Every company should be ready to deal with change. It is essential that organizations can manage and sustainably oversee any transitions or changes within their company. Change management can be defined as the act of recognising the need for changes and then setting the strategy and process to implement them (Research in Organizational Change and Development (2014)). The process must be enjoyable for both customers and employees and ensure employee and customer acceptance. This study examines the management of change within the National Health Service as it changes from Primary Care Trusts and Clinical Commissioning Groups.
The United Kingdom’s health service regulator, the National Health Service (NHS), is responsible for regulating the provision of healthcare services. It has developed a strategy that allows it to be flexible in response to changes in the healthcare system. This will ensure a community-based response. The organization promised to reform its structure to provide effective healthcare in England. It replaced the PCTs, which were responsible for providing care in local authorities, with current Clinical Commissioning Groups. To better service local customers and patients, the adjustment was necessary to meet administrative needs. Due to its perceived disruption of the healthcare industry and debarment on health, opposition was strong from both political and social groups.
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