Gerry Robinson NHS

From looking at the NHS case study (documentary BBC2) where Gerry Robinson took a hands-on approach into understanding why the hospital had a backlog with patients, he realised the hospital lacked certain organisational and managerial skills.

I have learned that there are more than one ways to skin a cat:, effective strategic leadership such as, listening to the staff, having good communication skills and good interaction skills, is good as it shows that.... 

 The hospital has more ineffective examples in comparison to effective ones, in terms of strategic leadership the workers lacked enthusiasm.
They did not show effective time management and scheduling of slots for the use of the theatres,

 I noticed this during the interview Gerry had with the consultants. There wasn't flexibility amongst the consultants in terms of time management, The bureaucratic form of the organisation shows that there was no 'chain of command' hence why no formal structure worked for them due to the barriers mentioned above.

 In addition, the hierarchy was broken down into different groups or sects as the managers, consultants and nurses where looked at with different 'eyes' as if to say 'our job roles are more important than yours'.  

EFFECTIVE: Gerry helped bridge the gap by adopting good communication skills, he listened to the views and opinions of the staff by asking lots of questions. 
This showed that they were willing to do something about the present state of the NHS and they seemed ready to accept change. 

 I learned that the ability to influence depends on having the tools to adopt different styles, being sensitive to situations so as to know what style to use and also having the confidence to use the appropriate style.  

Gerry used different styles of influence in the documentary, he also persuaded the staff to be assertive in certain areas of their work, eg: he asked the consultants to state their needs and demand certain figures they required rather than wait for the figues to be handed to them. 

He also used "bridging: pull style" as he asked them questions to find out what/how they would like the (organisation)hospital to be run. 

There are similar traits the NHS case study has to the Carrefour case study. 

1. They both had a hierarchy 

2. They both lacked organisational skills 

3. They both lacked management/managerial skills 

4. They both needed a "change" 

5. They both needed a stern chain of command. As the managers for both organisations didn't seem to be assertive and in control. 
The group work went well as we got to put what we learned into practice by role play. 
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CARREFOUR THE UNADAPTABLE

I think the company (carrefour) is still standing on solid grounds, but could lose their balance (like a toddler) they should be aiming at becoming the worlds-FIRST biggest retailer as this would ultimately help increase their market share and also their sales evidently. This can be done by adapting strategic and organisational and management skills. 
I think Lars Olofsson could have done a better job in the long term but absolutely nothing in the short term, my reason being he could not adapt with 'change', we live in a world where you either keep up with the jones' or get left behind so to speak. He also couldn't have done anything in the short term as it seems he was under pressure. A lack of communication with the shareholders also didn't help his reputation at large. 
A good strategic leader would firstly find a way to adapt to the markets changing "lifestyle" by doing so he should have cut costs as this is the first way to increase profits. Like a saying goes: You can not use a whale to catch sardines....it makes no sense! 
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