Stakeholder’s Analysis

“Change is inevitable”. Hence, there are some or the other changes which keep on happening in our surroundings which directly or indirectly gives an impact on something which is happening. Simultaneously in case of Mid Staffordshire NHS foundation trust change has an impact (Wells and Welty Peachey, 2011). There are several kinds of changes which keep on rising and these can be internal or external. Hence, there are many factors from which stakeholders plays a very important role in developing and initiating change in an organization. So, in this research report stakeholder’s analysis has been done according to which various results would be interoperated and justified according to the requirement of the institution.

Stakeholder’s analysis: Stakeholder’s analysis is a way of analyzing and diversifying various stakeholders into parts so as to assess the importance as well as the degree of impact on the business from them. In an organization, there are various people which are associated with its operations. These people have the keen interest in the performance of business directly or indirectly (Komives and Wagner, 2016). A proper attention to these people has to be given in order to have smooth operations of an institution which is working on a national level. Likewise, there are many types of stakeholder’s which are there for the NHS organization for example employees, customers (patient), shareholders etc. These are further classified into two major sections that are internal as well as external stakeholders.

Internal stakeholders include the people which work within the company or are directly related to it like- employees, owner, shareholder etc. (Birasnav, M., Rangnekar and Dalpati, 2011). External stakeholders are the people who are indirectly linked to the operations of a business such as customers, competitors etc. They have a major impact on the operation of a business. Stakeholder analysis is further done on the basis of the interest and importance of the stakeholders.

The various types of stakeholders are divided into various sections and according to that they are treated so as to amplify the growth of business (Bolman and Deal, 2017). The level of power and level of interest decides what kind of treatment has to be given to which stakeholder. This is divided into four sections and according to the importance their needs has to be met. It is classifying the key people into sections who have an influence over a business. Each one has to be priorities according the business of the company and this has to be keeping in check from time to time so as maintain the quality and work of the business. In case of this organization the stakeholders are patients to who the services are to be rendered, the people who has invested is the major stakeholder and it is classified as shareholders, the doctors and nurses who are working in the organization are also a type of stakeholders as they are rendering services in the organization so as to get their salary and so on. So these have to be categorized in the following way:

Drivers for Change

Keep satisfied: These people have to be kept satisfied as they have the keen interest in the business. There has to be proper channel of communicating with them. As they have major role to play in the success of the business (Jackson and Parry, 2011). They are the shareholder’s and the management of the company which has to be managed and satisfied by giving proper results as it has been presented and decided. The standard which has been made has to be fulfilled and achieved according to their needs as these are the key people which impact the business very closely. A decision here and there can impact the whole business of the institution. They have the highest power and the highest interest in the business.

Manage closely: These are the people who have high power but are least interested in the operations of the business. These have to be taken care from time to time and a quality has to be checked while contacting them so as to ensure that they do not get bored or irritated by the business (Burnes and By, 2012). They are the customers which are the patients to these organizations as they have a great influence on the business of the institution.

Monitor: They are the people who have the least power but a great interest in the business of the company like the promoters (Carter et al., 2013). In this organizations, the people who are ought to help the business to grow like the various companies which have set their business to perform this task only are categorized and these people are very much interested in business but do not have any kind of power in it. They support the system of the business to have proper functions and helps in reaching to the potential customers. Also, these people have a major role in the development of the organization so NHS institution must give them significance in order to have a wide range of services rendering (Nam Nguyen and Mohamed, 2011).

Keep informed: These are the people who have the least power and are not at all interested in the business. But they have to be informed about the business so that they could have all the information about the business which could be used in future (Hallinger, 2011). They are most likely the competitors of the company or an organization who plays a major role in influencing the business operations for the same. Hence, according to these criteria, the company has to divide its stakeholder’s and treats them accordingly to have the best results for its operations (Kool and van Dierendonck, 2012). This is a way in which stakeholder’s analysis is done using several parameters to measure the interests and power of the people who are associated with the business directly or indirectly. This is a very major factor in order to have successful business operations as well as to have a command over business activities in a particular field of a business. This will also assist in making sections so as to have an idea about how to work upon which section which an effectiveness and efficiency to achieve the goals of institutions (Oreg and Berson, 2011).

