Discuss issues regarding management, leadership and the theories they are related to.

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Introduction

In this essay, I will discuss issues regarding management, leadership and the theories they are related to. I will also demonstrate how knowledge of the theories of management and employment law and relevant legislation can create a harmonious working environment. I will attempt to illustrate how I manage people within my sphere of responsibility for effective performance. I manage the Nurse Bank at the East London and City Mental Health Trust. I manage two staff in the office and have over 1500 bank nurses who work both in permanent and temporary capacity. My main role is to ensure that wards are adequately staffed and that I minimise the Trust spending on Agency staff. My strategic role is to look at the long-term problem of recruitment and retention in Mental Health. I have to ensure that new legislation such as the Working Time Directives are implemented and adhered to. I also have to incorporate the NHS plan and framework in my objectives and goals. I will attempt to answer the managing people module by giving a definition of Management and linking it to its theories. Is there a standard definition of Management? Management is a complex and ever-changing art and therefore any definition is likely to be contentious. Henri Fayol defined management as "forecast and plan, to organise, to command, to co-ordinate and to control." Chartered management Institute defined management as; the use of professional skills for identifying energy in an organisational objective through the deployment of appropriate resources. There are several theories of management; Frederick Taylor who pioneered scientific management, advocated for the participative culture linked to notions of satisfaction. He represented a more democratic, humanistic approach to the use of main in organisation. The scientific approach called for detailed observation and measurements of even the most routine work, to find the optimum mode of performance. Charles Handy (1999), classical management theory proposed that effective performance of a team was dependent on the environment, which includes the position of a leader, relationship with the group, organisational norms, structure and technology.

Middle

them to take, staff were more co-operative and less aggressive The feeling of achievement is similar to when you finish a race; unfortunately a sense of achievement in completing a specific task does not last very long. In this respect we as managers have to ensure that we provide the opportunities to employees to experience achievement regularly. Recognition is a strong motivator in most people; it is simply an acknowledgement and appreciation of a person contribution to the organisation. How often do NHS workers feel that they are being appreciated? Is it being reflected in their pay or in their working hours? A major problem within the NHS is the recruitment and retention of staff. Politicians make all these promises and changes without explaining them to the workers hence not having a shared vision. The Chief Executive of Sainsbury's motivates his staff by being on the shop floor once a week and arrive at the outlet unannounced to see it as a customer. Why does the NHS not share the same passion as this company, is it because the NHS is a non-profit organisation? As Sir Peter Davis (Chartered Management Institute Gold Medal Winner May 2003); "Companies that do well have a clear strategy which focuses on the consumer or end customer and responds quickly to what the customer wants." A catalogue of poor care and support from stakeholders such as employer's clinical manager's team leaders and patients hinders nurse's attitudes. For example if a nurse has finished her shift 15 minutes earlier is not allowed to go home, however this nurse has previously spent an hour over her normal working hours because the wards was too busy. Inappropriate attitude like this and lack of recognition of the staffing could make nurses feel unappreciated and hence leave the profession that they love. The NHS wants to recruit high calibre of nurses with the right skills and right attitude.

Conclusion

When a gap has been identified for e.g. (SWOT Analysis), a project management approach deals with the problem. Projects are organisational activities that are different from the organisational/unit or department. Project have specific purpose and objectives, it has limited timescales and THEIMM. THEIMM is an acronym for time, human, equipment, information, material and money. Project management focus on achieving goals, it develops new work practices skills across teams. LEADLAP five strategic questions can assist and ensure arrival of agreed goals. These questions are: 1. Where do we want to go? 2. Where are we now? 3. How can we get to our practice goal 4. Which route must we take to get to our goal and 5. What must we do on our journey, and check progress to ensure that we get to our practice goal? The goal is to assist to find practical and agreed SMART (specific, measurable, achievable, realistic and relevant time bound) solutions for the project. The ability to put projects together requires analytical and planning expertise and project management. These are needed to build capacity quickly. The NHS has strived to operate in a 'no blame culture'; it has policies and procedures in place to deal with issues such as grievance, health & safety, counselling, consulting, networking and relationships. The above policies are in place top promote fairness and order in the treatment of individuals and in the conduct of industrial relations. The rules that are set standards of conduct at work ensure that standards are adhered to provide a fair method of dealing with alleged failures to observe them. In conclusion the NHS is an employer that needs to recognise the unique nature of the workforce and shape employment practice to provide the best opportunity to recruit and retain high quality staff. Leadership and communication skills need to translate well in the new organisation culture. A simple formula for success: "Treat people well, in turn, they treat their patients well. Happy employees equal customer satisfaction." There is a recognised need to build capacity and capability in the management of people and organisational change. 1

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