The paper "Managing Change in the Urology Department of a National Health Service Hospital " is a great example of a management case study. This essay sets out to manage the change that is occurring in the urology department of a National Health Service hospital that is based in England. The department seems to be facing a lot of pressure from some external factors and based on this there are some changes that may occur in the department. This report will, therefore, offer the manager of the department with a number of recommendations on how to manage the change that is occurring.
This will be done in various section with the first one been an outline of the issues that need attention from the managers and other major parties in the organization. The second part will be a Selection of one or more of these issues which have been outlined in the first section for detailed consideration and justification of why they were chosen. The other section will deal with the identification and critical review of the theories that could aid your understanding of the issue(s) that are been faced by the department.
This section will be closely followed by a discussion of how these theories might inform the advice that will be offered. Issues that require attention Based on the case study of the department there seem to be various issues that are in the department that needs to be dealt with. One of the major issues that need to be addressed is the shortage of doctors this seems to be a major problem that is facing the department. The other issue that is prevalent in the organization is the lack of enough beds.
With the lack of enough beds, they are not able to house all the patients who may need special care. The department also seems to have few operating theatres. Another issue that is evident from the case study is the fact that there seems to be a lot of information overload in the organization. It has been a trend that emails are usually cascaded from the senior executive team to all the staff about a wide range of matters within the organization.
Over time the employees have developed some ignorance of the messages with the result that even they fail to read important messages thus leading to lack of dissemination of the messages in a more effective manner (Popovich, 1998 34). The other issue that is evident is that fact that there seems to be a low level of response from those who have been tasked with the duty of investigating problems as well as offer the executive in the organization either data that they will use in the decision-making process.
The other issue is that there is the poor quality of data that is collected by the members of the department on a regular basis as part of their daily work (Haligan, 1997 90). The last issue is related to the tension that exists between the clinicians and the managers. Some of the nurses and doctors who are working under the department perceive the manager of been motivated by financial aspects as well as to other factors that are not directly related to the care of the patient (Hope, 2001 56).
They tend to believe that the manager’ s lack of specialized knowledge about the needs of patients. Managers, on the other hand, believe that many clinicians fail to appreciate that efficiency improvements and cost-cutting measures can be achieved without undermining the quality and safety of patient care and that often more efficient ways of working can deliver improved clinical outcomes.
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