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Essay / Research Paper Abstract
This 19 page paper considers a change that is scheduled to take place in the National Health Service; the use of the dressings/wound formulary. The paper considers what the pressures for change may be and how change can be managed, making use of theoretical models for change. The bibliography cites 11 sources.
Page Count:
19 pages (~225 words per page)
File: TS14_TEnhschange.rtf
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Unformatted sample text from the term paper:
sector also has to change, not only in response to the needs of the end users, but also as a result of public policy, accountability and the essential need to
maximise service standards and resources. The National Health Service (NHS) is such an organisation, and the wide range of various goals and broad needs of the stakeholders, can arguably, make
change in this environment even more problematic that in the commercial entombment where there will be clearer and more aligned goals. In the NHS where change is to take
place there are many difficulties, there will be policies in place to implement change within set guidelines that will consider productivity, cost and standards. The change here will be one
that looks at introducing the use of the dressings/wound formulary. The change needs to be introduced, accepted and used, with benefits gained from more effective use of resources and knowledge
without any negative impact on the patients, and the longer term goal of increasing the standard of their service. This is a complex process and one that needs to be
managed effectively and to understand this we need to look at the driving forces for change, such as policy, as well as the way change should be managed and resistance
overcome. 2. Pressures for Change Where change its to occur there have been many examples of change failing to meet the
desired goals. Changes to do with new technology and software have a failure rate of 20%, mergers and acquisitions organisational changes fail at a rate of 29% (Maurer, 1997). Reengineering
is higher at 30% and of most concern is the figure for quality improvement, which is 50% (Maurer, 1997). This ma be seen as a smaller change, but we also
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