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Improvement in Costs, Timelines or Quality Within One Department Can Affect The Strategic Direction of an Organisation

International Journal of Applied Strategic Management (ISSN: 1742-8204) Volume 1 Issue 2 - Download PDF

Derrick Walker MBA
Post Grad Dip Strategic Mgt, DMS, is Training Manager at HM Prison Nottingham. He has an operational management background in Prison Healthcare.

Introduction

The establishment of market testing, resulting in some prisons being run by the private sector, has placed importance on the aspect of competition within the industry, causing the prison service to think differently about its long-term strategy. Prison service jobs in the public sector can no longer be considered as ‘for life’ and with market testing there is a real risk of redundancies. If one department within the organisation can produce an improvement in costs, timeliness or quality, then this can have a significant effect on the strategic direction of the organisation. The practicable outcome from the evidence in this report was to reduce waiting times of prisoner patients and staff resources, by up to twenty hours a week, and to improve the quality of healthcare services in Nottingham prison for remand prisoners (prisoners remanded into custody by either magistrates or Crown court). The Transformational Process Model from Slack et al. (1998) was used to analyse the processing of prisoners through reception health screening, which was having the effect of delaying the start of the prison induction unit by up to ninety minutes each day. Using evidence from interviews and focus groups, and analysis of a literature review , the practicable outcomes have been an improvement in timeliness, an overall saving of 20 man-hours a week and, by inference, an improvement in the quality of both healthcare services and the induction programme.

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