Case Study Discussion
The primary aim of this report is to provide an organisational change plan for the North East Langley Hospital Trust (NELHT) for the various issues and complications that they have faced. The issues were brought to light thanks to the recent thorough and comprehensive investigation conducted by The Secretary of State for Health, in the middle of current instances of failures and lapses in the North East Langley Hospital Trust. During the years between 2018 and 2019, a slew of claims against the trust’s management and its various practices emerged and surfaced in the media, causing and promoting the urgent and steadfast intervention by the Secretary of State for Health to further investigate the matter (Rosenbaum, More and Steane 2018). The Secretary of State eventually, ordered and routed the Committee to investigate the matter further, and identify the reason behind the increase in the frequency of complaints by dissatisfied families and disappointed patients, about North East Langley Hospital Trust’s services and practices, ranging from as early as 2005 to as recent as 2017. Numerous relatives and family members of the patients, including the patients themselves, and variety of members of the staff presented their testimonials before the committee and presented their views, opinions, and disclosures. The police and the legal department conducted their separate inquiries into the various alleged charges of financial irregularities and business malpractices, that were made by a “whistle-blower.” This report is an investigation into the same to identify the results and findings of the investigation and further divulge into the management and business of the North East Langley Hospital Trust. This report aims to also include a slew of recommendations for North East Langley Hospital Trust to lead and manage organisational change within the Company, based on the findings of the investigations, via reflection on on suitable kinds and styles of leadership, engagement of the employees, and development of the organisation for the viable future of the Organisation (Mansaray 2019). This report further dives deeper into the details of the North East Langley Hospital Trust and based on the testimonials gathered, from the various patients, staff members and relevant parties will try to establish the reasoning behind the scenarios and findings for the same. The report starts with the cover page, followed by the executive summary, the table of contents, the introductory paragraph, the discussion of the case study, suitable recommendations, the conclusion, and the reference list of the task. This task is significant in the identification and implementation of change management within an organisation for the future, to improve managerial, operational and governance practices of the organisation. This report is also necessary in understanding the various elements of the North East Langley Hospital Trust, that led to the inevitable investigation of the organisation and what were the negative implications of the same for future (Beddewela, Anchor and Warin 2021).
According to the investigation conducted by the Secretary of State for Heath on the North East Langley Hospital Trust (NELHT), as per the allegations, there had been several revelations and many more ideas behind the true nature of the incidence and the gravity and significance of the organisation and its management and business practices (Al Manei, Salonitis and Tsinopoulos 2018). The various findings of the Investigation Committee can be enumerated as follows –
Recommendations
On the basis of a generalised feedback survey, commissioned via a General Management Consultant, the findings were as follows:
- The trust operated out of two hospital spaces: the former was a 1960s infrastructure that was in bad shape, and the latter was a passive 1980s infrastructure that boasted a decent condition. The same land housed other Victorian infrastructures, strewn across the land, that previously had been a mental facility, part of Langley.
- The Victorian buildings were difficult to be operational, since their proportions did not meet the current hospital requirements and it was also an old construction, with ineffective and inefficient heating system that were of no use anymore. The other structures also suffered due to lack in maintenance and upkeep.
- The Information Technology infrastructure was primarily rudimentary, with ineffective housing and operational needs. They also had low data capabilities and lower rates of operations. The software and hardware lacked regular updates and maintenances, and was largely neglected. The Hospital Planning Process did not account for IT; hence it was largely unaccounted for and underutilized in most cases (Castillo 2022).
- Every form of process, be it technical, non-technical or medical, lacked uniformity in their operations and synchronisation, and most of the times, it was haphazard (Buick, Blackman and Johnson 2018).
- The Managers at the Hospital Facilities were underwhelming and ignorant of basic management ideas and practices and most of the time acted ignorant and careless in their approach. The managers lacked enough skills to pull off basic managerial functions like process in the act of happenings, elaborate and comprehensive quality management, and zero damage policies and procedures.
- According to the employees at the hospital, they lacked uniformity in set of responsibilities, there were no defined set of objectives or tasks, they lacked definite set of priorities, in the form of patient care, patient checkups and so on. Every department was erratic with mismatch in priorities and set goals and objectives (Bögel et al. 2019).
