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the change of a wider strategy transformation in the NHS on human resources and the changes in quality and value.

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Introduction

This essay is going it focus mainly on the change of a wider strategy transformation in the NHS on human resources and the changes in quality and value. However, it will illustrate the understanding of teamwork, theories, power, leadership, culture and change. It will also identify the advantages and disadvantages of the NHS Trust in the UK hospitals and how it is beneficial to the society (Jerald and Robert, 2003,Behaviour in organisation). Another aspect of this case study is on the basis of motivation and although this is an important aspect for job performance, along with ability. Motivation according to Mitchell in (Mullins 2005:471) defines motivation as "degree to which an individual wants and chooses to engage in certain specified behaviours". In other words (Mullins 2005:471) people's behaviour is determined by what motivates them. Their performance is a product of both ability level and motivation. Looking into the size of the NHS Trust, it's a medium-sized hospital where the management implements multi-skilled working. The approaches to management such as mechanistic organisation is an internal organisational structure in which people perform specialised jobs and authority vested in a few top-ranking officials (Tim, 2002). ...read more.

Middle

In addition, this changes led to the management's decision-making over the employees and how the managers can handle the decision made if any crisis occur. Moreover, crisis can happen even if the managers' draw out plans to take up the decision for changes in the hospitals based on the departments concerned (Tim, 2003). The managers may look into situations like staffs undertaking a wider array of task as providing opportunities to show exceptional competence in order for the staffs to have flexibility and teamwork. The classical value of system, traditional organisation theory represents an individualistic, rational approach to life that sets the highest values of achievement (Rokeach, 1972:160). Also, this achievement can be obtained when an employee's performance is well structured such as attendance of workers for an increase in their pay. These are those behaviours which may take up relatively little effort for an individual or a team, but which are very effective for performance in their organisation (Luthans and Kreitner, 1974; 1975). This in the NHS Trust may be restricted for managers in the extent to which they can alter the level of pay scales and benefits, or decision-making about promotions (David, 1990). ...read more.

Conclusion

Second edition. England David C, Robert H (1990), Managing Organizations. England Gill Kirton and Anne-Marie (2000), The Dynamics of Managing Diversity; a crucial approach. Oxford Hatch,M.J.,(1997) Organization Theory. United States of America:Oxford Jerald and Robert A. Baron (2003), Behaviour in Organisation. Eight edition. New Jersey. Michael A. and Angela B. (2005), Managing Performance, Performance Management in Action. London Mullins. L (2005), Management and Organisational Behaviour. Seventh edition. Essex: Pitman Oswick,C.,&Grant D,(1996) Organization Development: Metaphorical Explorations London: Pitman Porter. W, Bigley A and Steer M (2003), Motivation and Work Behaviour. Seventh edition. New York Rollinson. D (2005), Organisational Behaviour and Analysis: An Integrated Approach. 3rd ed. England: Prentice Hall Wilson. F (1999), Organizational Behaviour. New York: Oxford BIBILIOGRAPHY Bloisi. W, Cook, C. and Hunsaker. P (2003), Management and Organisational Behaviour. London: McGraw-Hill Cole. G.A (1996), Management Theory and Practice. London: Letts Fred L (1992), Organisational behaviour. Sixth edition. Singapore Hales C. (1994), Managing Through Organisation. London: Rout ledge Hales C. (2001), Managing Through Organisation. Second edition. London: Business Press Mescon. M, Albert. M and Khedouri. F (1988), Management. Third edition. New York: Harper & Row R. Wayne and Shane R. (1995), Management, Concepts, Practices and Skills. Seventh edition. New Jersey Susan and Jean B. (2003), Managing Across Cultures. England Tim Hannagan (2002), Management, Concepts and Practices. Third edition. England ?? ?? ?? ?? ...read more.

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