance arrangements via the Staff Governance Standard at Board level

are in place to enable accountability at local level for delivery of occupational health andsafety standards.

NHS Boards are expected to clarify roles and responsibilities at every level of theorganisation to ensure high standards of occupational health and safety are delivered.

NHS Boards must ensure that, where appropriate, existing local occupational health andsafety strategies and plans are reviewed and revised, to be consistent with the approach and

priorities identified in this strategic framework.

NHS Boards must ensure there are appropriate monitoring and audit arrangements in placeto measure progress and to ensure that governance arrangements in relation to occupational

health and safety are in place and working well, for example through the utilization of a

closed loop health and safety management system.

NHS Boards should recognise clinical occupational health as a specialism to be includedwithin clinical governance.

The Occupational Health and Safety Strategic Forum (OHSSFor) will play a leading role infacilitating the delivery of high standards of occupational health and safety across NHS,

through steering implementation, as appropriate, in relation to national delivery of

actions, monitoring and evaluation of progress.

OHSSFor will consider whether any additional guidance or standards are required toassist NHS Boards with implementation, as well as reviewing and, where required,

introducing systems for collecting and considering data and evidence, and for gathering

good practice and disseminating to other Boards.

Over time, OHSSFor will review existing priority areas for action, with a view to advisingMinisters and MSG on whether other priority areas should be adopted.

This work will be taken forward, working closely with the Scottish Workforce and StaffGovernance Committee (SWAG).

The Scottish Government will provide the overall policy direction for occupational healthand safety for NHS, and ensure that policies and approaches developed and implemented

take account of broader government policy.


34/34

Reference:

N.H.S. face 15bn budget shortfall assessed on 1st June 2011

http://www.strategicintervention.com/strategic-intervention-benefits/fostering-stronger-communications-in-the-workplace/

http://www.istheory.yorku.ca/contingencytheory.htm http://www.sehd.scot.nhs.uk/learningtogether/learningorganisation.html http://www.institute.nhs.uk/building_capability/breaking_through/faqs_-

_transformational_leadership.html

http://www.training-manager.co.uk/documents/DelegationSkills.pdf

3.
http://www.telegraph.co.uk/health/healthnews/5485814/NHS-will-face-15bn-budget-shortfall-due-to-effects-of-recession-managers-warn.htmlhttp://www.telegraph.co.uk/health/healthnews/5485814/NHS-will-face-15bn-budget-shortfall-due-to-effects-of-recession-managers-warn.htmlhttp://www.strategicintervention.com/strategic-intervention-benefits/fostering-%20%20stronger-communications-in-the-workplace/http://www.strategicintervention.com/strategic-intervention-benefits/fostering-%20%20stronger-communications-in-the-workplace/http://www.strategicintervention.com/strategic-intervention-benefits/fostering-%20%20stronger-communications-in-the-workplace/http://www.strategicintervention.com/strategic-intervention-benefits/fostering-%20%20stronger-communications-in-the-workplace/http://www.strategicintervention.com/strategic-intervention-benefits/fostering-%20%20stronger-communications-in-the-workplace/http://www.istheory.yorku.ca/contingencytheory.htmhttp://www.istheory.yorku.ca/contingencytheory.htmhttp://www.sehd.scot.nhs.uk/learningtogether/learningorganisation.htmlhttp://www.sehd.scot.nhs.uk/learningtogether/learningorganisation.htmlhttp://www.institute.nhs.uk/building_capability/breaking_through/faqs_-_transformational_leadership.htmlhttp://www.institute.nhs.uk/building_capability/breaking_through/faqs_-_transformational_leadership.htmlhttp://www.institute.nhs.uk/building_capability/breaking_through/faqs_-_transformational_leadership.htmlhttp://www.institute.nhs.uk/building_capability/breaking_through/faqs_-_transformational_leadership.htmlhttp://www.institute.nhs.uk/building_capability/breaking_through/faqs_-_transformational_leadership.htmlhttp://www.training-manager.co.uk/documents/DelegationSkills.pdfhttp://www.training-manager.co.uk/documents/DelegationSkills.pdfhttp://www.training-manager.co.uk/documents/DelegationSkills.pdfhttp://www.institute.nhs.uk/building_capability/breaking_through/faqs_-_transformational_leadership.htmlhttp://www.institute.nhs.uk/building_capability/breaking_through/faqs_-_transformational_leadership.htmlhttp://www.sehd.scot.nhs.uk/learningtogether/learningorganisation.htmlhttp://www.istheory.yorku.ca/contingencytheory.htmhttp://www.strategicintervention.com/strategic-intervention-benefits/fostering-%20%20stronger-communications-in-the-workplace/http://www.strategicintervention.com/strategic-intervention-benefits/fostering-%20%20stronger-communications-in-the-workplace/http://www.telegraph.co.uk/health/healthnews/5485814/NHS-will-face-15bn-budget-shortfall-due-to-effects-of-recession-managers-warn.htmlhttp://www.telegraph.co.uk/health/healthnews/5485814/NHS-will-face-15bn-budget-shortfall-due-to-effects-of-recession-managers-warn.html

Final Stretegic Change Management Full

Documents