1. MANAGEMENT AND ORGANIZATIONAL DESIGN STRATEGIC MANAGEMENT IN HEALTHCARE 10 February 2009

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

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

4. MANAGEMENT COMPETENCIES SKILLS KNOWLEDGE ABILITY NATIONAL CENTER FOR HEALTHCARE LEADERSHIP – page 250

5. MANAGEMENT MEASURES STRUCTURAL - NUMBER OF BEDS PROCESS – PATIENT VISITS OUTCOME – READMISSIONS

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

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

8. 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

9. JOBS OF A BUREAUCRAT COVER YOUR ASS CHECK YOUR STATUS

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

11. DIVISION OF WORK

12. ROLE OF THE INDIVIDUAL BALANCE OF GENERALIZATION AND SPECIALIZATION PEOPLE ARE NOT COMMODITIES

13. GENERALIZATION EVERYONE DOES EVERYTHING WORK IS INTERESTING & VARIED PRIDE AND ACCOUNTABILITY THE ORGANIZATION IS FLEXIBLE JACK OF ALL TRADES, MASTER OF NONE

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

15. AUTHORITY AND RESPONSIBILITY

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

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

18. DEPARTMENTALIZATION

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

20. BASIS OF DIVISION KNOWLEDGE & SKILLS PROCESSES OR FUNCTIONS TIME OR PLACE OUTPUTS CLIENTS

21. SPAN OF CONTROL

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

23. COORDINATION

24. STRUCTURAL ORGANIZATIONAL STRUCTURE SUPERVISION STANDARDIZATION

25. LESS FORMAL ORGANIZATIONAL CULTURE - PATTERN OF SHARED BELIEFS INSTITUTIONAL MEMORY - LAST ONE STANDING