Management and Development of

BSS009-2 Assessment 1

Contents
1.

Introduction........................................................................................................ 1

2.

Case study analysis............................................................................................ 1

2.1.

The Vroom-Yetton-Jago Model.......................................................................1

2.2.

Belbin Theory.............................................................................................. 2

2.3.

Great Man Theory........................................................................................ 3

3.

Conclusion:........................................................................................................ 4

4.

Recommendations.............................................................................................. 4

5.

References........................................................................................................ 4

1. Introduction

The report will show how working leadership in NHS according theories is and model
will examine of their problems between employees managers and leaders. According
theories will try solve the problem in leadership and how like group they even
communicate between them what missing for their motivation how they working with
time and their quality of work what should to change than to meet them needs. Its be
show how employees working in NHS in England which is here a system. We Will
using some models and theory about leadership and accordingly shall be governed
where their own mistakes and what do with it.
Description of Theories being used:

Trait Theory
Vroom Theory
Balbins Theory
Great Man theory

2. Case study analysis

The organization was considered to have cultural problems:

Is current NHS leadership sufficient or deficient?
2.1. The Vroom-Expectancy Model
In NHS leadership is missing effectively sufficient high quality inter professional
leadership and development. Their problem is they not working together like a team
(Vroom, 1964). There is not any mutual communication and trust .The Vroom Theory
says should be more concentration of mutual decision. The leader should collect
information from the followers and then make decision (boundless, n.d.) ( Teas, 1993).
They should be work together like team and discuses about all together than the
leader should do decision (Larry et al, 1987). Collect all information and their
knowledge from followers is could be for leader very important thats why leader and
his team should be working together and should it respond to the demands from
each taken separately than the major decision should do the leader alone his self.

In case it does work as team decreases the cooperation and mutual support and can
be threaten the quality and performance of work depends to a nearly incorrect
information (Seongsin, 2007)

2.2. Belbin Theory

The leadership challenge- is the NHS up to it? `
Recently surveyed their members and found that over three quarters (78%) satisfied
of managers believe that patient care is at risk due to a lack of proper staff training
and development. This training gap has resulted, according to 87% of those
surveyed, in low team morale, a lack of confidence. It should identify the strengths
and weaknesses of our employees and according to them the drive and should cater
for all and everyone could be satisfied of managers believe that patient care is at risk
due to a lack of proper staff training and development... Manager can implement the
belbin theory by finding out what team roles the employee falls under. Belbin Theory
has nine team roles. His leader should be measure weakness and strong side of
employees. Belbins team roles are based on observed behaviour and interpersonal
styles. The leader should has in mind that everyone is different by Belbin theory is
should be focus of people research of them behaviour and put them like team
according to their properties would be divided into team and try to work together.
should begin to distinguish each worker separately find out about everybody in
particular their motivation the reason why there actually are their targets what fills out
this activity job how much they care to be valued at their excellent activity works
implemented compartmentalize their skills and according to their skills divided into
their tasks. The leader should be control everything and check who is not strong
enough should to take training. If they take note to characterize the properties of the
workers is possible to avoid this one the problem in the NHS.
Because of the staff has not undergone any training session lack of trust was
established so employees and is at risk for patients. First of all manager had to do
research under what pressure employees working in the NHS what their motivation
is another step the most important manager had to provide for everyone employees

training and supervision in the case provided for every job well done had to manager
will offer a reward of positive expectations. Due to lack of training can be also
endangered and lives of patients.

