INTRODUCTION
My strategic manager PDP and the strategic direction of my COMPANY X will evaluate my strategic management skill to accomplish the ambitions and the objectives of my COMPANY X. I will also clarify the procedures and methods I have used for my future strategic management skills that are needed to become a successful senior strategic manager.
In London live around 7,553,000 people, MY COMPANYemploys over 5,000 staff, and we have a turnover of £454 million.
The main strengths of my NHS Trust are an excellent, dedicated, trustworthy, cooperative, and hardworking staff.
At MY COMPANY X, our vision is aspiring to provide brilliant care for all our patients. As part of my NHS Trust and catering department within the Estates and Facilities department, Sustenation Food Production Unit is the art of state-building, build with European Union funding. We prepare daily for 2000 patients, three restaurants and three coffee shops.
1.1 – Analyse The Strategic Direction Of The Organisation
NHS experience a continuous and increasing range of challenges, and the MY COMPANY strategy has been developed for an extensive health and social care system in London. There will be 99 million in funding in the future, because of increased demands from the ageing majority population of London, who are living longer with multiple health conditions.
During developing the MY COMPANY strategy, our leaders and staff will be focused on how we should respond to meet people’s needs. It was taking into consideration to seek the views of our patients and stakeholders, as their feedback has helped shape our strategy.
To make a positive transformation in my workplace, I need my commitment and passion, to improve the facilities for our patients at MY COMPANY NHS Trust as highlighted on our NHS Trust Strategy. By presenting a strategy as a pattern in a stream of decision, where strategic leaders intermediate among significant environmental burdens and our NHS Trust bureaucratic system (Mintzberg, 1979).From deliberate to emergent, we can apply different strategies, by embodying advanced planning. Also, Mintzberg & Waters(1985) suggest that operational strategy makers are using both emergent and deliberate tactics for the organisational and environmental conditions. (Developing and implementing a strategy for benefits realisation,2010).
There are innovative models of healthcare, but they are not implemented in everyday practice. I need to evaluate deliberate and emergent strategies, performed by our NHS strategic managers, to break the barriers to the normalisation of a specific framework of person-centred care (PCC) and to discover how the recipients of person-centred care recognise the strategic path of the Company Y NHS Trust.
To understand the way the strategic direction of my NHS trust is delivered has to be taken into account the MY COMPANY structures, assumptions, attitudes, and how senior strategic managers handle potential or actual day to day challenges. According to Mintzberg and Water, on deliberate and emergent strategies hast to be added to the nature of implementation of these strategies.
Deliberate strategies are usually used for a specific agenda of my NHS Trust, and developing strategy often arise in reaction to likelihoods which come across when following the deliberate strategy. (O Naldermirci, 2017)
In addition to a deliberate strategy, I have identified emergent strategies to normalize person-centred care on MY COMPANY by :
- By creating and sustaining unity in small communicating groups
- Interpreting person-centred care more flexibly on specific local situations
- Between professional groups, enforcing teamwork.
These strategies lead to the patients recognizing person-centred care as a sense of ease, non-hierarchical communication and appreciation of inter-professional congruity.
Normalization process theory is valuable in analysing emergent and deliberate strategies involving normalization mechanisms. Not always emergent strategies are used in implementation of minor solutions to problems, but as tools, skills or practices settled to its site of origin. It is important to consider our patients’ perceptions to assess the outcomes, patients and employees may have a different point of view for their implementation.
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