Week 3 NHS

Gerry Robinson is a manager, which knows what needs to be done. But before that, the problem needs to be understood. And that is exactly what he did in the NHS case. He started by asking questions, getting the big picture. Asking the staff of their opinion. It didn't take long to realise what the problem was. Bad management of the organisation, too many empty surgery theatres, no clear structure in the organisation, lack of leadership, no credibility in the leadership. The most memorable Ineffective Strategic leadership example was the lack of communication between the leader of the organisation and the staff. Objectives were not communicated in the organisation. If for example, the entire organisation would have known that they are fighting for survival, the staff might have been more aware and more involved in changing what was wrong. They all knew that there was a huge waiting list but they didn't do anything about it. The most memorable effective startegic leadership example which was applied by Mr. Robinson was to ask questions. It is crucially important to identify the problem and the only way to find the problem is by talking to the people. This is where Mr. Robinson had performed very well, by using a bridging method in order to extract as much information as possible from the employees. Different styles of influence need to be use in order to be effective in the real world. Gerry Robinson used most of the Styles in the video case study. And we can very easily observe that he knows exactly when to use each one of them and that is very important. It is extremely important to understand your positon and the position of the person you are talking to. I believe in most cases it is a variation between two styles instead of just one. If we link it to the last week's case study, a very noticeable difference can be spotted. In the Carrefour case we saw a few wrong managerial decisions whereas, in the today's case study no decisions were made at all. The CEO decided to employ a team of consultants to identify the problem and to come with solutions. Another decision was to ask Mr. Robinson to come and help. Some of the people that were employed at the hospitant didn't know who the CEO is or what he looks like. A similarity between the two case studies might be that both leaders were not fit for the job. In the group we discussed the situation in which the organisation was in and the different styles of influence used by Mr. Robinson. We didn't have too much time to discuss it in detail but it was very interesting to hear what the others have picked up from the video. Overall it was a very interesting and useful session. After today's session we can really use what we have learned in order to achieve better goals.