NHS

NHS and Social Policy

NHS and Social Policy

NHS Exam Question

Examine the main 'ideologies' in the debate on reform of the NHS, made by each political party

Reforms in the NHS are an opportunity for the personnel function to play a significant role in the strategic change process. The personnel function may take up a different role in relation to different issues. In response to the earlier reforms at trust level, there is an array of organizational initiatives and associated managerial rhetoric which constitutes trust strategy in response to government policy (Hudson, 2011, pp. 4). To a large extent strategy is determined at trust board level and provides a framework within which operational and support areas carry out their work. Thus we see a business planning cycle introduced in trusts, local pay initiatives, quality initiatives as a result of external auditing by bodies such as the Kings Fund, and a move in some trusts towards strategic business unit arrangements.

Review the main arguments put forward by the main political parties

The three major arguments put forward by the main political parties are as follows:

The first is mostly given in the continuity of reforms and conservative does not challenge professional autonomy.

The second, from 2000 to 2002, resulting in the launch of an ambitious program of financial and human investment, accompanied by a strengthening of regulation from the central level.

The third, which is released since 2002, is characterized by the establishment of a market mixed public / private in the NHS, and revolves around the concept of "patient choice".

Assess the key arguments put forward by the main political parties for the changes made to the NHS

The changes announced moderate concerns about the major reorganization to which the English health system was exposed. The flexibility of 2013 is positive, as is the decrease in emphasis on competition. Of course, implementation is what will the true sign of how things are going, but the wind chill is a victory for critics and shameful U-turn to the government. Under the Griffiths Report a new cadre of general (line) managers were given the strategic role of `change agents' in initiating a cultural metamorphosis within the NHS. These managers are at the epicenter of an ideological storm dominated by the rhetoric of market rationality and the severe organizational pressures which it necessarily imposes on a highly complex, and often fragile, `negotiated order', at the level of work organization and service delivery ...