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Ref: hrman0009

Understanding what influences the willingness of NHS organisations to take risks is fundamental to their ability to innovate. NHS organisations are seen to be risk adverse, and risk aversion can inhibit innovation. With success in the future being more dependent on innovation, understanding what influences their willingness to take risk will help NHS leaders determine actions to create an innovative environment. The research approach was developed to gain understanding on influences on organisations willingness to take risk. The goal is to answer the question “What can I do to enable appropriate risk taking and hence to enable innovation?” for NHS Chief Executives. The focus on Chief Executives was chosen for two reasons:

1.    To limit the scope of the work so there can be deliverables within a limited time period.
2.    Because leaders influence the culture and attitudes of their organisation.

The objectives were to:

1.    Identify and prioritise the influences which drive the willingness of NHS organisations to take risk.
2.    Identify strategies to overcome the influences which create/maintain a risk averse Culture.
3.    Identify strategies to enable influences which allow appropriate risk taking.

  • 15,000 words – 120 pages in length
  • Excellent use of literature
  • Good in depth analysis
  • Well written throughout
  • Ideal for HR / CIPD students

1.0 Introduction
Brief Statement of the Research Problem
Purpose of the Research
Strategy Adopted
Objectives
This Report

2.0 Research Setting
Background to the Sector and Organisation Being Studied
Current Performance
Direction
Specific Problem Faced
Is Risk Aversion in the NHS an Issue? Does it Impact on Innovation?
Do We Know What Influences WTR, and Their Relative Importance?
Provisional Statement of Research Question(s)
Importance of Research Question(s)
Limitations and Delimitations
This Report

3.0 Literature Review
Theoretical Context of the Study
Relevant Frameworks and Models
Relevant Frameworks
A Model against which to Consider Influences on WTR
Motivation and Fear
The Innovation Process
Leadership Theories
Application of Tools, Frameworks and Models to the Research Question
Leadership
Learning
Organisation
Systems and Processes
Feedback, Rewards and Incentives
Risk Management Approach
Refinement of Research Question/Hypothesis
Literature Review Conclusions

4.0 Methodology
Research Design
Sampling Procedure
Participants
Data Collection Instruments
Data Analysis Procedures
Statements Relating to the Reliability and Validity

5.0 Results and Findings
Summary of Key Findings
Detailed Discussion of Results (Interpretation of Interview Discussions)
Importance of Innovation and WTR
WTR Influence on Actions and Behaviour
Direct “Enabling” Influences
Indirect “Enabling” Influences, (Style and Approach of Risk Management and Other
Functions)
Reinforcing Influences, (Monitoring, Feedback, Learning and Improvement)
Relationships between Categories
Workshop Review of Interview Findings
Workshop Findings
Tactics
Any Relevant Data Tables
CE Prioritisation of Influences
Single Sentence Answer to Research Question

6.0 Discussion
Discussion of Results
Results Related Back to Theory
Strengths of the Research Design Adopted
Weaknesses and Limitations of the Research Design Adopted
Overall Summary of the Research Findings

7.0 Conclusions
Overall Summary of the Dissertation Project
Implications of the Results for Academic Knowledge
Triangulation
Rich Description
Potential for Bias
Discrepant Reporting
Peer Debriefing
Participant Debriefing
Longitudinal Perspective
Implications of the Results for the Sector/Organisation Studied
Formulation of Concise Answer to Research Question
Recommendations for Future Research
Recommendations for the Sector/Organisation Studied
Overall Conclusions of the Research

8.0 Definitions and Abbreviations
Definitions
Abbreviations

9.0 References

Appendix



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