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NHS Values

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Recommended: Leadership in healthcare organisations

The NHS is the pride of Britain being the fifth largest employer in the world. It is more than a health service provider. It is part of who we are. It never fails to hit the headlines almost every day for various achievements, underperformance or deficit. It has become every political party's agenda to have proposals of how to protect, preserve, enhance and improve performance of the NHS. The core of the NHS lies in the millions of staff working tirelessly to provide the best possible care for the patient. Like with any other large business organizations the NHS faces innumerable challenges. But what sets it apart from other businesses is the fact that the NHS core values are centered on the well being of patients. It strives to achieve the …show more content…

They must be adaptable and flexible to take the lead in responding to the needs of people of all ages in a variety of circumstances, including situations where immediate or urgent care is needed (NMC Standards for competence for registered nurses,2010)
My organization, University Hospitals Southampton (UHS) NHS values and vision is to put patients first, working together and improving always. UHS values the importance of leadership and invests heavily in grooming its staff members with the importance of good leadership. The trust is striving to develop a culture of leadership (2020 vision UHS). Senior clinicians and managers in the trust are encouraged to join the leadership …show more content…

1. Action centred leadership
2. Situational leadership
3. Management by Walking Around: Leadership Style (MBWA)

John Adair’s action centred leadership focuses on the skills of leadership.
It works with the NHS on a day to day basis. It works by recognizing the task, identifying the individuals performing the task and by doing the task collectively as a team. The success of this type of leadership lies in effectively working well together, by focusing on each team member identifying the task on hand and working in unison to fulfill the task collectively as a team. The core functions needed for the success of this leadership are Planning- planning the task, the people who would be performing the task and the team that will be working on the task.
Initiating-briefing, task allocation, setting standards
Controlling-maintaining standards, ensuring progress, ongoing decision-making
Supporting-individuals' contributions, encouraging, team spirit, reconciling, morale
Informing-clarifying tasks and plans, updating, receiving feedback and interpreting
Evaluating- feasibility of ideas, performance, enabling self

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This is continued to be developed; established 'dignity champions ' to make a difference locally. Human Right in Healthcare -A Framework for Local Action 2007/08 Is a framework that assist local NHS Trust so they can develop and apply human right approaches in the design and delivery of their services The service focus on FREDA values which are Fairness, Respect, Equality ,Dignity and Autonomy Organisational policies: There are guidelines that provide the basis on which an organisation can develop their own policies. Regardless the size of the organisation all must have polices and guidelines on expected for staff, good practice in the delivery of care and the support of individuals.

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Patients are our priority and when there is any complaint from their side, it should be handled and sorted

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In March 2011 seven principles has been published which have been followed by the NHS core values, which is called the NHS constitution. First principle is that the NHS provides the best possible service for everyone without considering their gender, religion, beliefs, age or sexual orientation and help them to improve their mental and physical wellbeing. Second principle is service being available for everyone for free. Service users don’t have to pay

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The NHS Constitution established the principles and values that are fundamental to service users on how appropriate clinical decisions are made for the delivery of quality care (Department of Health 2010). It provides explicit information for patients to understand their care, what to expect, and feel more empowered involving in their own care (DH 2010). The NHS constitution explains the behaviour expected from stakeholders such as staff, patients and the public (DH 2010). This prevent the government from making alteration and give the NHS complete autonomy and protection against political change without the full involvement of stakeholders to achieve transparency in the delivery of care (DH 2010).

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Health care provider need to be open and transparent to the service user and the health care commissioner on how the service are. One way of doing this is to use relevant NICE guidance and quality standards to show where high quality care is being provided and highlight areas for improvement REF. The care quality commission (CQC) was established in 2009 to independently regulate, monitor, rate and inspect health and social care services in England, Its duty is to register providers and managers who meet the legal requirement to offer health and social care service to the people. REF CQC make sure the organisation meet the fundamental standards of quality and safety and also they have the right to publish what they find including performance rating to help people choose care.

