1. MANAGEMENT AND ORGANIZATIONAL DESIGN STRATEGIC MANAGEMENT IN HEALTHCARE 11 February 2008

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

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

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

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

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

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

12. 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

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

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

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

16. DIVISION OF WORK

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

18. EFFICIENCY EVERYTHING TAKES TIME LOOK AT YOUR LAZIEST EMPLOYEE

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

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

21. AUTHORITY AND RESPONSIBILITY

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

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

24. DEPARTMENTALIZATION

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

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

27. SPAN OF CONTROL

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

29. POWER LEGITIMATE AUTHORITY REWARD COERCIVE EXPERT REFERENT/CHARISMATIC

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

31. REWARD/PUNISHMENT PRAISE SELECTIVELY DISCIPLINE COLLECTIVELY

32. COORDINATION

33. STRUCTURAL ORGANIZATIONAL STRUCTURE SUPERVISION STANDARDIZATION

34. LESS FORMAL Customs, Informal Groups Feedback and Adjustment Committees, Planning Program Development

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