The National Health Service is used to refer to the publicly funded organization which supports the health care systems in the United Kingdom. Management practices are so vital for any organization to be successful (Brown, L.R, Flavin, C &Postel, 1991). The success of any organization is mainly determined by the organization strategies of any organization which is always determined by the organizational culture of any company. Usually the principle of the strategic management is being used by the business organization in this world to promote the fair learning of their organizations so as to achieve the long-term goals. As a matter of fact it is evident that the proper management strategies have always proved to give more advantages in the competition field (Alef, Edward, R &Berg, Daniel, 1996).Usually the strategic management practices are aimed at promoting the best planning and conceptualization of the goals which are long-term in nature.
A strategy is a scope of a company over a long period of time, which gives that organization an advantage over the other related companies having the same challenging factors such as environment and market demands. Thus the National Health service business strategies are aimed at giving the direction, the market scope, analyzing the resources and making the company perform better.Consequently the strategy is analyzed by tracing its strength and pinpointing the external and internal factors affecting the performance of each company.
Many health companies in the United Kingdom have become so successful because of various factors which include the general business structure, human resources, marketing and financial status of those companies. This has been attributed to the management organization cultures which promotes the training of their employees.Well business plan is one of the vital factors in the health industry. The companies should recruit the experienced personnel for the production and marketing.Some financial may influence the success of the health companies. The financial factors include the poor cash flow, poor pricing strategies and lack of enough finances. Marketing factors have influenced the success of most of the health companies. This includes a tendency of responding to the competition from other health companies. Human resources factors also influence the growth of the health companies; this includes proper delegation of the company authority and hiring people with skills and experience.
The problem of management in the United Kingdom National health services is on the rise as a result of the poor organization factors.the organizational factors which have negatively affected the performance of the health section in the United kingdom are basically based on the poor organizational culture of the health section. At the same time the managerial problems are another problem that affects the success of the United Kingdom National health services. Usually in the world of today the organizations need to stay at the top of the league in the provision of services and in the profit-making. As a consequence each of the businesses needs the best managerial principles (Dolence, Michael, et al, 1997).
Since the National Health Services organization is large and a more diversified business organization, it usually differs from other organizations in the number of the managers it needs to employ so as to curb the problems which may hinder the productivity of the company. The managerial problem has been highlighted as one of the greatest problems in this organization. Usually there are no defined roles of each of the involved managers. Most of the managers are many in the number but they are regarded as the non-performers. The role of the managers is to maximize the production, but at the same time try to reduce the expenses of the organization (Alvino, Katherine, M., 1996) this has proved to be the opposite of the other. The manpower which has been put in place is enormous compared to the output which is gained.
The management has come into criticism by the public, government and the patients at large who feel that the managers are non-performers. Moreover the managers face a lot of the stresses which hinder the working environment.They have been subjected to external pressure from the ministry and the general public with an inclusion of the patients. At the same time these managers face the internal pressures from their own colleagues since the decisions are made by many individuals which have led to lack of understanding thus reducing the productivity of the organization. Another factor that has been one of the problems in this organization is lack of teamwork. For any organization to be successful teamwork is vital and this must be done with the help of the proper channeling of the information from one personality to another. At the same time the management has found it to be a complex duty of managing the professional staff who own their own view are interested in their working ethics rather than on the management issues.
Most of the problems in the United Kingdom National Health service are the managerial problem and the poor environmental working environment. The major point of the managers of all companies regardless of the size and the kind of an organization is to prevent the crisis which may arise in the company. Consequently the management should ensure the proper public relations in the , the trust between the managers and the public in general was poor. Even the patients had criticized the roles played by the managers. The management of this health department should follow the military model which dictates that the management functioning has to operate down the pyramid, whereby each level should have relatively reduced authority with much of the authorities concentrated on the top. There should be some division which will outline the operation of the staff and the managers.
A company can be successful without the help of the managers for example the” In Enterprise Systems” which is an Information technology company proved to be successful without the involvement of the company managers. This company which was established in 1997 claims that “we wanted plenty of leadership, but we wanted dynamic leadership that could change as the situation warranted.” Managers can be as useful as possible, but what is needed most is the person who can deliver without having much internal and external pressure. In this situation all employers had the same authority and the same responsibilities hence making everybody become responsible in the running of this company. This was promoted by the fact that all employers were the co-owners of the company. In this order everyone who was hired was given some shares after the duration of the six months and the three primary founders retained most of the shares. The decision-making of the company was distributed to each individual in regard to the willingness one had in response to the experience he or she had in the specific field. The roles were divided into finance, website and the personnel management departments. Thus at least all of the responsibilities were carried out by those who liked them the most hence giving the company the best services ever. The organizational culture of this company was highly outstanding in nature. Every two weeks, all employees had general meetings which made them make some decisions and at this time if voting was needed , everybody was equal in the decision making despite of one having seniority complex. At the same time this company had a task force that analyzed the performance of the company. Even the budget was consequently voted, thus considering all views of the employees.
This model of management in this company had a lot of advantages. For instance the ownership was universal among the employees hence the decisions which were to be made by all would fit all individuals. At the same time the employees were motivated as they were part of the learning committee. Moreover the decisions were implemented up to the highest capacity since they were the same people who had to put them in place. In conclusion some of the companies can work without the presence of the managers if the organizational culture is good. There was no dictatorship in this type of company. Each of the members was made to bear the responsibilities of the company. Moreover since the losses were to be shared everybody made sure that he or she avoided the circumstances which were to lead to the occurrence of the losses in the company. It was found that the decisions which were made were the standard ones since they were to be voted before being regularized.
The regular consultation of this company was of much importance in this company, this would help the owners who were at the same time the employees to notice some problems in the company. Consequently this technique whereby the owners acted as the employees of the company reduced the expenses of the company as it reduced the manpower costs. The main aim of any business organization is to maximize the profit and one method of getting such a target is to reduce the number of the workers in any organization. However this model of the business management had one shortfall which was basically the time management problem. Actually the time consumed while making decisions was much as they could call meetings regularly and try to vote on the decisions to be made. This may be politicized sometimes to fit the views of some individuals who may want to monopolize the situation.
In conclusion it can be outlined that some organizations can work without the managers, but the presence of the managers is essential so as to promote the management practices in any organization. At the same time the leadership should be Marjory exercised at the point where it will bring out some impact, but the top should have leadership since it will provide the direction to which the business is moving.
Bibliography
Alef, Edward R & Berg, Daniel (1996), The learning factory, Lanham, MD, University Press of America.
Alvino, Katherine M (1996), Strategic planning: A human resource tool for higher education, College and University Personnel Association press, Washington, D.C.
Brown, L.R, Flavin, C & Postel, S (1991), How to Shape an Environmentally Sustainable Globe, W.W. Norton, New York.
Dolence, Michael, G., et al (1997), Working towards strategic change: A step-by- step guide to the planning process, Jossey-Bass, San Francisco.