Longford is a small community of approximately 3,000 people situated 20 kilometres south of Launceston. Longford lies within the Northern Midlands local government area, and has a predominantly Anglo-Saxon community. Longford Medical Services (LMS) has an active patient population of 9,905 people residing in or around Longford and employs eleven General Practitioners (GPs). In the past, some GPs experienced difficulties managing clients with mental health issues. They frequently required longer consultations, creating delays for other LMS patients, which became difficult to accommodate. There were also long delays for appointments with private psychiatrists, Tasmanian Psychiatric Services, and other programs that must be accessed in Launceston. As in other small communities, transport options are limited. The MHNIP commenced in Longford in early 2009. This coincided with the closure of a residential psychiatric service (Howard Hill) in Longford. Medical services are delivered from two LMS premises. The main site is in Longford itself, and a smaller surgery is located in Perth, 8 kms away. In addition to medical services, a monthly hearing service is offered, and until recently a dietician was also available. The MHNIP nurse is employed directly by Longford Medical Services Pty Ltd. on a permanent part-time basis. Due to space restrictions, the MHNIP works from the Perth clinic, which is not ideal since the majority of clients live in or around Longford, and this location isolates the nurse from the main practice. The offer of home visits is used to increase access to the service. LMS is currently seeking funds to increase the number of consulting rooms at their Longford premises in order to co-locate the nurse in the future.
Leadership theories can be featured generally as being concerned with who leads, how they lead, under what circumstances they lead, as well as who follows the leader. One of the earliest approaches to studying leadership is the trait approach. This approach emphasises leaders attributes such as personality, motives, values and skills. Underlying the trait approach is the assumption that some people are natural leaders, endowed with certain traits not possessed by other people (Yukl, 2006). Deficiencies in trait theories led researchers in the early 1950s to begin studying the specific behaviours exhibited by leaders (French, 2007). The behavioural approach...
This indicated a change from the assumption that leaders are born to the notion that leaders could be developed (Yukl, 2006). The attractiveness of the concept of leadership style clearly lies in the possibility of labeling and objectifying an otherwise confusing diversity of behaviours. As a response to the findings that leadership styles differ across contexts, theories taking into account situational factors have lately gained popularity (Yukl, 2006). This body of theory was developed to reconcile the differences among the findings within behavioural approaches to leadership. Situational approaches emphasise the importance of contextual factors influence on leadership processes. These theories that explain leadership effectiveness in terms of situational moderator variables are also called contingency theories of leadership (Yukl, 2006; Warnstam, 2008).
On a holistic level, the interpretation of environmental scanning ought to lead to the creation of a vision that is aligned with a best estimate of the future environment. The organization's vision represents an idealized representation of what the organization should strive to become. The subsequently developed strategy, however, should explicitly align ends (objectives), ways (concepts and methods), and means (resources) to ensure the organization's resources are committed in a manner that allow the organization to succeed in its current and future environments -- in short -- to enact the vision (Carter, Ulrich & Goldsmith, 2012). Strategic leaders must therefore ensure that they align the vision with their interpretation of the changing environment, and that the organization's strategy is aligned with this vision. Similarly, the structure, culture, personnel policies, and technology also need to be aligned with the vision and strategy in order to achieve the vision and maintain competitive advantage (Gerras et.al, 2010; Fuller & Green, 2005). Leadership in this study refers to: the ability of an individual to influence, motivate, and enable others to contribute towards the effectiveness and success of the organization (LMS) of which they are members (House et al., 2002).
A "one-size-fits-all" approach is not effective for change management. Implementing an enterprise resource planning solution on LMS requires change management to be successful. Change management…
Yes, the merger may have been a good idea in the beginning and would have allowed both companies to form a considerable economy of scale, but only if they could work out their differences and be able to make the changes necessary. According to Lewin's model they never even got past the first age, therefore they were never able to make the changes in the first place. A merger requires
Leadership Self-Assessment Analysis In the wake of the corporal scandals of Enron and the Arthur Anderson Company, there have been increased calls for strong ethical leadership. Leadership had always been regarded as a key factor in ensuring the effectiveness of any organization. However, new models are also being developed to challenge the limitations of the prevailing classical theories of leadership. This paper argues for a tempered approach, one that combines effective leadership
Change Management Organizational Change Organizational change aims at ensuring that the implementation of changes in an organization is smooth and successful. Moreover, it ensures that the benefits of these changes are achievable (Burke 2010). The introduction of social media and technology has recently had much effect on business in the recent past. Accessing information by the organization is easier nowadays thus; the need for introducing changes to business to cope with the
Change Management in Public Organizations Change management involves an organization moving through adjustments to bring it into a different point in its development (Anderson & Anderson, 2001). Companies are almost always changing and growing, but when change management is involved these changes are calculated and they take place in a planned way. The goal is to move the company forward so that it can continue to grow and develop with the
Change Management Fabrication International CHANGE Management AT FI (i) Critical Assessment of Investment-Appraisal Process The investment appraisal process at Fabrication International (FI) is divided into four distinct steps. This appraisal process reflects the values and concerns of top management that it seeks to realize during the decision making process. FI is marked by traditional expectations of doing business. It expects its long time customers to continue doing business with it irrespective of economic realities.
Leadership vs. Management It has often been said that a manager is what one does, and a leader is who one is. The leading theorists who are studying management and leadership have a myriad of studies that support this contention of leadership being more inherently linked to who a person is (Fitzgerald, Schutte, 2010). From my experiences, this is certainly the case. The best managers are much like technicians who know