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TASK 1: Analysis of organisational culture

Organisational culture can be defined as the attitudes, values and beliefs shared by individuals and can be used to characterise an organisation. It includes guidelines in the form of social norms and mindsets that can pave the way for employees working in the organisation with respect to interaction and decision-making (Chatterjee et al., 2018). The mission of the organisation chosen in the case study, i.e. Nightingale Group Ltd. Trentham Care Centre, is to “provide high-quality care for older people in a safe, comfortable, and supportive environment” and the vision of the organisation is to be the “leading provider of care for older people in the UK.” (Care Quality Commission, 2022)

Influence of Leadership on organisational culture

Leadership plays an essential part when it comes to influencing and shaping the culture of an organisation. Leaders in an organisation possess the authority to establish, reinforce and modify values, norms and behaviours through the way they act, make decisions and set an example for others (Ertosun & Adiguzel, 2018). In the following case study involving Nightingale Group Ltd. Trentham Care Centre, the inspection report stands as a piece of evidence demonstrating the lack of leadership in the operations taking place in the care centre. The patients in the care centre did not receive their medicines safely. No leadership that could guide staff members to follow best practices was present, where the administration of medicines and the reporting of medicine errors were involved. In addition to this, the monitoring processes used to ensure the care and safety of patients were not effective and of good quality. Lastly, there was limited engagement between management and staff and service users.

Influence of Teamwork on organisational culture

Teamwork refers to the collaboration and cooperation among individuals to achieve a common goal or objective. It encompasses mutual support and coordination among the members of the team and demands the contribution of each member in the form of unique skills, perspectives and knowledge to attain a shared outcome (Driskell et al., 2018). There are various situations where the lack of teamwork is evident in the case study involving Nightingale Group Ltd. Trentham Care Centre. For instance, there was no teamwork among staff members regarding the best practices related to medication administration and reporting of medicine errors. Moreover, another instance demonstrating the same involves the medication trolley left unattended and unlocked, along with the failure to store temperature-sensitive medicine safely, showcasing a lack of accountability and responsibility.

HR and HCM

HR stands for Human Resources. It is a department within any organisation that is accountable for overseeing and management of the various aspects associated with the human capital of the organisation. The primary objective of HR is to ensure the effective management and development of the workforce operating in the organisation to support the aims and objectives of the organisation. HR plays a vital part in the optimisation of employee performance and the retention of employees. This can also be termed Human Capital Management (HCM) (Dhanpat et al., 2020).

Among the primary responsibilities, HR is firstly responsible for selection and recruitment, which involves the hiring of individuals who are qualified and suited for the job. This is done through the advertisement of job vacancies, development of job descriptions, interviews and decisions related to hiring. Secondly, HR is also involved in the training and development of the employees by identification of relevant training needs. This is taken care of through workshops and seminars along with other initiatives. Lastly, HR also ensures compliance with various laws and regulations associated with employers and employees (Mahapatro, 2022).

HR and Talent Management

HR and talent management walk hand in hand regarding the success of an organisation related to the development and retention of suitable candidates. On the one hand, where HR is responsible for conducting interviews and other hiring decisions, the talent management team aims at the identification of individuals with high potential within the organisation. Furthermore, the efforts related to employee engagement and retention are also led by HR, which encompasses the implementation of initiatives that can help promote a positive environment along with work-life balance. The talent management team adds to this through the recognition of the needs and aspirations of individuals and other opportunities (Hongal & Kinage, 2020).

PESTEL Analysis of Nightingale Group Ltd. Trentham Care Centre


Breach of regulation regarding safe care, safeguarding and dignity, and other governance processes have been compromised. The breach is leading to a gap in the delivery of healthcare services and giving inadequate overall outcomes. It is essential to take action against the breach of policies.


Increase the budget that allows staff recruitment, as only four units seem functional during the inspection. While it is reported that there are five units present to meet the requirement of each unit, needed is a plan that allows the recruitment of staff.


The organisation is a care home providing personal and nursing care to people with dementia. It seems to be a factor that can be compromised: culture, population growth, and demographics.


Lack of technology seems to be a significant contributor that is becoming the potential reason for the gap in healthcare services. As mentioned in the inspection report, people could not get safety regarding medicine.


To give an effective solution to the legal aspect, it is imperative to adhere to the policies and protocols for wellness and safety. The positive influence will be seen in the care of people to whom the services are provided.


In the organisation, a lack of supportive and cooperative behaviour is seen as restrictive. Therefore, it is crucial to implement the leadership skills and theories that allow change in the environment of healthcare organisations.


Firstly, the organisation should focus on developing an effective program associated with leadership development aimed at the enhancement and upskilling of future leaders. This should emphasise traits such as team building, problem-solving, decision making and communication. Secondly, leaders should be open to communication at each and every level and encourage suggestions and feedback (Lacerenza et al., 2018). Thirdly, there is also a need for the strengthening of processes related to quality monitoring and governance. This includes systems associated with monitoring medication administration, storage and errors. In addition, there is a need for the incorporation of robust systems which can be used for the identification, management and assessment of risks involved with care delivery. Lastly, it is vital for the care company to prioritise an approach that involves person-centred care where the needs, preferences, and goals of the individuals receiving care are at the forefront of decision-making (Roth et al., 2018).