2.3. Great Man Theory

In case study the manager using heroic leadership models. The employees dont
have opportunity to speak with manager about them feeling they dont have a
chance to comment anything and cannot control their work performance. In Great
Man Theory should be come manager who is the leader who has the character and
qualities to lead the people to succeed , but he definitely should have the right stuff
which is not equally present in all. In NHS they need leader who is not scare lead of
people who can control their performance of their work who was born like leader and
give them chance to talk about their problems about their needs and find it their
common goal and work of them. If they will find right leader manager can help their
situation how to lead of people and lead in right way NHS. Command instead should
improve communication between employer should it be given the correct supervisor
and begin to work together and improve communication between themselves and
ensure the proper performance of work.
Heroic leadership models are detrimental to workers handing out orders and
commands only leads in the wrong direction to lead their employers. If take note how
important it is for the company to their employers have done their work carefully with
the best quality, then you need to evaluate and search employer to provide special
about everybody as much as possible according to their characteristics and
profession assign duties to who is best suited closer. If every employer gets a
definite role in the work to which is best suited can expect good results and wait a
job well done for customers.
If the workers be not listening from manager and manager will not listen their
workers an employee not to pay attention to who as a service worker the right to
pursue if it is properly allocated by the right staff faces a danger we can expect
quality work and loss of customers

3. Conclusion:
The point of analysis is to understand why in NHS why problems is, that why is
important to use theories and model and make it analysis of them.

Get into the

depth of their leader, and understand their behaviour and reasoning where was
found it the biggest problem, and that is need replace and use of theory and model
for improving leadership and communication between them It is found that in NHS
has very big problem with leadership. As per Vroom`s expectancy theory there is
need to implement there is a gap in communication as the leaders are not linking the
expectancy with the rewards. The gap in the leadership is affecting the motivation
level of the employees at NHS. This has to be changed with the implementation of
effective leadership. On the other hand Belbin theory application found that there has
been lack of defined roles within the NHS. Due to this employees at NHS are uncertain about their team roles. They dont have any roles which are assigned for
motivating employees at NHS. This concludes that leadership is important factor in
any organizations HR system. On the other hand great man theory implies that
leaders are born, so there is need for effective recruitment so that born leaders can
be hired not created. This concludes that effective selection of roles to born leaders
can have positive impact on the current situation of the NHS as whole.

4. Recommendations
The analysis was found it the mail problem in leadership in NHS is because the
missing professional steps how to leader their employees. Most important is select
correct the manager who is able to lead. The main purpose of discovering that
everything is up to management to the employees and how the team works and how
it is important to know about their employees as much as possible to learn to
communicate and work on shared view of information and knowledge. The leader
cannot be just anyone because it is important to being chosen the right and
consulted with all responsibility of leadership in the NHS.

5. References

Larry B. Pate, Donald C. Heiman, (1987) "A Test of the VroomYetton Decision Model
in Seven Field Settings", Personnel Review, Vol. 16 Iss: 2, pp.22 26
Seongsin Lee, (2007) "Vroom's expectancy theory and the public library customer
motivation model", Library Review, Vol. 56 Iss: 9, pp.788 796
.
Vroom, V.H. (1964), Work and Motivation, John Wiley and Sons, New York, NY.

Teas,

R.K. (1993),

Expectations,

performance

evaluation,

and

consumers

perceptions of quality,Journal of Marketing, Vol. 57, October, pp. 1834.

Denmark,

Psychology of Women Quarterly, Vol. 17, pp. 343-56.

Eagly, A.H., Johannesen-Schmidt, M.C. and Van Engen, M.L. (2003),

F.L.

(1993),

Women,

leadership

and

empowerment,

Transformational, transactional and Laissez-Faire leadership styles: a

meta-analysis comparing women and men, Psychological Bulletin,

American Psychological Association, Vol. 129 No. 4, pp. 569-91.

Homer, Melissa. (1997). Leadership theory: Past, present and future. Team
Performance Management, 3(4), 270. Retrieved October 6, 2004, from

Proquest Database.
Locke, E.A. (1968). Toward a theory of task motivation and incentives.

Organizational Behavior and Human Performance, 3, 157-189.

Belbin, R. Meredith, Management Teams, John Wiley & Sons, New York,
1981. Belbin, Meredith, Team Roles at Work, Butterworth-Heinemann, Ltd,
Oxford, 1993.