Barriers to Change

Drivers for change: There were many kinds of changes that have been done at the health center named Mid Staffordshire NHS Trust. All these changes are done because of several kinds of drivers. These drivers have the serious impact on the change process.

Patients: One of the biggest drivers of changes was the patients as they were not getting the type of medical services they wanted (Bolman and Deal, 2017). Many patients have died in past due to the incapable medical mechanism used inside the firm. The family of patients was very angry with the services of the firm and the management of the NHS Trust. They have reported many times in the future (Komives and Wagner, 2016).

Government: The UK government has made many rules and regulations regarding the Healthcare services hence it is important for the organizations to comply with that (Jackson and Parry, 2011). The government has been continuously monitoring these hospitals and has made many standards rules and regulations in this regard (Liker and Convis, 2011). The government wants that these organizations become more accountable to the public hence they have forced policies that drives change.

Consumerism: In the market for health and social there is an on-going mitigation to the customer directed health plans (Burnes and By, 2012). It is forcing employers to undertake greater responsibility towards the decisions that have been made in regards to decision making and their personal health behavior (Wells and Welty Peachey, 2011). Consumers these days are enforcing the Trust like NHS to make plans that include everything at very lower rates.

Health care cost: Since the cost of Healthcare services is increasing day by day and hence the company is making such kind of plans that provide services at lower cost (Renz, 2016). Firms are changing its structure as well as modes of operation so as to make maximum benefits while ensuring that health will be maintained.

Technology: There have been many kinds of technological changes that have been made in the healthcare industry (Carter and et. al., 2013). Since the NHS has not applied such technologies inside the healthcare unit hence the medical facilities were inadequate. Use of modern technological equipment helps firm in many kinds of diagnosis. Robotic arms are highly capable of doing surgical operations that are complex. Apart from this, there is much software that helps in monitoring patient health.

Leadership: In case of NHS Trust there was a lack of leadership skills which degraded the whole health system. When, new leadership understood the essentiality of making the changes (Nam Nguyen and Mohamed, 2011). They applied various check and balance measures that suggested many kinds of alterations (Birasnav, Rangnekar and Dalpati, 2011). Since NHS is a public sector firm hence the administrative complexity is on the higher side.

Performance management report: It has been concluded in the internal analysis of the NHS that there were many discrepancies in the performance of the employees. System for managing performance has been installed which empowered leaders to document all the operations within the firm and hence maintaining the standards of the organization has become easier (Hallinger, 2011).

Attitude and behavior of the employees:  There has been a continuous demand of up gradation of the behavior and attitude of the employees so that they provide better health care services (Kool and van Dierendonck, 2012). For such type of enhancements, there were changes made in the training and development program.

Economy: Since there are many kinds of changes in the economic condition of UK as well as economic reforms have been dangerous for the operations of the firm (Oreg, and Berson, 2011).

Society: Since there are many kinds of changes in the demands of the society and company was unable to meet their demands it has reduced the credibility of the firm and hence NHS trust has to make some changes (Cameron and Green, 2015).

Quality and availability of global talent pool: Since the talent pool all around the world has changed and hence it is important for the firms to have the workforce which is compatible (Kuipers and et. al., 2014). NHS has to adopt strategies for recruiting and selecting new talented staffs at the workforce.

Data management: The data management has to be in a perfect way so that company does not have to face any kind of difficulty (Yukl, 2012). Use of big data software can be highly useful. It was also essential for the briefing to the patients from time to time.

Cyber security: Since there are many kinds of data which is related to the personal information of the patients and hence NHS has to include firewall system so that data remains safe. This is related to the privacy of the patients and hence the government has to intervene in between (Grohar-Murray, DiCroce and Langan, 2016).

Research and development: Since there are many kinds of research and development that are going on in the health industry and hence firms like NHS Trust has to make sure that they also adopt such kind of research (Doppelt, 2017).

Competition: Since there are many kinds of firms that are operating with the best of medical equipment and hence companies like NHS trust has to make sure that they use proper strategies for medical activities (Wang and et. al., 2011).

Population growth: Since the population explosion has been very fast hence companies like NHS Trust have to make sure that they have the adequate amount of resources for treating everyone with equal care (Mendenhall, 2012).

Public perception: NHS trust has to make sure that they maintain their image which is very high. Since, this company has been named as the Hospital of death. It has become important for the firm to make sure that they regain faith in the minds of people and hence can attract number of people towards its business (Bolden, 2011).