As per the statements and verbal announcements from the various members of the North East Langley Hospital Trust, the following evidences were gathered and revealed –
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Mary Kotecha – former Financial Director the NELHT
Mary had to face numerous hardships since the trust provided her with suspension without payment. Because prospective employers constantly consult NELHT for references, she has been unable to obtain work in her industry. She works for a grocery chain as a cash register operative. When Mary observed that large quantities of money got unaccounted for, she called the Secretary of State’s Office immediately. She kept asking the trust’s director for an explanation, but she kept getting delays and justifications. She reported it to the cops, who did nothing. Finally, she phoned her local Member of Parliament.
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Sissi Begum – Palliative Care Nurse
Sissi was chastised for “spending time talking with patients,” she added. She elaborated that not so long after she was reprimanded, she overheard the conversation of two nurses seniopr to her, talking for almost an hour about how much their responsibilities were and how they cannot perform them all. Patients were left lying in their own faeces, she said, since the on-duty nurse wished to delegate the chore to the next shift’s nurse. She was chastised and instructed to mind her own business if she spoke out about bad professional behaviour or proposed adjustments. She had to close her eyes and lips.
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Fred Ohmeagh – A & E Nurse
In Fred’s department, he claimed, there was a toxic work environment. The therapists were mostly erratic and often were rude in their proceedings and dealings with patients and staffs, and exhibited that they wanted to perform the least amount of work as possible. He and his teams and colleagues were proactively involved in keeping those in power in the dark about their activities and operations. That way, they could “watch out for each other” and encourage one another to do an impressive work, so “preventing the top management from mucking things up.” In general, the A&E department was assessed to be of ordinary to above-average quality. There was a lot of superfluous paperwork, according to Fred, as well as a lack of patience care.
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Bruno Bosco-Marr – Administration Manager
Bruno expressed amazement that the hospital trust had received so much criticism, claiming that everything functioned smoothly with just a few minor issues. He stated that there had been numerous quality procedures and measures, that were implemented, and that every form of effort and regulations were laid out to ensure that the procedures were followed mandatorily and properly. When questioned why a lot of procedures are not combined with Information Technology, he further stated that top management did a cost-benefit analysis that revealed that new IT based systems will require technical expertise and the cost of training will increase, and will severely hamper the daily working of the organisation, while the new systems were being implemented, thus it was not worth the resources (Kaur 2021).
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Conclusion
Pamela Kiddson – Administration Manger
Pamela revealed and admitted that she believed that the trust of the hospital was a complete mess and disaster. In many areas of activity, the processes were erratic and they lacked sophistication, and everyone was primarily and increasingly concerned with putting on a good show, rather than fulfilling the duties correctly. “But there was nothing I could do about it,” Pamela explained, “I simply did what I was instructed.” There was no use in trying anything else because nothing would change. “No one seemed to mind.” (Imhonopi, Urim and Oluye 2018).
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James Butterworth – Consultant
He was fantastic at what he did. He kept focused and didn’t overthink things that weren’t his duty. He noted that the nursing and administrative personnel at NELHT weren’t great – most of them appeared a little groggy – but that wasn’t his problem. He was able to find a better position before NELHT became a terrible news story, therefore the incident had no impact on his career (Gumus 2021)
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Dr Eric Wolfenden – Director of the Ophthalmology Unit
He was able to decipher the worthlessness of the trust organisation, immediately upon his arrival at the NELHT, in order to fulfil his designated duty to lead the unit. Therefore, he decided to venture his own path. He developed a partnership exclusively with the ophthalmology departments of two additional local hospital trusts. They were able to secure some direct funding and compare notes on best practises. The NELHT management were initially unaware of what he was doing, and by the time they knew, it was too late to intervene. They didn’t like how he had gained so much autonomy from the trust and couldn’t comprehend how he had done it, but they left him alone. He was overheard by high management insulting and scheming against him (Evans 2020).
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Alex Goodfield – Director
Alex has been placed on paid leave indefinitely while the trust’s finances are investigated. Preliminary review of the statistics reveals that several million pounds are missing, despite the fact that the external auditors failed to notice. Alex is now on vacation aboard his yacht, which is moored in Cannes (De Loo 2020).
In response to questions regarding North East Langley Health Trust, the current Secretary of State established the current inquiry within the organisation. Concerns were made throughout the tenure of the former three Secretaries of State, all of whom had membership of the preceding administration of the NELHT. According to stated evidences, it was revealed that every former Secretaries of State acted upon concerns from various MPs via initial concern expression and then retreating under the quiet and inactivity of the organisation (Mitchell 2021).
