In this assignment I have been asked to discover the mission, values and key objectives of two organisations. For organisations this is essential, as if they do not know where they are going, they cannot tell if they have arrived. This is often called strategic planning; we can determine what an organisation wants and its needs, like it is a living thing and has to survive. We must understand within a business system, its ideals and realisation will always be accountable for. The two organisations I have selected to focus on are:
The NHS Bupa With the origins of organisations, they have fundamental properties that attach some structure within a belief system to comply and seem socially acceptable and be able to adapt within the current views of society. Organisations are social arrangements for the collected performance of collective goals. As time goes by, old ideas become obsolete, new sustainable development becomes the trend and that then seems to become socially acceptable in this not so perfect world.
When an organisation starts, it then must find a foundation, values and cultural norms to meet the expectations of the thriving human race. So when we look at the NHS and Bupa as healthcare services currently operating in the country, we’re able to see its specific direction in its mission discovering its values and collective objectives. We will then discover its trend with business and the overall objective to succeed and gain power in its market. The NHS is national, whereas Bupa is located internationally.
You can see the differences already between the private sector and the public sector as one is based purely on different types of ownership. The NHS is mainly run under the government but as of recently some hospitals have been running under private ownership. The NHS is usually the main service that most UK citizens comply with as it is state funded through tax. With Bupa, in the UK, they currently run top up services for health insurance for the country and offer many other services such as travel insurance, health insurance, care homes, health assessments, occupational health services and childcare.
Other companies within the private sector use their profits to fund their employee’s health and safety as the perks along with the salary. Bupa first started their company paid insurance in 1950 for the BBC and continued to expand when the company bought out Spain’s largest healthcare company, Sanitas, and acquired IHI Danmark in Denmark and then Amedex in Miami to achieve global status and it is continuing to expand today launching a partnership with a Russian leading insurer. Bupa was created in the UK when ‘17 British provident associations joined together to provide healthcare for the general public’.
Bupa states “Bupa is a brand truly guided by its mission statement: ‘Taking care of the lives in our hands’. Its well-defined values guide its business and brand behaviour. As a provident association, it has no shareholders and re-invests profits back into its health and care businesses. The organisation is committed to being ethical, accountable and respectful. In communications, BUPA endeavours to project a leading and expert brand that is warm, friendly, open, accessible, caring and empathetic. ” (http://www. uperbrands. easysite. org/files/_-_Bupa_LR_3951. pdf) Its mission statement mentions that people come first after all people have created this empathetic persona that Bupa illustrates in its key objectives which “was intended to provide more services than the National Health Service (NHS) system in Britain offered. It has promoted itself as having no shareholders and existing only for its members. Initially, Bupa was purely a UK health insurance provider, offering policies to individuals, companies and other organisations.
This continues to be the largest business within the company and around half of Britain’s top companies are presently Bupa customers. ” (http://www. bupa. com/whatwedo. ) Bupa prides itself on its representation and its core business values by sharing their extensive knowledge and caring for lives and the well being of your families. “At the heart of our global business are our values. These are the principles that determine the way we behave and what we believe.
They also bring us together as a family, giving us a common culture, and they inspire trust and loyalty in our people. (http://www. bupa. com/our-commitment/our-business-values) I believe Bupa have strategically categorised their main core values and annotated it accordingly to associate this with their general objectives which is to take care of your well being. They continue to develop alongside with the NHS in Britain and guarantee the highest levels of services to all of their members who need private healthcare. Along with Bupa’s values, it concentrates on other socialist type community assistance, for example uilding health and community centres with their thousands of volunteers to help promote and raise Bupa’s value ‘care’ and give something back to the communities which they operate in. The NHS on the other hand is organised slightly differently, being publicly funded by the state coping with changes in the economy. It has not done so badly as a business, as it continues to press on globally with leading innovations in medicine. The NHS’s expenditure is split up differently with how it is funded, PCT’s are generally responsible for assessing the needs of the local population.
