1. Introduction and Background

The National Health Service is a big organization in UK that is responsible for providing medical services to the people of the nation. Most its equipment, for instance primary care, in-patient care, long term healthcare, ophthalmology and dentistry are at no cost when being administered. In addition to it being the world’s biggest health system it is third principal employer enterprise globally.

The hospital is composed of an administration that is ventured toward issuing a broad health service to elevate the physical and mental health of individuals by hindering, diagnosing and treating of illness. The organization is structured into three; a regional, area and district level. The organization brought a lot of disruption and was criticized leading to it being put an end in 1982.

In the 1980s, Enthoven an economist criticized the NHS for its lack of efficiency and rejection to transformation (Enthoven 1985). He desired a separation between the purchaser and provider for effectiveness in management of costs and production.

2. Aims and Objectives

The main aim of the research is to get the impact that the NHS hospital administration has brought on the hospital. The following are the objectives being pursued:

To discuss the structure of the NHS hospital;

To discuss the transformations made after the problem;

To assess the efficiency of the NHS hospital administration;

To give recommendations to the NHS hospital;

3. Literature Review

The problems in NHS hospital are attributed to poor management and not due to shortage of funding in reference to a key report. Richard Branson, an expert in management matters was called upon by the government to get way to making the NHS hospital friendlier to the clients (A Mahon Walshe, Chambers 2009). He established that the whole culture of administration of NHS was supposed to be revamped.

Another report by King’s Fund found out that the NHS is being under-managed but over-administered. Being that the quality of an organization is necessary for high performance in the health sector, in the NHS; the typical executive person occupies the office for 700 days. This brings to fact the culture where renowned leaders contend with problems from the executive offices above (BBC News July 2000; Sunaina 2012). The reports advocates for a new type of leadership where the top managers are engaged in the activities with the patients to take charge of the change and elevate the services as opposed to solving the problems in certain institutions. The report critiques the government for not evaluating the impending needs of the organization prior of the imposition of the 45% cut in NHS management posts and 33% trimming of the administration costs.

The report is quoted as saying that there is no evidence of the NHS being over-managed or being under-managed (Broad May 2011). Similarly, administration and management costs does share in the pain considering the real time growth of NHS stopping. This requires a better method to be applied. It gives an in depth view of the huge size of administrators that have come into being over the recent time to handle matters needed by the regulators and performance administrators. A fast evaluation of the information acquired is supposed to be undertaken. NHS is advised to take responsibility for its own leadership matters and quality of administration, composing of the problems and failures of the managers (Rivett 2010). Recommendation of the work is meant to be made rigid and advanced to greater heights through the establishment of the NHS Leadership Center.

The NHS hospital has approximately 45, 000 managers with an exception of the clinical managers. A survey of 2000 persons in 2010 conducted by the Local Government Association established that the public desired the spending cuts to be done on the NHS managers, (69% agreed). A review in the year before brought forth that the NHS hospital was subject to 35 contrasting regulators, auditors and accreditation centers desiring information from varied parts of the organization.

The report recommends that leadership advancement should be extended to the wards. This has been the biggest let down in the hospitals; not involving the clinicians, in a way that keeps up the management and leadership (Health Care n.d.). There similarly has to be the development of certain values on the part of the managers and leaders. Giving no or little consideration to the managers will lead to a disastrous effect on the part of NHS as well as to the patient in the short and long years to come.

4. Methodology

The method that will be used involves the comparison of information by the patients after receiving treatment from the varied NHS hospitals. This is based on the fact that the patients are the persons receiving the service and hence relevant to apply the methodology using them.

The NHS information center will provide clinical indicators for the patients to make it possible for them to acquire better selections concerning the hospital or which other NHS center they are able to get the necessary care they need (Dawe n.d.). A website would be a better choice as it is able to reach a large number of people and hence allows for easier comparison of what is received and results from the receipts received from the varied NHS hospital centers, by means of several clinical indicators acquired from the NHS organization level.

Certain clinical indictors issue patients offer patients with the indication of the comparative risk of mortality or emergency readmission after getting the needed treatment in an NHS center. Hence the cradle of clinical indicators needs comparative difficult statistical modeling, composing logistic regression and the interpretation as well as the use of confidence intervals.

The statistical model being used is composed of the patient’s age, gender, deprivation and general health status of the patient. Putting down information that is gotten from these regression models in the nature of a clinical indicator, quite important to the patients as they are required to set better decisions concerning where they are to get the necessary care. It may as well not be taken for granted that the patients are familiar with the statistics acquired. Moreover, considering that certain indicators are acquired from models which approximate the threat of mortality related to the treatment issued and the hospital, it is necessary that the modes applied by the NHS Information Center are strong, visible and independently guaranteed.

Most of the indicators would be acquired from the NHS Hospital Episode Statistics (administrative information gotten from hospital Patient Administrative Systems) which puts into records what is done by the varied NHS organizations. The repetitive use of the administrative information of the NHS data using this method is able to be helpful to both the patient and the NHS.

5. Ethical consideration

Ethics takes up a vital place in health care management and the desired goals of health care managers decide what ethic is. The NHS should not be an organization that is ventured towards getting profit rather it should just be geared towards staying in budget (Dracopoulou Nov 24, 1998). The NHS managers are brought on board to elevate the efficiency and effectiveness as done to a business.

The NHS Hospital is mean to take into account the desires of the employees, patients, suppliers and the community as a whole and not only the persons involved in the provision of finances. The staff that is involved in the hospital should be treated well where if not they are bound not to give their all in the work allocated to them.

The goals of health care management like the clinicians being responsible in what they do and becoming accountable to the public, these managers are obligate to their patients, staff and community as well as the government and their behavior should be supported by some moral principles.

6. Intended outcome

It is NHS hospital is termed to be having a serious problem. Some staff and managers have been reported to be inefficient deciding to write letters as opposed to using the latest technologies of the phone or email. The morale of the NHS Hospital staff has been quite declining regularly with the workers of the organization being offered criticized in matters of their operations ass opposed as to being praised in where they have done exemplary (Wolper 2011). The NHS is termed to being strained with managers it is termed as having one administrator for every clinical worker.

It is of benefit to elevate the level of service in the NHS Hospital; varying from name tagging the nurses to the various leadership courses for the managers. Moreover, with the lack of proper financial affiliation that is desired in the hospitals, the NHS is meant to be working for effective operations rather than financial benefit.

The problems being experienced at the NHS are due to the pressure placed on them by the top offices; take for instance the shortage of staff personal matters they are affiliated to. Such matters have been offered centers to report such matters; one is able to offer details on a no need to know basis, in the National Patient Safety Agency. This is ventured towards offering everyone a venue to lay forward their grievances for the benefit of protecting the future.

Bibliography

A Enthoven, 1985, Reflections on the management of the NHS, Nuffield Provincial Hospitals Trust.

A Mahon, K Walshe, N Chambers, 2009, A reader in health policy and management, Maidenhead: Open University Press.

BBC News, July 2000, NHS managers ‘to blame for problems, Hospital Dr.

Broad, M., May 2011, “NHS is under-managed but over-administered”

Dawe, H., Developing comparative information to help patients choose their healthcare provider,

National Health Service.

Dracopoulou, S., Nov 24, 1998, Ethics and values in health care management, Routledge London.

Health Care, An introduction to social policy, London.

Rivett G., 2010, National Health Service History: A Guide to the NHS, London.

Sunaina, 2012, The National Health Service, the NHS Blame Culture.

Wolper F., 2011, Health care administration: managing organized delivery systems, Jones & Bartlett Publishers, Canada.

Latest Assignments