MANAGEMENT AND ORGANIZATIONAL DESIGN STRATEGIC MANAGEMENT IN HEALTHCARE 9 February 2006

WHAT IS HEALTH ? A STATE OF COMPLETE PHYSICAL, MENTAL AND SOCIAL WELL-BEING, NOT MERELY THE ABSENCE OF DISEASE - WORLD HEALTH ORGANIZATION

WHAT IS HEALTHCARE ? HEALTH CARE IS THE TOTAL SOCIETAL EFFORT, UNDERTAKEN IN THE PRIVATE AND PUBLIC SECTORS, FOCUSED ON PERSUING HEALTH MAY ACT ON INDIVIDUALS OR THE ENVIRONMENT EXPANDED GREATLY OVER THE LAST 40 YEARS

PUBLIC HEALTH VS PERSONAL HEALTH PUBLIC HEALTH - TO IMPROVE THE HEALTH OF A POPULATION PERSONAL HEALTH - TO IMPROVE THE HEALTH OF THE INDIVIDUAL

PREVENTION PRIMARY - PREVENTION OF DISEASE SECONDARY - PREVENTION OF CONSEQUENCES OF DISEASE TERTIARY - PREVENTION OF DEATH OR DISABILITY

MANAGEMENT IT IS A PROCESS WORKS TOWARD OBJECTIVES USES RESOURCES OCCURS IN A FORMAL ORGANIZATIONAL SETTING

MANAGEMENT FUNCTIONS DECISION MAKING PLANNING - DECIDING IN ADVANCE DIRECTING - INITIATING WORK CONTROLLING - REGULATING ACTIVITIES ORGANIZING - INTENTIONAL PATTERNS STAFFING

EFFICIENT VS EFFECTIVE EFFICIENT - DOING THINGS RIGHT EFFECTIVE - DOING THE RIGHT THINGS

VALUE QUALITY DIVIDED BY PRICE WHAT IS QUALITY? WHAT IS PRICE?

KISS PRINCIPAL KEEP IT SIMPLE STUPID FIGURE 1.7 ON PAGE 25

SYSTEMS FAILURES MOST PROBLEMS ARE SYSTEMS PROBLEMS MOST PROBLEMS ARE BLAMED ON PEOPLE CHANGE THE SYSTEM NOT THE PEOPLE

HEALTH CARE ORGANIZATIONS CONSTANT TENSION BETWEEN MANAGERS AND PROFESSIONAL OR TECHNICAL STAFF MANAGER’S JOB SHOULD BE TO SUPPORT PATIENT CARE

JOBS OF A BUREAUCRAT COVER YOUR ASS CHECK YOUR STATUS

WEBER’S BUREAUCRACY CLEAR DIVISION OF LABOR POSITIONS ARE ARRANGED IN A HEIRARCHY - CHAIN OF COMMAND FORMAL RULES AND REGULATIONS GUIDE EMPLOYEES IMPERSONAL RELATIONS HIPS EMPLOYMENT BASED ON TECHNICAL COMPETENCE

FAYOL’S PRINCIPALS 14 PRINCIPALS OF MANAGEMENT GOOD BASIC CONCEPTS page 114 GOOD BASIC CONCEPTS

CLASSIC CONCEPTS OF ORGANIZATION DESIGN DIVISION OF WORK AUTHORITY AND RESPONSIBILITY DEPARTMENTATION SPAN OF CONTROL COORDINATION

DIVISION OF WORK

ROLE OF THE INDIVIDUAL THERE IS A BALANCE BETWEEN GENERALIZATION AND SPECIALIZATION PEOPLE ARE NOT COMMODITIES

EVERYONE DOES EVERYTHING WORK IS INTERESTING AND VARRIED PEOPLE TAKE PRIDE AND ARE ACCOUNTABLE THE ORGANIZATION IS FLEXIBLE JACK OF ALL TRADES, MASTER OF NONE

EVERYONE DOES ONE TASK HENRY FORD’S ASSEMBLY LINE TENDS TO BE BORING LITTLE INDIVIDUAL RESPONSIBILITY VERY INFLEXIBLE - SLOW TO RESPOND REQUIRES MORE MANAGEMENT

GALBRAITH SHOW ME YOUR LAZIEST EMPLOYEE

AUTHORITY AND RESPONSIBILITY

AUTHORITY POWER DERIVED FROM ONE’S POSITION LINE AUTHORITY - CHAIN OF COMMAND STAFF AUTHORITY - ADVISORY

RESPONSIBILITY OBLIGATIONS DERIVED FROM ONE’S POSITION TO PERFORM FUNCTIONS TO ACHIEVE OBJECTIVES THESE TWO OBLIGATIONS MAY CONFLICT

DEPARTMENTALIZATION

PURPOSE OF DEPARTMENTS DIVIDE WORK INTO MANAGEABLE UNITS COORDINATE WORK AMONG UNITS

BASIS OF DIVISION KNOWLEDGE & SKILLS PROCESSES OR FUNCTIONS TIME OR PLACE OUTPUTS CLIENT

SPAN OF CONTROL

CONTROL FLAT VS TALL EXECUTIVE VS OPERATIVE HOW MANY SUPERVISED HOW TIGHT IS THE CONTROL

POWER LEGITIMATE AUTHORITY REWARD COERCIVE EXPERT REFERENT/CHARISMATIC

REWARD/PUNISHMENT PRAISE SELECTIVELY DISCIPLINE COLLECTIVELY

LEADERSHIP BE WILLING TO DO ANYTHING YOU ASK OF YOUR PEOPLE, EVEN IF YOU ARE NOT ABLE TO DO EVERYTHING.

COORDINATION ORGANIZATIONAL STRUCTURE COOPERATION OR ADJUSTMENT SUPERVISION STANDARDIZATION

MANAGEMENT STYLES CLASSIC VS CONTEMPORARY HEIRARCHICAL VS COOPERATIVE LINEAR VS MULTITASKING FORMAL VS INFORMAL MALE VS FEMALE