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这项任务将致力于分析领导和管理实践，以及与其他领域，如组织文化和组织效能。组织，笔者将重点关注的是，爱尔兰公共部门，医疗服务提供者，医疗服务执行也称HSE。
作业的目的是检查和理解领导和管理的理论和动机有承诺在卫生服务管理变革研究。
This assignment will endeavour to analyse Leadership and Management practices and how fundamental they inter-wine with other areas like Organisation Culture and Organisation effectiveness. The Organisation that the author will be focusing on is the Irish public Sector, Health Service provider, The Health Service Executive also known as the HSE.
The aim of the assignment is to examine and understand theories of Leadership and Management and examine weak areas within the HSE like Motivation and there commitment to change in the health Service Executive.
Section 1 Understand effective leadership theory and practice
In the author’s opinion, Leadership styles vary from one organisation to another. Some leaders use the lasses-faire style while others use the autocratic style. In the author’s opinion, the Organisation that will be under discussion will be the Health Service Executive.
The crux of every management job relies on the commitment of staff to the objectives of the organisation.
The Health Service Executive also known as the HSE uses the autocratic style been a bureaucratic organisation.
The style of leadership varies according to the individual traits and skills which can be can depend on individual’s leader and how they guide and direct the organisation.
Leadership and management exists at every level within the HSE, however, the grouping of leaders varies according to the managements chain of command.
For example, the board of the HSE has more of a superintendence job which is to provide the Organisations vision and how to achieve it, while the manager of any department decides what the next job/task should be and what is the best way to approach the situation.
Leadership is a quality that defines a manager being able to lead can form the staff success in the organisation that you lead
The Irish health system is currently engaged in an ongoing process of change and transformation at every level. The key focus is to ensure that all our resources are directed towards better services for our population.
The HSE Transformation Programme 2007-2010 clearly outlines our fundamental purpose: ‘to enable people live healthier and more fulfilled lives’. It also outlines our vision for the future:
Everybody will have easy access to high quality care and services that they have confidence in and staff are proud to provide.’
The leadership and management practices within the HSE suggests developing a need for vision and focus throughout the organisation; encouraging staff with that ability through communication; and motivating staff to action through a clear vision and basic need fulfilment.
It is recognised that the leadership involvement through-out some areas of the HSE creates uncertainty and change and within the HSE and this can lead to a lot of unpredictability in job roles and tasks.
In understanding the importance of Leadership and its practises, Leaders of every organisation like the HSE would need to understand the importance of the role they play in achieving their Organisations goals and vision.
Section 2
Understand how the organisational structures and culture impact on the effectiveness of the organisation.
In the health service executive the culture of the Health Service Executive is embedded in its vision and its purpose and goals and is influenced by many things such as external and internal environments, organisational Policies and structures, employees skills and the communication Process in which the organisation operates.
The organisation culture in the health Service Executive unites staff and Management in achieving a common goal and platform both beneficial for staff and service users.
The Health Service Executive is setup in a matrix hierarchical structure. This consists of a Minister for Health who oversees the overall Health Service and who employs a C.E.O Clerical executive officer.
The CEO have a number of Line Managers and supervisors that reports directly into them. Managers play an important part in management responsibilities and delegation of works within the HSE.
The Managers role can be complex and have many facets. They are responsible for getting a job well done’ usually through other people.
Managers must be good motivators, while setting realistic and achievable goals and offer guidance and support should the situation arise. The crux of every management job lies in the job holder’s capacity to obtain the commitment of people to the objectives of the Health Service.
Organisational effectiveness is dependent on a clear purpose and direction.
It follows that an important aspect of organisational culture is the overall strategic direction of the organisation as a whole, indicating purpose, forward planning and high-level thinking and reflection. The significance of organisational strategy was highlighted by Nadler (1987) who described strategy as the set of key decisions about the match of the organisation’s resources to the opportunities, constraints, and demands in the environment within the context of history. Moreover, he pointed out that the output of the system is, in general, the effectiveness of the organisation’s performance in meeting the goals of the organisation’s strategy.
It is imperative that the understanding of an organisational culture and cultural types also helps to understand why manager’s reforms differ from Organisation to Organisation.
