1. MANAGEMENT AND ORGANIZATIONAL DESIGN STRATEGIC MANAGEMENT IN HEALTHCARE 9 February 2006

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

3. 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

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

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

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

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

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

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

10. KISS PRINCIPAL KEEP IT SIMPLE STUPID FIGURE 1.7 ON PAGE 25

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

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

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

14. 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

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

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

17. DIVISION OF WORK

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

19. 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

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

21. GALBRAITH SHOW ME YOUR LAZIEST EMPLOYEE

22. AUTHORITY AND RESPONSIBILITY

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

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

25. DEPARTMENTALIZATION

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

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

28. SPAN OF CONTROL

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

30. POWER LEGITIMATE AUTHORITY REWARD COERCIVE EXPERT REFERENT/CHARISMATIC

31. REWARD/PUNISHMENT PRAISE SELECTIVELY DISCIPLINE COLLECTIVELY

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

33. COORDINATION ORGANIZATIONAL STRUCTURE COOPERATION OR ADJUSTMENT SUPERVISION STANDARDIZATION

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