Primary Care Trust Case Studies

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3.1 Summary

The research focuses on how Primary Care Trusts (PCTs) employees encounter and perceive organisational change. The aim of this paper is to create evidence about change procedures and results based on a cross-sectional case study of a number of PCTs in Leicestershire and Rutland which merged from 2006 to 2007.
The reformation agenda of NHS includes a decrease in the number of PCTs, a reduction of administrative and management costs, a change so as to provide to patients a variety of choices and an alteration of the NHS’ ability to perceive and fulfil the needs.
In 2006 the PCTs were initially six and merged into two leading to a new era as staff faced changes and dismissals. Mergers may have affected negatively the employees’ wellbeing
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The study of two global companies operating in the UK, the French company Lafarge Cement UK (LCUK) and the American Rockwood Electronic Materials (REM), was conducted so as to ascertain the learning climate and capability, the effects of sub-cultures or communities on learning and the connection among OL and firm performance.
From the findings of the research it can be inferred that performance management and benchmarking are crucial elements in amelioration within LCUK. Furthermore, LCUK is not an advanced company due to the low-tech character of procedures in the industry. Moreover, strong individual learning practices exist, like training courses, assessment, rotational positioning and the unanimity between the staff, indicating that LCUK provides a satisfying level of training and evolution. Additionally, LCUK is not a learning organisation, although it utilises practices which influence learning capability (DiBella et al 1996). Finally, the employees did not acknowledge if OL was evolving performance and they could not offer concrete
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In any case, the hypothesis that learning will ameliorate future performance is evident (Fiol and Lynes, 1985, p.803). Moreover, the competence of an organisation to learn faster than its rivals may be the only sustainable competitive advantage (De Geus, 1988, p.71). Furthermore, Cangelosi and Dill (1965 as cited in Easterby-Smith and Lyles 2011, p.169) state that learning is a result of ameliorated

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