Change in the production model: Since there are many kinds of changes in the models of health organization all around the UK and hence Mid Staffordshire NHS Trust has to make sure they also make the model more consumer friendly and simplify the process of getting medical attention (Vaccaro and et. al., 2012).

Risk management: Since there are many kinds of risk that are associated with the companies that are operating in the healthcare industry (Brown and Harvey, 2011). For example, if the patient dies due to any negligence of medical staff then families blame hospital and makes potential damage to the firm and hence companies have to make security changes (Vigoda-Gadot and Beeri, 2011).

Barriers to change: The obstacles which create problems in establishing a necessary change are known as barriers to change. These are the factors which have to be acknowledged in order to have any change in an organization (Cameron and Green, 2015). Sometimes there is no acceptance to change as the people who are working in a particular organization are comfortable with existing procedure nut in order to have better operation and efficiency in an activity of business operations this is necessary. Change is necessary for each and every section without it nothing can continue to work or exist as it is necessary to cope up with the requirement of the dynamic changes which are arising on a continuous basis with new challenges (Wells and Welty Peachey, 2011). So while implementing the changes in various policies in NHS institution there can be various barriers which are listed as follows:

Resistance to change: When an organization and its people work together with a project or plan they become used to it and it is difficult to establish a new procedure in it (Kuipers et al., 2014). This is so because the people in the organization are comfortable working in the existing environment and they have no acceptance for an upgraded policy or plan. This is the major barrier which creates the problem in establishing change. Likewise in health center also the current policy will be impacted which will be resisted by many of the employees and will act as a barrier to change. This is difficult to overcome initially by can be overcome by efforts and dedication for establishing the change (Yukl, 2012).  

Limitations of existing system: The existing system is very narrow in its scope and it does not have any future development is a barrier to change as the company has to develop a whole new plan for the organization which is the very costly process (Grohar-Murray, DiCroce and Langan, 2016). The existing system can also result in several problems for bringing a new change which acts as a barrier to change. The existing system is very limited and does not have any further scope so it has to be entirely changed which is also a task most of the time for the company.

Unrealistic expectations: The expectation of the people associated with the organization is very unrealistic at a time they expect a way too much from what the organization can actually offer (Doppelt, 2017). This is a huge barrier which creates a major problem for the company and has to be addressed as there are always some or the other expectation of employees and shareholders of the company when a change is introduced and if they are overlooked it creates a problem which results in conflict in the company (Wang et al., 2011). Each and every aspect of the plan and policy which is to be established must be explained clearly so that there would be no further confusion in the same context and the people will have a clear picture of what is actually going to happen.

Difficulty in understanding: Sometimes changes are very complex to understand and the people who are directly impacted by it cannot understand them which create a huge problem (Mendenhall, 2012). Hence, this can be the barrier to change as the employees may need to be provided with extra training in order to cope up with change. Like for example technological changes which results due to up gradation in technology due to various factors and it results in various kinds of difficult for people to understand them and have acted upon them (Bolden, 2011). Proper body language and the signs must be used in order to make the workers understand new things which are coming up in business so that there is no confusion.

Lack of coordination: Sometimes due to lack in the administration and management of the company there are many barriers such as coordination among employees regarding a new policy which have been introduced which creates a huge problem for the people of the company as well as act as a barrier to establish a change in a company (Vaccaro et al., 2012). The individuals may contradict each other, if there is no corporation and coordination in a company. This is the major key to unity is what company must have to operate its various function in order to achieve a common objective. Hence, this factor plays a very important role in implementing the change which is required in business (Brown and Harvey, 2011).

Lack of proper communication: If the change is not properly communicated to the people and the employees of the company than it will be a barrier to change as the operations of the company would not be carried out as they are ought to which can create major problems for the company (Liker and Convis, 2011). So a proper communication channel which reaches each and every level of the organization has to be there so as to have a proper control over change management in the company. The company will have to develop a very good system in which employees are informed properly about what and how the things are to be done and processed for the success of the business (Vigoda-Gadot and Beeri, 2011).

The above are some barrier to change which will majorly rise in Mid Staffordshire NHS trust and they will impact the implementation of change in the institution (Birasnav, Rangnekar and Dalpati, 2011). They are the major part of the whole project which has to be considered while implementing any kind change in any kind of organization. A company cannot overlook these factors in order to have success in implementation of a policy or procedure which is new for the company (Komives and Wagner, 2016).

