Leadership and Organisational Behaviour Issues on Multiskilling at Rossett NHS Trust

Leadership and Organisational Behaviour Issues:

After critically reviewing the case study and careful analysis, the following issues can be identified.

Groups and Teams, Team Leadership:

According to a statement from the case study on page 9 paragraph 2 one manager said that “It is about boundaries between groups. We have nurses, PAMs, physiotherapists, doctors all these groups, and making them all work in teams is impossible.” This is the evidence that there is a problem in making teams; important thing is that the groups mentioned above are not willing to be a team because of the boundaries between the groups. It cannot be seen in this case study that the team leaders are in active positions. Except one manager from the hotel services no manager are team leader tried to solve the situation. Everybody is going in their way and everybody is discussing only their comments.

Management and Leadership:

In this case study it can be assumed that there are sum management and leadership issues under beneath. There are two directorates in the trust, one is Clinical Directorate and another is Site Service Directorate. All the Hotel Services workers (generic and portering staff) comes under Site Service Directorate and all the clinical staff comes under Clinical Directorate.

In the generic worker concept all the porter and domestic workers who works in the different areas and wards of the hospital report to the managers in their own directorate,  the ward managers from clinical directorate have a little control on this staff. This made the ward managers frustrated.

When implementing the new Multi-skilled Worker concept, the amount of 37,500 hours per year is moving from Clinical Directorate to Site Service Directorate. This becomes a clash between these two directorates.

Motivation:

‘Motivation’ this is the thing required in this case in every part of the scene. In many situations the lack of motivation is shown. Some of those are mentioned below

  • When comparing the Rosett NHS Hospital with other urban hospitals the absenteeism rate is favourable, but the turnover is lower than others.
  • Ms Lipton suggested that the domestic staff believes that this is only a cost implement plan. But this implementation is not only for that; the main aim is to improve customer service efficiency.
  • Some of the managers referred the generic workers as TRIBES in certain situation.
  • A group of ward hostesses enjoyed the privileged position on their colleagues.
  • The groups of clinical directorate are not willing to work as team with domestic staff.
  • The porters began to feeling like they are doing the women’s work, and they felt like that they are going to do this work for all the time and the women are going off these duties.
  • Because of this new scheme some nurses are afraid that they will lose their jobs.

Leadership Theories:

The pilot implementing project followed more Directive and Achievement-oriented leadership behaviour while the process of implementing. They neglected that in this like situations the participative behaviour is most suitable for this situation.

Telling style also used in this procedure.

In some situations Path Goal theory can be applicable to motivate the staff to support the new implementation scheme and help the trust to reach the goal which is efficient customer service.

Conducting elections in the union for deciding whether implement or not the Multi-Skilled Worker Concept can be considered under participatory leadership style.

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