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MANAGEMENT AND ORGANIZATIONAL DESIGN

MANAGEMENT AND ORGANIZATIONAL DESIGN. STRATEGIC MANAGEMENT IN HEALTHCARE 11 February 2008. WHAT IS HEALTH ?. A STATE OF COMPLETE PHYSICAL, MENTAL AND SOCIAL WELL-BEING, NOT MERELY THE ABSENCE OF DISEASE - WORLD HEALTH ORGANIZATION. WHAT IS HEALTHCARE ?.

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MANAGEMENT AND ORGANIZATIONAL DESIGN

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  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

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