An organisation in the public sector like the HSE with a strong bureaucratic hierarchical structure will not embrace change than an organisation with participative leadership with the private sector. In the author’s opinion, change must occur if the culture of this Organisation will meet the demands of its stakeholders.
Change is a constant feature of health Service Executive service delivery. It is prevalent and something that cannot be avoided.
The ongoing change within the Irish health system impacts upon almost every aspect of our culture: the way we work, the way we relate to each other and how we plan and deliver services for the benefit of patients, service users and local communities.
The recent embargo which was introduced in the in the health service executive in 2008 due to a ecomic crisis has created a culture shift in the health service.
Staff have felt undervalued and Management feel that there are under increased pressure while trying to operate a system with a restricted budget.
However staff and management have railed around and have came out the other side with the economic turnaround in Ireland it is clear that this has made us a stronger organisation and has united staff and management in workplace diversity.
However change is not linear. It is a continuous and adaptive process in which all of the elements are interrelated and can influence each other. Organisational change is also dependent upon people changing. Therefore, it cannot be predicted easily and can emerge over time.
Understanding the cultural and people aspects of change can greatly enhance our capacity to effectively manage change. In addition to the need for a strong people orientation,
A public sector organisation like the Health Service Executive has come to realise that organisational change often requires changing the organisation’s culture and learning.
For example, in terms of improving career progression arrangements.
The topic of Culture plays a fundamental importance on an organisation’s effectiveness and its culture share a symbiotic relationship employee behaviors and beliefs initially defines the HSE
The HSE program, once implemented, will then affect the culture. As the culture progresses, this in turn will allow the HSE program to shift to a level of greater prominence, which will then again affect change in the organization’s culture. This process will continue until halted by the culture reaching a point of resistance philosophically in which beliefs and/or behaviors can no longer be changed.
To improve areas like Culture and for the HSE Organisation to embrace Change, the Management and Leaders within the HSE organisation started with various break-out sessions and workshops to discuss a number of employee topics.
The areas addressed were, Leadership, Motivation, Performance Management, and Knowledge sharing. This helped the Leaders and Managers to focus their attention on these areas and to reduce staff absenteeism and strikes within the Health Service Executive.#p#分页标题#e#
The main contributors to this workshop were the Chief Executive Officer Board of directors and other professional bodies and members of staff,. There were lectures, workshops and a number of group participation activities. The outcome resulted in a clear vision for the Organisation and ensured that the staff of the HSE organisation were active participants in the day to day activities of the Organisation.
In the writers opinion, that the Health Service Executive have experienced and encountered some challenges and many policy changes such as, low level of capital; recruitment embargo opening of new health-care facilities /offices/complex; social policy directives; and developments in Information Communication Technology (ICT).
These changes have all had an impact on the Organisations Culture and effectiveness, some positive and some negative.
Finally, in the author’s opinion, Organisational culture plays an integral role and is very pervasive in terms of Organisation effectiveness.
Section 3 Understand how the organisation can improve employee effectiveness to respond to business opportunities,
The HSE has introduced a Change Model this has been developed to Improve the experience of patients and service users to help staff and teams play a meaningful role in working together to improve services and to promote a consistent approach to change across the system.
Within the HSE, Managers use performance management techniques to test employee’s working status on a regular basis. By examining each employee’s performance, our organisation also measures the overall effectiveness of its workforce and how well the company achieves its objectives.
In the author’s opinion, assigning roles to workers that improve their strengths is a difficult job. Workforce optimisation is a plan to put the right people in the best job roles to maximize their work output. By doing regular appraisals, the leaders and managers within the HSE easily track employees' performance and following on from their individual appraisals suggest if the employee requires more training or if they could be more productive by giving them more job enrichment within their current role.
A very important and key area within the HSE is the area of Knowledge management and this area is key to the HSE organisation success. If employees feel that they are been invested in they in turn will achieve the Organisations goals. Employees learn using the Kolb learning styles. Some employees like feeling and watching (diverging), while some employees like watching and thinking (assimilating), others like doing and thinking (converging) while others like doing and feeling (accommodating). Depending on the styles, (Kolb’s 1984) “is that all employees learn and gain knowledge depending on their style”.