It has been concluded by the above report that if a company have to re-implement plans or procedure for development of business it need to have a stakeholder analysis and it should maintain a complete record of each one of them so as to satisfy them completely. Also, the company has to take care of necessary changes which have to be made with the barriers arising in implementing them. Likewise, a complete analysis to improve the operations and activities of Mid Staffordshire has been justified in the above report with various suitable theories.

References

Birasnav, M., Rangnekar, S. and Dalpati, A., 2011. Transformational leadership and human capital benefits: The role of knowledge management. Leadership & Organization Development Journal, 32(2), pp.106-126.

Bolden, R., 2011. Distributed leadership in organizations: A review of theory and research. International Journal of Management Reviews, 13(3), pp.251-269.

Bolman, L.G. and Deal, T.E., 2017. Reframing organizations: Artistry, choice, and leadership. John Wiley & Sons.

Brown, D.R. and Harvey, D.F., 2011. An experiential approach to organization development.

Burnes, B. and By, R.T., 2012. Leadership and change: The case for greater ethical clarity. Journal of business ethics, 108(2), pp.239-252.

Cameron, E. and Green, M., 2015. Making sense of change management: A complete guide to the models, tools and techniques of organizational change. Kogan Page Publishers.

Carter, M.Z. and et. al., 2013. Transformational leadership, relationship quality, and employee performance during continuous incremental organizational change. Journal of Organizational Behavior, 34(7), pp.942-958.

Doppelt, B., 2017. Leading change toward sustainability: A change-management guide for business, government and civil society. Routledge.

Grohar-Murray, M.E., DiCroce, H.R. and Langan, J.C., 2016. Leadership and management in nursing. Pearson.

Hallinger, P., 2011. Leadership for learning: Lessons from 40 years of empirical research. Journal of educational administration, 49(2), pp.125-142.

Jackson, B. and Parry, K., 2011. A very short fairly interesting and reasonably cheap book about studying leadership. Sage.

Komives, S.R. and Wagner, W.E., 2016. Leadership for a better world: Understanding the social change model of leadership development. John Wiley & Sons.

Kool, M. and van Dierendonck, D., 2012. Servant leadership and commitment to change, the mediating role of justice and optimism. Journal of Organizational Change Management, 25(3), pp.422-433.

Kuipers, B.S. and et. al., 2014. The management of change in public organizations: A literature review. Public Administration, 92(1), pp.1-20.

Liker, J. and Convis, G.L., 2011. The Toyota way to lean leadership: Achieving and sustaining excellence through leadership development. McGraw-Hill Education.

Mendenhall, M.E. ed., 2012. Global leadership: Research, practice, and development. Routledge.

Nam Nguyen, H. and Mohamed, S., 2011. Leadership behaviors, organizational culture and knowledge management practices: An empirical investigation. Journal of Management Development, 30(2), pp.206-221.

Oreg, S. and Berson, Y., 2011.Leadership And Employees’Reactions To Change: The Role Of Leaders’Personal Attributes And Transformational Leadership Style.. Personnel psychology, 64(3), pp.627-659.

Renz, D.O., 2016. The Jossey-Bass handbook of nonprofit leadership and management. John Wiley & Sons.

Vaccaro, I.G. and et. al., 2012. Management innovation and leadership: The moderating role of organizational size. Journal of Management Studies, 49(1), pp.28-51.

Vigoda-Gadot, E. and Beeri, I., 2011. Change-oriented organizational citizenship behavior in public administration: The power of leadership and the cost of organizational politics. Journal of Public Administration Research and Theory, 22(3), pp.573-596.

Wang, G. and et. al., 2011. Transformational leadership and performance across criteria and levels: A meta-analytic review of 25 years of research. Group & Organization Management, 36(2), pp.223-270.

Wells, J.E. and Welty Peachey, J., 2011. Turnover intentions: do leadership behaviors and satisfaction with the leader matter?. Team Performance Management: An International Journal, 17(1/2), pp.23-40.

Yukl, G., 2012. Effective leadership behavior: What we know and what questions need more attention. The Academy of Management Perspectives, 26(4), pp.66-85.