Tag Archive: hierarchy


In businesses where there are groups of people working it is important that they’re able to work together. If they are not able to work together, it results in conflict and low productivity. In some cases it can result in major mistakes being made.

Ideally all members of the group should share the same ideas and goals. However in reality often the goals are shared within the team but the ideas about how to achieve that sometimes differ. This can be a good thing as long as there is good clear communication and the ability to compromise in order to get things done.

The team dynamic usually consists of degree of hierarchy, where each person is assigned a role. In a medical setting you can see this within individual departments which are smaller teams within a larger team, that is the hospital, which is a smaller team with a particular trust and so on until you get to the largest team of all the NHS.

Now we’ve all seen the stories on the news about the NHS failing, this is because their are parts of this team that are not working effectively. If you think about it logically each department is essentially a business if it does not work effectively then it loses customers this can then impact on the hospital as a whole because if you have a bad experience in one department then you are not likely to go back or at the very least reluctant to go to the hospital where you had the bad experience fearing that if you do the same thing may happen again.

There are a number of options that can be applied to rectify the situation:

  • Change the Team
  • Alter the hierarchy
  • Take Courses in team management and effectiveness

If you decided to take the 3rd option then your next question is who/where can i find these courses. Well there is a company called Medicology Ltd. This company offers a diverse range of tools to help you make your team the best it can be.

When the acknowledged father of modern management, Peter Drucker, was quoted in Fortune for saying ?Leadership is all hype. We?ve had three great leaders in this century – Hitler, Stalin & Mao? he would have found many ears, highlighting the sheer lack of understanding of what leadership actually is and the enormous benefits it can bring to both individuals and organisations. Inside this article we?ll examine not only what leadership really is but also how this relates to healthcare, why it?s so vital at the present time and what embracing its principles can really do for you in this challenging era of healthcare reform

Let’s work with an example. St Anytown NHS Trust is working with a raft of initiatives and reforms from simply balancing the books to modernising medical careers. You?re charged with reducing your departments spend by 20% without reducing throughput. You plan carefully trying to minimise the effects of cuts but as you step into implementation you find a host of adverse reactions from plain old resistance through to sickness, absence, internal bickering and even staff leaving because they have ?had enough?. Despite the careful and logical approach to organising the cost-saving initiatives, it seems that the whole department wants to disrupt it. Whereas you understand the imperative you equally sympathise with the team. Neither lessens your frustration at not being able to achieve. You?ve just uncovered the difference between effective or efficient management and a particular type of leadership. The NHS hierarchy – a singular view of leadership In common with most management scientists, Trust Boards and Government tend to view leadership as a functional part of the managers role i.e. just one of the things an effective manager does. Consequently, development of leaders is often aimed at turning doctors into managers. This helps individuals better manage staff but completely fails to fill the leadership void, or address the type of leadership that the NHS really needs right now. Whereas effectiveness in this functional leadership is vital for organisational performance, it falls way short of the ?situational? leadership needed to hold the organisation together. Yes, I am suggesting that we are getting better at managing the NHS but failing to hold the NHS together.

You probably gauge my sense of feeling in this and if you want to learn more about our approach to leadership in the NHS then try http://www.medicology.co.uk