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

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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). This can be seen in the number of employees in NHS Trust and as well as the management team such as the Deputy Director of Site Services and Hotel Services. They brought about the changes in an organisational structure, which can modify rules, responsibilities, procedures and the effectiveness to manage change in the Trust. In the development of an organisation due to changes made, an organisation development program leads to improved organisation performance through an improved decision-making climate. This enables the employees’ benefit from the result of job enrichment and cooperative teamwork with its patients being kept in a good condition (Porter, et. al). According to French and Bell (1992:614), organisational development is a long-range effort to improve an organisation’s problem solving and the renewal processes for effectiveness. It is also a planned process of change in an organisation’s culture through the utilization of behavioural science technology, research, and theory (Burke, 1992:614). Therefore teams can provide the way for linking employee performance targets to the factors critically as a success to the organisation.

(Mullins 2005:892) Power culture depends on a central power source with rays of influence from the central figure through out the organization. There is also a power culture present in the NHS between the managers and workers.

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 Power is defined by Weber in (Wilson 1999:91) as the ability to get others to do what you want them to do, even if this is against their will. It is also defined specifically by Morgan in (Mullins 2005:843), who sees power as a medium through which conflicts of interest are ultimately resolved. This has led to the struggle, which can be characterised, by competition and challenge. Power and control both play a major part in NHS Trust, the organisation has been driven by what Etzioni describes as coercive power which mean (Mullins 2005:844) “power that relies on the use ...

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