Organisational behaviour: understanding people in healthcare organisations
Robert Jones, Fiona Jenkins in Key Topics in Healthcare Management, 2018
Clinical governance and human resource management strategies improves the quality of patient care through both individual and organisational initiatives.38 As the volume of activity increases within health related groups benefits and performance efficiencies are observed as staff become more practised in managing and caring for a particular patient group. Contingency theory suggests that some managerial approaches would work for some groups of patients and types of services and not for others. NHS Trusts also differ in the extent to which departments such as finance and human resources staff are devolved from professional departments into wider management teams. The extent to which medical staff are involved in management is also a distinguishing feature of some NHS Trusts, which might have a bearing on power sharing and levels of responsibility.
The jigsaw of reform: pushing the parameters
Robert Jones, Fiona Jenkins, Penny Humphris, Karen Middleton in Managing Money, Measurement and Marketing in the Allied Health Professions, 2018
Early in the 20th century it was suggested that successful leaders possessed certain inherent qualities. This so-called ‘trait theory approach’ attempted to identify personality-based characteristics. Later it was demonstrated that success was often achieved despite the application of less desirable styles and behaviour. These limitations led to the application of ‘contingency theory’, indicating that it was not leadership style as such that led to effective leadership but the ability of the leader to adapt their style to the needs of their followers. The balance between the needs of the team, its members and the tasks to be undertaken all need to be weighed up to obtain the desired outcomes. Therefore, the desired models of leadership are both transactional and transformational.
Roles and models of leadership
Peter Spurgeon, John Clark, Chris Ham, Sir Bruce Keogh in Medical Leadership: From the Dark Side to Centre Stage, 2017
Willcocks (2005) provides a very succinct account of the main approaches to understanding leadership and importantly attempts to relate these models in terms of their applicability to the medical world. The approaches he describes are grouped under the heading of: trait theoryleadership stylescontingency theorytransactional/transformational leadershipshared or distributed leadership.
Between Usual and Crisis Phases of a Public Health Emergency: The Mediating Role of Contingency Measures
Published in The American Journal of Bioethics, 2021
David Alfandre, Virginia Ashby Sharpe, Cynthia Geppert, Mary Beth Foglia, Kenneth Berkowitz, Barbara Chanko, Toby Schonfeld
Contingency operations are not unique to health care. Contingency theory provides a framework in the organizational planning literature to assess how business operations designed to respond to disruptions such as COVID-19 allow continuity of operations during the disruption and then recover to return to normal operations (Donaldson 2006; Essuman, Boso, and Annan 2020). A shift to contingency operations during the first wave of COVID-19 was reflected in many sectors including the shift to online learning in secondary and higher education (National Academies of Sciences Engineering and Medicine 2020), the criminal justice systems’ early release of sentenced prisoners (Akiyama, Spaulding, and Rich 2020), and the U.S. Supreme Court’s postponement of and then resumption by telephone of oral arguments (COVID-19 Announcements – Supreme Court of the United States 2020).
Related Knowledge Centers
- Evolution
- Extinction Event
- Natural Selection
- Contingency Plan