Gerry Robinson was never intimidated by the complexity of the NHS
which is the third largest organisation in the world. He said "Good
management is simply good management, no difference between managing a corner
shop and large organisation such as NHS; this entails the believe and the
confidence that he could analyse and diagnose the strategic issues with NHS. He
wore Surgeon's uniform in order to come across as a legitimate expert in the
medical field rather than wearing a suit and tie for appearing to be
bureaucratic office manager.
Gerry Robinson was able to question all the different groups
involved in the hospital such as the management, consultants and nurses. He
found out that there were no structure in the internal management of the
hospital for example nobody could positively indentify who was in charge and
the management could not enforce any policy and are there as caretakers. He
found out that waiting time could be dramatically reduced by persuading the consultants/surgeons
to work on Fridays.
What
did you learn about persuasion and influencing from the case study and from
today’s session?
Gerry
Robinson persuaded by bringing facts that theatres are poorly utilised and revealed
that many theatres are just empty and can definitely be used for operations. He
also persuaded that doctors could work a little bit more hours.
How
does this case study compare with Carrefour? Any major similarities or
differences?
Carrefour's
strategic issues are loosing profit by not embracing technological changes such
as providing online services as well as the company's creditors are asking for quick
turnaround of profit-making which does not give a chance for the process of
changes to take an effect into converting the organisation to be profitable.
However NHS's issues is organisational structure failure which resulted long
waiting lists for patients. The similarity is that both organisations are not
meeting their targets and both leaders of the organisations failed to persuade
their respective followers to embrace their ideologies.