As the NHS is more directed within the public’s individual communities rather than a broad mission to satisfy the nation as a whole, they all have similar missions with the variation of needs by whom and what is around them. With all healthcare services, the mission statements are very similar. The NHS Mission in Stockport “is to provide a high quality, accessible and responsive service by putting our patients at the heart of everything we do. Our philosophy is to treat people how we would want to be treated and ensure that no-one tries harder for patients. ” (http://www. tockporthealth. nwest. nhs. uk/about-us/mission-statement/) As for Hillingdon, Harrow, Bath and other places in England, their core principles are similar to provide high quality of care. As the most up to date version of their vision they want to be committed to their core values and principles and then achieve their objectives generally for the patients and carers. The NHS stakeholders are the public, local authorities, and charities involved in care and giving to others. With its objectives listed above, can we find to what extent they are being implemented.
Although the NHS remains a free, national, public service, is it money well spent? Many of the NHS objectives are to continue to provide access to primary care, ensuring any citizen can see a local GP if sick or worried about health ,free of charge. The NHS has many responsibilities, some it keeps and some that are forgotten, yet it still continues to focus upon developing prevention of sickness, as well as care. People want an NHS that cares and helps people to stay healthy or become healthier and fitter with many programmes, like flu vaccines to stop smoking advice.
By doing this the Government expect the NHS to eliminate discrimination and reduce inequalities in care; and give citizens a greater say in how the NHS is run; yet we do hear about the odd debacle with the Independents report at Stafford hospital stating “cutting staffing budgets and leaving patients to fester in soiled sheets. ” At this current time, with constant changes within every country in this so called free market, the Government may finally look to privatise the parts of the NHS ‘contracting out support services – such as cleaning – to the private sector, or proposing to build hospitals under the private finance initiative. Labour oppose this idea as they believe everything should be controlled under the public sector ‘as the guarantor of standards, quality and good value. ’ http://www. guardian. co. uk/society/2001/dec/04/NHS. politics As the NHS is a free service within areas it is clearly for non profit, and we can see clearly what they want to achieve. The NHS is trying to promote equality throughout the state so that is accessible and affordable for all. Non-profits tend to focus more on matters of board development, fundraising and volunteer management. For profit organisations tend to focus more on activities to maximize profit.
As the NHS has a social responsibility that it must maintain with its stakeholders. Some argue it may be better if it was run privately but in such an economy, we can be grateful that our country has decided to have most of its services free of charge and for everyone who is a citizen. The main responsibilities with the NHS is with the public and if the services remain sustainable within its standards, values and key objectives. Whether whatever prominent desirable end, the NHS has been trying to strive for its equality in eliminating discrimination and putting patients and the public first.
With healthcare outcomes, they are usually very personal and as conflict arrives, there is a basis for compromise, as the government has asked to let bureaucracy aside and let clinicians and the public decide what is best for its public healthcare service. The NHS white paper states a shared decision making process, ‘nothing about me, without me’. As the coalition has just started, it is difficult to justify the ends of which their planning has been somewhat successful in the eyes of the stakeholders. As opinions and technology are changing, a reassured quality of life becomes a harder nut to crack.
People want choice, whether it is choice of provider or they may receive out of hours care, the NHS want a more fundamental control of the circumstances of the treatment and care you receive. The NHS clearly wants this ‘DIY’ service so individual communities do not complain higher up in the hierarchy of budget control and where the NHS goes as an organisation. The NHS solely wants local authorities to take a much bigger stake in dealing with the consumers. Although this can only mean progression if the customer is always right and there is personal care for every individual.
The framework for the outcomes that set direction for the NHS, for public health and social care, which provide for clear and unambiguous accountability, and enable better joint working. ‘The Secretary of State, through the Public Health Service, will set local authorities national objectives for improving population health outcomes. It will be for local authorities to determine how best to secure those objectives, including by commissioning services from providers of NHS care. ’ So it is up to the local authorities to deal with the wrath if the worst comes to worst.
http://www.publications.parliament.uk/pa/cm200304/cmselect/cmhealth/111/111we07.htm Equity and Excellence: Liberating the NHS