Essays on Managing Change in National Health Service Hospital in England Case Study

Download full paperFile format: .doc, available for editing

The paper "Managing Change in National Health Service Hospital in England " is a good example of a management case study. In the current business environment, it is very normal to expect changes at any time. According to Cameron, the changes may come unexpected leading to negative impacts on the employees (18). The changes are however for the purpose of ensuring that the organization is able to move with the economic situation. The factors that lead to change however vary depending on the leadership of the organization to the economic situation.

It is common for most employees to resist change due to the impacts it may have on them. Some employees always fear losing power and control due to the new changes taking place. Some leaders also like making changes anytime they assume office. This is for the purpose of ensuring that their authority is felt by the employees. However, some changes are good and it means well for the organization. The success of implementing the changes is thus dependant on various factors. Change management is an important aspect of change that helps to guide the employees and the organization into accepting the implemented changes.

Marshak notes that it offers mechanisms that the employees can adopt in order to cope with the changes before they fully accept it (21). The paper thus discusses the concepts of change management in relation to the National Health Service hospital in England which has problems in terms of implementing and managing change. Key Issues That Require Attention The hospital is faced by some serious challenges that require immediate attention in order to prevent further financial loss as well as problems among the employees.

The major problem that the hospital is facing is the lack of ability to comply with government regulation. The UK government requires that non-emergency patients should be treated within eighteen weeks. This has contributed greatly to the problems facing the hospital. This is because the hospital is not in a position to comply with this requirement which attracts financial penalties. According to Sirkin, the financial penalties lead to loss of revenue to an organization (112). The hospital thus chose the option of subcontracting private hospitals.

This was not good enough as the cost of treatment was also high for each patient. As a result of this, the hospital was not gaining from the initiative. Instead, it was losing a lot due to poor revenues collected and the high amounts it has to pay for the patients in a private hospital. The management is thus concerned about the situation and requires urgent intervention. This will definitely lead to changes within the operations in the hospital. The change may rescue the hospital from financial problems if it is well implemented. The issue of staffing requires a lot of attention from the management.

The shortage of staff is a serious problem and is causing a lot of concern to both the employees and the management. The shortage of staff is also a major disadvantage to the junior doctors as it is working against them. It is affecting their careers as some of the professional bodies are threatening to withdraw its validation of the training of the doctors in the hospital. This is because the doctors who work at night do not get the adequate exposure required to boost their knowledge and skills.

The problem of staff shortage has also been worsened by the requirements in which the doctors should work per week. This affects the hospital directly and thus affecting the quality of the services provided by the hospital. According to Pappas, the issue has raised a lot of concern and it affects the morale of the employees. Low levels of morale may impact negatively on the delivery of services by the employees (44). This situation, therefore, requires immediate changes for the problem to be solved.

This is because it directly affects the operations of the hospital which may compromise the treatment of the patients.


Anderson, D. Beyond Change Management: Advanced Strategies for Today’s Transformational Leaders. San Francisco: Jossey-Bass 2001.

Marshak, R. Reinventing organizational development: New approaches to change in organizations. San Francisco, CA: Pfeiffer. 2005.

Nag, Robert. What is strategic management, really? Inductive derivation of a consensus definition of the field. Strategic Management Journal. Volume 28, Issue 9, pages 935– 955. 2007.

Scholes, Klein. Exploring Corporate Strategy, 8th Edition, FT Prentice Hall, Essex.. 2008.

Atkinson, Peter. Managing resistance to change. Management Services. Spring, Volume 49, Issue 1, pp 14-19. 2005.

Ferrabee, David. The top 10 change issues for communicators. Business Communications, February 2006, Volume 6, Issue 8, pp 10-11. 2006.

Fisher, Johnson. A time for change. Human Resource Development International, Volume 8, Issue 2, pp 257-269. 2005.

Higgs, Martin. All changes great and small: exploring approaches to change and its leadership. Journal of Change Management. Volume 5, issue 2, pp 121-151. 2005.

Izzard, Samson. Don’t waste time managing change. British Journal of Administrative Management, Issue 54, pp 16-17. 2006.

Joseph, George. Understanding management accounting techniques in the context of organizational change. Management Accounting Quarterly, Volume 7, Issue 4, pp 24-32. 2006.

Kerber, Klein. et al. Rethinking organizational change: reframing the challenge of change management. Organizational Development Journal, Volume 23, Issue 3, pp 23-38. 2005.

Stensaker, Ian. Developing capacity for change. Journal of Change Management, Volume 6, Issue 2, pp 217-231. 2006.

Pappas, Lescot. The speed of change. PM Network, Volume 20, Issue 4, pp 42-46. 2006.

Sirkin, Houston. The hard side of change management. Harvard Business Review, Volume 83, Issue 10, pp 108-118. 2005.

Baca, Cosmas. Project manager’s spotlight on change management. San Francisco, CA; London: Harbor Light Press. 2005.

Cameron, Emily. Making sense of change management: a complete guide to the models, tools and techniques of organizational change. London: Kogan Page. 2004.

Download full paperFile format: .doc, available for editing
Contact Us