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(Newman, K. and Maylor, U. (2002) ‘The NHS plan: Nurse satisfaction, commitment and retention strategies’, Health Services Management Research, 15(2), pp. 93–105. doi: 10.1258/0951484021912860.) Health can be affected by a number of reasons including social issues, and discrimination. The NHS aim to ensure that their services and employment practices are a true picture of the commitment to equal rights and opportunities.

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Both, Brooker’s and the health foundation’s principles emphasise the importance of valuing and treating patients with dignity while providing care, this is important as it empowers the patient and helps the health professionals see their patients as a person instead of their medical conditions only. Treating patients with dignity also corresponds with the set of values 6Cs (NHS 2013).   The 6C’s are Care, compassion, commitment, competence, courage and communication.

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Leadership has many definitions. Chin, Desormeaux, and Sawyer (2016) define leadership as a relationship between followers and a leader with the intent to promote change through a mutual vision. Therefore, leaders are active influences in the outcome of organizations, through their decision-making, strategies, and influence on followers (Dinh et al., 2014). Additionally, in the nursing context, it has been documented that a leader 's style plays a factor in patient outcomes (Fischer, 2016). Indeed, in an ever-changing, complex health care environment, nursing leadership has become a crucial factor in managing challenges and maintaining patient safety (Fischer, 2016).

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In the light of the undeniable correlation between privacy and dignity in care and the quality of care delivery; moreover, concluding findings of Francis Report (2013), the NHS embedded those issues in healthcare development framework. To improve quality of care, identify good practice and promote patient - centred care Department of Health introduced ‘Essence of Care’ benchmark. One of ten benchmarks depicts respect and dignity and describes best practices to ensure those values are maintained in care likewise identify general issues affecting best practice. To preserve dignity healthcare staff must consider various factors like: individual needs including ethnicity or religion, protecting patient’s confidentiality and ensure safety and respect personal boundaries. Best practice might be additionally compromised by poor leadership, lack of appropriate training or poor documentation (DH,

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Previously, majority of healthcare systems were driven by other goals such as ensuring enhanced care access, containing the costs of healthcare delivery, and promoting patient convenience/customer service in a bid to improve the efficiency and quality of healthcare. However, the financial collapse had far-reaching consequences for the healthcare systems as it

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The quality of service provision is often compromised by the push and pull of time versus money; irrespective of the human needs of the service user or the toll or indeed, the physical and emotional toll on the care worker. (Madeleine Bunting, Guardian,

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The job of ensuring quality Healthcare does not lie on the providers alone but health consumers on the other hand also have to play their part to prevent ill health in order not to waste the limited resources. However, the process of ensuring quality healthcare is not black or white. This is because Health

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As I journal on these area it help me to develop a strategy plan to work on both of these areas in order to grow and develop into an authentic leader. My overall perspective of the relevance and applicability of the Authentic Leadership framework is that as you continue to grow and develop. As a leader, we must understand that this is a process and will take time to learn how to be an authentic leader. I believe that

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For example, selecting experienced employees and delegate authority to them for resolving problems (Yukl and Mahsud, 2010). This will lessen the stress of management and leadership to guide the team effectively towards accomplishing the organisational

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They are able to connect, communicate and coordinate across multiple departments, professional opinions and voices, and the daily schedules of patients. Advocating and designing care with the patient and family is a true skills set and cultural attribute that adds tremendously to a culture of safety and patient – centeredness but requires the most able leadership to build these bridges across the many professionals engaged in care. Building this culture is a leadership challenge and there is no one in my experience better able to make these changes than nursing leaders ( Maureen Bisognano, 2009). Nurses should not just be at the bedside or within the nursing community but must be involved as leaders and decision – makers throughout the healthcare system. As Maureen Bisognano (2009) points out, the best nurses are accomplished envoys among different players and interests involved in direct patient care, which is a skill needed throughout organizations and businesses, not just in hospitals or

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