Communication plays a vital role and should be high on the list of priorities for management. Like I mentioned, within the HSE the communication is downward from Minister for Health to CEO through to Line Managers and from there directly to staff. Within the Health Service Executive, all these areas of managerial expertise can easily reach whenever there are problems. Within the Health Service Executive they feed Information through lots of different channels i.e. .Media, Communications, website and Human Resources Circular, These key information tools gives employees a clear understanding of the Organisations goals and informs them of any changes that are been implemented or new policies that are been introduced and ensures that all employees are kept well informed.
Another performance management technique we usually employ is compensation package within the HSE. Overall morale always increases most especially when the employee sees the process to be fair. In the authors opinion, incentive-based programs like this that permit the employee in using less paper or being energy efficient both saves on our expenses and the employees are rewarded for putting forth the extra energy needed. The fewer costs our organisation has, the more profit it generates and the more value it is to the Economy, making it an effective Organisation.
Section 4 Understand Organisational decision Making
In the health service executive It is recognised that leadership is important in the creation of a culture that supports and promotes a strong health and safety performance of the Hse organisation.
The management of the health Sevice are vital in aspiring employees to a high level of safety and productivity.
The Directorate is responsible for approving major strategic developments and decision making within the hse as well as overseeing the use of public funds and the management of the HSE.
In so doing, it maximises value for money through ensuring that services are delivered in the most economical, efficient and effective way, within the available resources.
Decisions of the Directorate are, at all times, taken with the interest of patients in the health service executive, decision making can also be classified into three categories based on the level at which they occur.
Strategic decisions set the course of organization.
Tactical decisions are decisions about how things will get done.
Finally, operational decisions are decisions that employees make each day to run the organization.
For instance, monitoring and evaluation team that was set up under the chief medical director’s office is a kind of team of different calibres and positions within our organisation.
They work on projects with specific term of reference and present biannual and annual reports with veritable indices to the leadership of this organisation. This is not like working in a group; working in a team entails accountability rather than individual accountability and results in a joint work products that help effective decision making.
The HSE organisation selects people that are capable to fill one or more of the roles. individual member of the team was influenced more strongly because of their role. This is unlike group with large number of people where very few people take part in the project while others are not and unable to participate effectively in team decisions.
Effectiveness of team depend s on the blend of the individual skills and abilities of its members to discuss problems, provide solutions and make effective decisions. Team development is based on the idea that before organisations can improve performance, team members must be able to work together effectively".
Using this type of exercise helps to develop trust, open up communication channels, make sure everyone understood the goals of the team, and help individuals make decisions with the commitment of all members. It also prevents the leader from dominating the team, and resolves conflicts within the organisation.
The leader of any team of an organisation aims to create team/group that is effective and efficient. If the team leader or organisation can motivate the team members to work harder in order to achieve goals, the sense of pride in the team’s own competence will create job satisfaction for the leadership of the team/team members and employees in general.
To summarise, in my opinion, the introduction of different units or teams in our organisation has contributed immensely for the achievement of our goals and objectives and has aided effective decision making techniques. In term of motivation, employees in team situations are more satisfied and motivated than when we are working under more traditional regimes and have a positive influence on employee commitment and identification. The team work also serves to gain competitive advantage over other organisations.
Our organisations provide leaders and managers with legitimate authority to lead. There is need for individuals to imbibe this strong leadership and management trait for optimal effectiveness within the HSE Organisation.
In nowadays changing work environment, we need leaders that can challenge the status quo and inspire and persuade organisation members to achieve the goal of the HSE organisation which is to provide primary healthcare to the Nation as a whole and to provide a value to the Government. In my opinion, the HSE need team leaders to assist in changing and improving a smoothly running place of work whereby staff within the HSE no matter what contingencies are in place are focused on all achieving the Organisations vision and mission statement.
Reflective Statement
Having completed this assignment, The fundament points that stood out for me are the areas like Leadership, Motivation, Culture and Performance Management how they intertwine with each other and how once measured and balanced correctly, lead to a very effective Organisation.
I gained a deeper understanding on how Motivation is key to an Organisations success. It is also fundamental that any leader in an Organisation propels and enforces Motivation using intrinsic or extrinsic rewards will ensure their employees have job satisfaction.
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Finally, Leaders are fundamental to an Organisation success as they drive the Organisation to succeed as they inspire their employees to drive towards the end result i.e. the Goals of the Organisation.
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