MANAGEMENT AND ORGANIZATIONAL DESIGN STRATEGIC MANAGEMENT IN HEALTHCARE 10 February 2009
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
MANAGEMENT COMPETENCIES SKILLS KNOWLEDGE ABILITY NATIONAL CENTER FOR HEALTHCARE LEADERSHIP – page 250
MANAGEMENT MEASURES STRUCTURAL - NUMBER OF BEDS PROCESS – PATIENT VISITS OUTCOME – READMISSIONS
MANAGEMENT STYLES CLASSIC VS CONTEMPORARY HEIRARCHICAL VS COOPERATIVE LINEAR VS MULTITASKING FORMAL VS INFORMAL MALE VS FEMALE
HEALTH CARE ORGANIZATIONS CONSTANT TENSION BETWEEN MANAGERS AND PROFESSIONAL OR TECHNICAL STAFF MANAGER’S JOB SHOULD BE TO SUPPORT PATIENT CARE
WEBER’S BUREAUCRACY CLEAR DIVISION OF LABOR POSITIONS ARE ARRANGED IN A HEIRARCHY - CHAIN OF COMMAND FORMAL RULES AND REGULATIONS GUIDE EMPLOYEES IMPERSONAL RELATIONSHIPS EMPLOYMENT BASED ON TECHNICAL COMPETENCE
JOBS OF A BUREAUCRAT COVER YOUR ASS CHECK YOUR STATUS
CLASSIC CONCEPTS OF ORGANIZATION DESIGN DIVISION OF WORK AUTHORITY AND RESPONSIBILITY DEPARTMENTATION SPAN OF CONTROL COORDINATION
DIVISION OF WORK
ROLE OF THE INDIVIDUAL BALANCE OF GENERALIZATION AND SPECIALIZATION PEOPLE ARE NOT COMMODITIES
GENERALIZATION EVERYONE DOES EVERYTHING WORK IS INTERESTING & VARIED PRIDE AND ACCOUNTABILITY THE ORGANIZATION IS FLEXIBLE JACK OF ALL TRADES, MASTER OF NONE
SPECIALIZATION EVERYONE DOES ONE TASK HENRY FORD’S ASSEMBLY LINE TENDS TO BE BORING LITTLE INDIVIDUAL RESPONSIBILITY INFLEXIBLE - SLOW TO RESPOND REQUIRES MORE MANAGEMENT
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 CLIENTS
SPAN OF CONTROL
CONTROL FLAT VS TALL EXECUTIVE VS OPERATIVE HOW MANY ARE SUPERVISED HOW TIGHT IS THE CONTROL
COORDINATION
STRUCTURAL ORGANIZATIONAL STRUCTURE SUPERVISION STANDARDIZATION
LESS FORMAL ORGANIZATIONAL CULTURE - PATTERN OF SHARED BELIEFS INSTITUTIONAL MEMORY - LAST ONE STANDING