In the 2004 plan, it was made clear that government wanted to bring comprehensive changes to social care bodies in the country by focusing on three major areas:
It was felt that social care organizations were suffering from lack of proper targets. It was also found that NHS cannot possibly work as one huge organization if all the institutions working under it did not have uniform standards and targets. Thus a need for felt to shift the focus from national to organizational improvement where:
When we see a body as an organization, we need to define its culture as well. It is the culture of the organization which governs all its actions and directs its efforts. By treating NHS as an organization that has some values and goals, we seek to build a culture for it which can be followed by all the agencies working under it. Organizational culture is defined as "the pattern of shared values and beliefs that helps individuals understand organizational functioning and thus provides them with the norms for behavior in the organization." (Deshpande, Webster, 1989) From the definition it is clear that organizational culture is directly connected with values that a firm has. ...
and thus provides them with the norms for behavior in the organization." (Deshpande, Webster, 1989) From the definition it is clear that organizational culture is directly connected with values that a firm has. If the firm believes in providing good service and attaining customer satisfaction, it would make it a point to have all its employees follow the same belief. They would all then seek to satisfy the customer by providing best possible care and service. Similarly in an organization where culture of lethargy, tardiness and hypocrisy is prevalent, employees would all be seen adhering to the same values. Culture is thus very important and by reforming NHS and assigning it goals, values and targets, the government seeks to create a culture of productivity and efficiency which would ultimately affect all social care agencies working under NHS.
Change in social care agencies can come both from internal and external sources. When we speak of internal sources, they can be anything from a change in senior management to changes in technology, to ways in which employees work. When we speak of external sources, they are usually reforms planned by the government that seek to revamp the system. Both these sources are of utmost significance since they can result in massive change related issues. Some of these changes were seen in the reforms introduced during 1980s which were driven by political ideology and economic reality (Walsh, 1989). These sought to rectify many inherent weaknesses of social care system in the country. Traditional approach to management was given up in favor of a new management style. The main weaknesses of the system included:
Clear absence of profit incentives
Improper sources of funding that excluded market
Reforms sought to