As it is evident from the situation of the organisation, a change management is extremely crucial top revive and revitalize the organisation. This is important, since for the major part, the North East Langley Hospital Trust has been a complete mess, with malpractices and issues running rampant. Above all, instances of financial irregularities have greatly agitated the organization’s ethics. As can be seen, the Hospital Trust lacks adequate infrastructure for operations and information technology, the management and leadership are disruptive, there is a lack of concern for the organisation and its practises, the patients are neglected, the workplace is toxic and abusive, there aren’t enough medical facilities, the staff are uncooperative, and the entire infrastructure is in disarray. (Mondo and Musungwini 2019).
References
As a result, a robust and comprehensive change management has to be initiated by a capable change manager and organisational development manager, under the purview of the Secretary of State of Health, to create an organisation that stands true to the ethics, values, principles, guidelines and ethos of the healthcare society and parameters. It is extremely critical for North East Langley Hospital Trust to rebuild itself from the bottom up and demonstrate that earlier claims and malpractices does not necessarily define the organization’s future. This is significant since the organisation has suffered not just financially, but also in terms of market reputation and public confidence in the United Kingdom (Stark 2020). Additionally, investors withdrew, and the organisation severely derailed the careers of a sizable portion of its staff by damaging their reputations and lowering their chances of finding future employment. The organisation must build itself up from the ground up via effective administration and leadership, outstanding staff management, and high-quality patient care and treatment in order to rank among the most significant medical institutions in the United Kingdom. The evidence revealed the shortcomings of the North East Langley Hospital Trust as well as potential areas for future development. North East Langley Hospital Trust must connect itself with the many medical ideals and practises that exercise caution and professionalism in their procedures, paired with knowledge, ethics, and proper administration and management (Nwinyokpugi 2018).
Hence, a comprehensive and elaborate change management is necessary if the organisation has any wish to survive and exist in the long run as a healthcare institute in the United Kingdom and earn peoples’ trust and confidence.
- Culture and Leadership: Effective leadership is one of the most critical parts of developing exceptional organisational cultures. Leaders, regardless of their position, set the tone for the culture of their organisations. Organizational culture has an influence on all aspects of the company since it symbolises how business is done. It is both the organization’s identity and image, affecting how individuals and consumers perceive the company. Fundamentals of organisational change include both culture and leadership. It establishes the tone for the organization’s future identity and the numerous characteristics of the organisation. The identity and perception of the organisation, together with the efficient management it supports, all contribute to an organisational shift. This is significant because strong management is essential to building a generational organisation that preserves all the vital managerial and operational procedures of the organisation. Leaders have the power to uphold principles while also holding others accountable.This power over others may be good, depending on the leadership style and strategy execution, as well as the ability to influence and establish organisational culture and change via successful leadership. Organizational culture is extremely essential, and it’s an excellent place to start when trying to comprehend the many parts of organisational development and the organization’s perceived goal towards change management (Waddell, Creed and Cummings 2019).
Conflicts, politics, and power may all be considered as interconnected concepts. They almost always make themselves known inside the organisation in a variety of ways. If not managed effectively, power, politics, and conflict situations can have serious effects on the workplace environment and have a big impact on how well an organisation runs. But these challenges need to be handled properly, which is why senior workers are typically given this task. These issues are quite real for businesses, and many of them are causing harm to organisations and enterprises (Wierenga 2021).
The report also makes the following recommendations as per the analysis of the situation of the North East Langley Hospital Trust to better the management, leadership, employee engagement and organisational development –
- The information acquired from the aforementioned case study makes clear that the present management and leadership were utterly ineffective and showed no regard for organisational procedures or management. There was widespread carelessness and no effort. The North East Langley Hospital Trust will need to develop an entirely management structure that is faithful to the organization’s goal and vision if it is to have a future. To improve the organisational environment and provide value for the future of the company’s operations, the new management must embrace strong and comprehensive processes. Superior leadership and a board of directors who are motivated to improve organisational value must support this.The preferred leadership style will be a mix of participative and progressive leadership to build and shape the future for the betterment and the development of the organisation and the overall healthcare service, quality and facility (Kinloch, Grant and Hattie 2021).