TASK 2: Gibb’s Reflection


The report sheds light on different issues within the care centre chosen for the case study such as poor administration, unsafe medicine storage, lack of guidance and ineffective quality monitoring. Such issues threaten patient safety and security, raise questions about the care centre's management, and indicate a necessity for change associated with the centre's leadership.


I felt a sense of disappointment and concern with respect to the issues that exist in the care centre. It was depressing to come across the fact that safety, security and well-being were compromised due to the lack of effective leadership, management and teamwork. Nevertheless, there was an emotion of motivation and a strong will to look out for solutions and other approaches which can be used to address the issues effectively.


The evaluation of the situation led me to believe that the transformational style of leadership would be the best choice for the chosen case study with respect to the improvement of the situations and operations existing in the care centre. Transformational leaders possess the quality to inculcate inspiration and motivation among team members. This also helps in the cultivation of a culture that is based on innovation and consistency (Afsar & Umrani, 2020). Lastly, this style of leadership can be effective in covering the gaps associated with leadership and teamwork extant in the care setting.


Transformational leadership can be crucial in addressing the issues mentioned in the report. This can involve empowering staff members and stimulating open communication. In addition to this, transformational leaders can also create an environment that is supportive and inclusive, where everyone feels valued and motivated to deliver high-quality care. Furthermore, clear guidance and training can help in ensuring safe medication practices; also, the implementation of robust systems for monitoring and addressing risks will promote a culture of learning and improvement (Santoso et al., 2022).


In conclusion, the implementation of a transformational style of leadership would be a well-suited approach for the issues highlighted in the report based on the chosen care centre in the case study.

Action plan

To make this a reality in future, firstly, it is vital to invest in programs related to the training and development of individuals and cultivating transformational leadership skills. Secondly, it is also essential to encourage communication and collaboration among the members of the staff, making them feel noticed and heard (Sinclair et al., 2021). Thirdly, efforts can be aligned through clear communication and shared vision aimed at providing quality care. This can also involve the implementation of robust systems responsible for medication administration and storage, along with strict adherence to regulations and best practices (Wager et al., 2021). Furthermore, an environment that promotes improvement and learning through professional development is also the need of the hour. Lastly, the establishment of channels that enable personnel to communicate concerns, queries and grievances effectively and make them a part of processes related to decision-making is also crucial (Kee et al., 2018).


Afsar, B., & Umrani, W. A. (2020). Transformational leadership and innovative work behavior: The role of motivation to learn, task complexity and innovation climate. European Journal of Innovation Management, 23(3), 402-428.

Care Quality Commission. (2022). Our purpose and role.

Chatterjee, A., Pereira, A., & Bates, R. (2018). Impact of individual perception of organizational culture on the learning transfer environment. International Journal of Training and Development, 22(1), 15-33.

Dhanpat, N., Buthelezi, Z. P., Joe, M. R., Maphela, T. V., & Shongwe, N. (2020). Industry 4.0: The role of human resource professionals. SA Journal of Human Resource Management, 18(1), 1-11.

Driskell, J. E., Salas, E., & Driskell, T. (2018). Foundations of teamwork and collaboration. American Psychologist, 73(4), 334.

Ertosun, O. G., & Adiguzel, Z. (2018). Leadership, personal values and organizational culture. Strategic design and innovative thinking in business operations: The role of business culture and risk management, 51-74.

Hongal, P., & Kinange, U. (2020). A study on talent management and its impact on organization performance-An empirical review. International Journal of Engineering and Management Research, 10.

Kee, J. W., Khoo, H. S., Lim, I., & Koh, M. Y. (2018). Communication skills in patient-doctor interactions: Learning from patient complaints. Health Professions Education, 4(2), 97-106.

Lacerenza, C. N., Marlow, S. L., Tannenbaum, S. I., & Salas, E. (2018). Team development interventions: Evidence-based approaches for improving teamwork. American psychologist, 73(4), 517.

Mahapatro, B. B. (2022). Human resource management. PG Department of Business Management.

Roth, L., Bempong, D., Babigumira, J. B., Banoo, S., Cooke, E., Jeffreys, D., & Nwokike, J. (2018). Expanding global access to essential medicines: Investment priorities for sustainably strengthening medical product regulatory systems. Globalization and Health, 14(1), 1-12.

Santoso, N. R., Sulistyaningtyas, I. D., & Pratama, B. P. (2022). Transformational leadership during the COVID-19 pandemic: Strengthening employee engagement through internal communication. Journal of Communication Inquiry, 01968599221095182.

Sinclair, M. A., Stephens, K., Whiteman, K., Swanson-Biearman, B., & Clark, J. (2021). Managing and motivating the remote employee using the transformational leadership model. Nurse Leader, 19(3), 294-299.

Wager, K. A., Lee, F. W., & Glaser, J. P. (2021). Health care information systems: a practical approach for health care management. John Wiley & Sons.

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