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 GOOD BASIC CONCEPTS
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