- The next significant development must include the personnel. It was clear that the personnel were ineffective and never performed their duties correctly. Within the organisation, there was widespread corruption and improper behaviour, and hardly one carried out their jobs properly or efficiently. The company will need to have a strong personnel management strategy in order to develop a quality and outstanding team. Who will be chosen based on their aptitude for serving others and maintaining the reputation and constituency of the Hospital Trust? This is necessary to have a strong staff that upholds the importance of care and medical procedures. This will not only improve the employee management of the organisation, but will also enhance the operations and the quality of its medical services in the long run (Lozano, Carpenter and Sammalisto 2020).
- Another significant finding from the investigations was that the patients received no care and would have been better off not being admitted to the North East Langley Hospital Trust. Since the organization’s existence depends on the calibre of its medical services, this is a crucial concern. To offer patients with acceptable and competent medical care, this must be enhanced, and the Hospital Trust’s principles and mission must be enforced. This may be accomplished by providing the healthcare workers with rigorous and appropriate training and by enforcing stronger sanctions when necessary. This is necessary to create quality medical facilities and services for the organisation and to exert the healthcare values and practices effectively. This is also necessary to regain the lost market trust and to build the organisation from the ground up, on the values of care, quality and necessity (Matthews et al. 2018).
The aforementioned suggestions are crucial if North East Langley Hospital Trust wants to establish itself from scratch and demonstrate that past accusations and misconduct inside the organisation do not define its future. This is crucial since the organisation has suffered not just materially but also in terms of market reputation and public confidence throughout the United Kingdom. To become one of the most major medical institutions in the United Kingdom, the organisation must grow itself from the bottom up via strong management and leadership, amazing personnel management, and high-quality patient care. The evidences revealed the weaknesses of the North East Langley Hospital Trust and exposed the areas where improvements are to be made in the future (Mitchell 2021).
Conclusion
The above paper concludes the paper by successfully creating a report that enumerates and elaborates on the requirement of a plan to change the current position of the organisation, for the report to probe into the allegations and the various issues within the North East Langley Hospital Trust, by The Secretary of State for Health, to assess the atmosphere of change in the organisation, analysis of the numerous cases, and relevance of the allegations, the findings related to the various organizational and social consequences, via the use of relevant and appropriate academic and professional literature to support the findings of the case study provided. This report has also managed to successfully include a slew of recommendations that will prove critical and necessary to lead and manage organisational change within the North East Langley Hospital Trust. The report also successfully reflects on suitable kinds and styles of leadership, engagement of the employees, and development of the organisation that were in existence that led to the issues and the various leadership styles, employee engagement, management practices, organisational development, operational framework, framework for governance and so on that will be critical for the future of the organisation. The report is a testimony to the fact that misuse of business resources and wrongful practices can lead to serious consequences and can lead to the overall degradation of the organisational value and reputation, providing a barrier to the practices. This report has successfully investigated the matter by diving deeper into the details of the North East Langley Hospital Trust and based on all the various the testimonials gathered, from the various suffered patients, working and active staff members and relevant parties engaged with North East Langley Hospital Trust, in order to establish the reasoning behind the scenarios and findings for the slew of allegations and their results after the investigations. The paper has successfully followed the prescribed structure of a report starting with the cover page for the assignment, which is followed by the executive summary of the task, the table of contents, the introductory paragraph introducing the task, the discussion that is the body of the case study, suitable recommendations based on the findings, the conclusion of the case study, and the reference list of the task in question. This report thus, also provides a clear enumeration of how corruption and negligence can ruin a healthcare Industry and forever reduce the confidence of the people on healthcare facilities. This also means that the healthcare service gap will increase further. The report provides significant evidence-based articulation of the various facts and findings from the investigation of the North East Langley Hospital Trust by the Secretary of State for Health. This paper is an important piece of analysis of the various findings and how those findings shaped the future change management within the Hospital Trust as a change management organisation.
References
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Castillo, C., 2022. SIX EMOTIONAL STAGES OF ORGANISATIONAL CHANGE: CONCEPTUALISATION AND SCALE DEVELOPMENT. Economics & Sociology, 15(1), pp.253-267.
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Imhonopi, D., Urim, U.M. and Excellence-Oluye, N., 2018. Organisational change management strategies: Lessons for industry in developing countries.
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