A review of how organisations are having to change, to meet the demands for

modernising Health and Social Care;

With a focus on Birmingham East & North PCT

BUSM 3913

What is Structure, Culture and Management Style ?

“Structure is more than boxes on a chart; it is a pattern of interaction and co-ordination that links to technology, tasks and human components of the organisation to ensure that the organisation accomplishes its purpose” Robert Duncan, 1979

Culture is about a set of norms; deep-set beliefs, the way authority is organised, how authority should be exercised, people rewarded, people controlled, degrees of formalisation........ Charles Handy, 1999

Management Style focuses on the where the power lies. The two main styles are Authoritarian and Democratic

NHS Structure in 2010

Current Structure of CHS within BENPct

An overview of types of Structure

Why have a structure ?

“Structure” includes the allocation of formal responsibilities and relationships

It covers the linking mechanisms between the roles

To provide opportunities for the information flows that are required, allowing decisions to be made and actions to be taken by those who are given responsibility for a particular task

To co-ordinate the activities of the variety of individuals, teams and departments that make up the organisation

The Culture of BENPct

The culture of an organisation is paramount as the customs and traditions of a place are a powerful way of influencing behaviour, known as ecological (Handy, 1999).

Four main types of Culture include; Power Role Task Person Harrison. 1970

Imminent Changes and Challenges happening within BENPCT

ChallengesBudgetary-recessionGovernment

InitiativesInformation DemandsThe Law and Inf. GovDemands on CarePatient information

available at the point of health care delivery

ChangesMerger of 3 PCT’s of senior

managersDecommissioningPolitical influencesDarzi’s visionProvider/

Commisioner splitOptions Appraisal

Political Influences and manifestos for the NHS – Conservative Policies

Retain the fundamental structures of PCT’s and overarching bodies; SHA’s

Reduce NHS administration costs by 0ne thirdDevelop an independent NHS Board to

allocated resources and commissioning guidelines

Rename the Dept of health to the Dept of Public Health

Develop a new Watchdog, called “Health Watch” to deal with patient complaints

Access to cancer drugs, outside NICE guidance

Liberal Democrat Policies

Private treatment will be funded when the NHS fail to deliver treatment or diagnosis “on time”

Patients will have the choice to register with which ever GP they wish, irrespective of postcode

The right to contact your GP by emailScrapping Strategic Health Authorities and

QuangosA reduction to the size of the Department of

Health by 50%NHS IT projects to be cut dramaticallyLimit the salaries of top NHS managers

Labour Policies

Treated within 18 weeks, or the NHS will pay for private treatment

Patients can use any provider for elective treatment, who provide NHS standard care and prices

The right to register with any GPRoutine NHS health checks for all between 40 and

74 The right to see a cancer specialist within 2 weeks of

referral and results in one weekPalliative care available to all who want it in their

home

How BENPCT communicates

Consultation Process and Options Appraisal system

InputsTransform

ation Process

Outputs

Communicating with the masses to achieve change

“The process of transforming data to information is important in creating “Organisational Wisdom”, ie. The accumulation of learning processes that help successful organisations to move forward” Milner,2000

Frederick Herzberg published his findings in 1959, of peoples satisfaction or dissatisfaction at work. Herzberg found that factors affecting job satisfaction were different to those that caused dissatisfaction. The theory was subsequently titled the Motivation-Hygiene theory.

Current lines of Changes due to communication 3 PCT’s merging

BEN IntranetBEN emailDedicated phone linesNHS MailMobile phonesBlackberry devicesRemote working –

VPNCascade MagazineWeekly E-Brief

Change in email addresses/phone no’s

Changes in badges/letterheads/cards

Changes in line management and SMT structure

Single internal and external facing website

A joint intranet

Examples of meeting the challenges

BENPCT MeCommunicate constantly

Include all stakeholders

in decision making processes

Ensure flexibility with CIP

Support the merger and embrace change

Support staff through TUPE

Cascade relevant information

Continue to be a transformational leader

Support the PCT’s CIP Liaise and network with

members of the “New World” PCT

Support our service users through the redesign