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Emergent Change Models: The Emergent Change Model

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Emergent Change Models

The emergent change model is still new to the current market, lacks a single theoretical foundation. Hinings and Greenwood’s model (1991), ‘change dynamics acknowledges the complexity of the environment in which organizations operate’. This model proposes that in order for organizations to undergo successful change operations, leadership must heed the situational constraints presented by the organization’s broader context. Furthermore, change must accommodate internal factors such as the beliefs, values, interests, and power relations within the organization. Managers must exhibit leadership in their ability to generate commitment and communicate their vision of change. (Mike K. and Partricia T. 2010). [7]

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We can nurture such cultures by encouraging team cohesion, developing a sense of team optimism about the work and building a sense of efficacy. Good leaders enable their team members to feel confident in the ability of the team to achieve its goals and deliver high quality, compassionate and inspiring care. Listen constantly and carefully in order to learn about the obstacles and hindrances those frustrate frontline staff and then work with them to overcome them. And they take the insoluble problems to more senior leaders and mandate them to help find lasting solutions that enable staff to deliver the care they wish to. Such approaches are essential if the healthcare professionals able to meet the challenges of the sector and deliver the care the public wants and …show more content…

For both patients and staffs, engagement transforms the experiences of the NHS. They feel respected, get listened and empower, and are able to influence and improve care. If staffs do not feel engaged they can spiral down into burnout, which can leave them cynical, overtired and depressed.
Shared decision making is the most important component of the engagement measure in predicting outcomes and improve patient care. That is a key challenge for leaders in the NHS. To radically promote innovation and involvement of staff at all levels in meeting the challenges the service faces in delivering high quality, safe and compassionate care to

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I see the core values of respect and dignity, commitment to quality of care, compassion, improving lives, working together for patients and everyone which is absolutely vital in my daily work. I’m excited to bring my ability to remain entirely calm in difficult and stressful situations; my eagerness of continuous improvement and unwavering passion for ensuring that quality care is provided to all

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A core aim of our health services is to ensure that National Health Service (NHS) organisations and their staff deliver the best care possible to patients (Bidgood, 2013). However, there has been numerous debates on how to measure and guarantee quality care (Bidgood, 2013). The issue of quality of care has been highlighted by the publication of the Francis Report into the failings of the Mid Staffordshire Foundation Trust between 2005 and 2009 (Francis, 2010). The report revealed poor patient experiences and highlighted a whole system failure, that should have had checks and balances in place, working to ensure patients were treated with care, dignity and suffered no harm. In addition, healthcare professionals were losing the sight of quality

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Introduction- The leadership and management are two important pillars of modern day business. “You manage things; you lead people” Grace Hopper (retired Admiral, U.S. Navy). On one hand managers, not only motivate people but they also set the course of direction and organize to achieve the targets.

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