Groups and teams, team leadership:

According to the case study there are some issues in the deferent groups in the Rossett NHS Trust. These issues are expressed by some of the managers in the trust in the case study. In page nine of the case study it is clearly mentioned that there are some problems between hotel services and medical services groups, they are not willing to work as a team with a team spirit, and they are developing some boundaries between two groups like the clinical group is thinking that the hotel services are only for cleaning and they are not part of the medical services, and unfortunately the hotel services group also feeling like that. A  manager from hotel services arranged some meetings with clinical groups to improve  awareness in them, but nobody responded for that. This statement is showing their ignorance of hotel services group.

            These groups are ignoring that they all are here for reach one goal that is servicing the patients effectively and satisfy the customer with our service. 

Management and Leadership:

In the case study it mentioned that there are two directories, according to the situations from the case study it can be said that there is a gap between these two managements. If we take the issue of implementation of the Multi-skilled workers the managers opinion from each group are quit opposite. The manager from Multi-skilled workers concept Ms. Lipton said about new scheme that “ Basically if anything need moving we move it; if it needs feeding we feed it; if it needs cleaning we clean it and that’s what generic working is about”( page 8, paragraph 1, case study). In the same situation Directorate General Manager (DGM) Mr. Thomas Alban from clinical directories said like “The goal posts have been endlessly moving, it changes with the wind. One minute they are going to be doing ABC and the next minute it was ABC”( page 8, paragraph 3 case study).

The above context is showing that these two directories had a cold war from inside. There are some more reasons for it. Because of the new implementing system the clinical directory is losing about 37,500 hours per year ( these work going to hotel services from nurses) and that work is shifting to Site Service Directorate this caused a little controversy, and in the present working scheme the portering staff who are working in the wards under ward managers, they will report to their managers in the Site Service Directorate, and the ward managers who belongs to clinical directorate control among the portering staff was limited, this issue also caused frustration in the trust( mentioned on page 6, last paragraph).


This is the important element in any organisation to succeed with efficient productivity. In the Rossett NHS trust it is needed more to motivate the staff towards the achievement.

When we take in account the literature, the above statement can be proved. In the introduction of the case it is mentioned that the absenteeism of the hospital is favourable with other organisations, but the turnover of the trust is advert when we compare it. It is clearly showing that the other organisations with more absenteeism than rossett trust, they are getting more turnover than this, but why rossett not able get more turnover. This question only can be satisfied with one answer that is ‘motivating the staff’.  

Ms. Lipton said in UNISON the trade union meeting in page 9 and paragraph 3 of the case study that; the domestic staff believes that this is only ‘a cost improving exercise’. Actually it is not only for that, it is majorly for improving the customer service. But the managers failed here to motivate the staff and let them to feel that this is for the patients and not only for the cost improvement. By announcing this statement Lipton expressed her unrestraint on the staff.

“The sub group comprising the generic worker role were often referred as ‘TRIBES’ by managers across the hospital”(case study: multiskilling at NHS rossett trust, MBA, Glyndwr university, 2010, page 9 and paragraph 2). This line is from case page 9 and paragraph 2, clearly explains the situation in the workplace of rosette NHS hospital. It can be said that because of this situation the trust is not able to get more turnover. This tells us the managers instead of  motivating the staff, they are criticising and commenting on the staff. In this condition nobody can work with full effort.

One more example as above paragraph is mentioned in page 9 and paragraph 2 of case study is ‘’ a group of domestics, known as ,ward hostesses’, enjoyed a somewhat privileged position among their colleagues whose work focused almost exclusively on cleaning.’’(page 9 and paragraph 2 of case study). This is also can be treated as lack of motivation. Because all staff in the staff are working under a trust and under a system so all should be treated same irrespective of their position.

Another thing is that the all porters are mostly men in the female population leading organisation rossett NHS trust. This made the porters felt like all the women are going off from cleaning job and we are going to do this all the time in future (according to page 9 paragraph 2). Adding to this Ms. Lipton a women manager of pilot project in a large ward stated that; ‘’ women will go for it to see men cleaning, and they really enjoy the varied workload’’. These situations and these statements made the porters feel like the above.

The another most important example is that the different groups in hospital like doctors, nurses, porters and etc.. have to be work as team to improve efficiency. The managers from deferent departments should motivate them to do so, but here the deferent groups are not willing to work like a team and they are not even caring for that( according to the case study).