Course
Objectives
The broad goal of
this course is to create the foundation for all other courses in the MHA
curriculum. In this context it is
important to begin from the conceptual point of departure that management of
all health care organizations can be understood as the integration of four
knowledge themes or theory bases. These
four themes (theory bases) are: a) the management role including leadership
perspectives and core process management skills; b) organizational / management
theory; c) management economics (microeconomic theory presented within a
strategic management context), and d) the theory and practice of systemic
organizational change. This course will
develop these them, allowing the student to integrate them in applied, systemic
context. While these four knowledge
themes will be developed within the course, the overall goal of the course will
be to encourage students to integrate the four within systemic organizational
context, allowing them to manage organizational structure and process while
enabling the organization’s central aim to achieve strategic goals and
objectives. Specific learning objectives
are developed within each thematic area:
1)
Understand,
interpret and apply core management, economic and organizational change
concepts and theories within a distinctive and systemic health care context. Interpret and apply these core concepts using
strategic management and market-based economic and leadership perspectives
while using two models: a) the ‘UW Clinical Healthcare Enterprise Model’ and b)
the ‘UW Clinical Care Systems Management Model.’
2)
Understand,
interpret and apply the core elements of the management role, including core
concepts developed by Mintzberg within a systemic organizational context and within
an integrated leadership context created by the system of NCHL ‘Professional
leadership Competencies.’
3)
Understand,
interpret and apply the importance of conceptual and ‘systemic thinking’ to the
management of healthcare organizations and of the significance of the ‘systemic
management approach’ to organizing and providing healthcare services within a
community context, while
a)
Applying
the theoretical context for evolution and adaptation of health care
organizations and relate organizational adaptation to organizational type,
mission and accountability structure.
b)
Applying
core concepts and issues associated with quality, safety and service in
healthcare organizations, programs, and services. Integrate concepts from:
i)
Institute of Medicine
(1) To
Err is Human: Building a Safer Health System
(2) Crossing
the Quality Chasm: A New Health System for the 21st Century
ii)
Donabedian
on ‘assessing health care quality’
iii)
Heskett,
et al. on the ‘Service - Profit Chain’
4)
Understand,
interpret and apply the most significant management role(s) within the
‘clinical healthcare enterprise organizational model’ and interpret their
significance in achieving organizational accountabilities to stakeholders,
clients, partners, and affiliates, while
a)
Applying
this knowledge within the context of:
i)
Relevant
theories of the business - Drucker
ii)
Complex
organizational systems and safety management - Perrow
iii)
Management
as a process - Garvin
iv)
Evolutionary
theories of economic change – Nelson & Winter
v)
Metamorphic
organizational change – Tushman & Romanelli
vi)
Managerial
decision-making models – Keeney, et. Al / Harrison
vii)
Organizational
transformation - Bridges
viii)
Organizational
accountability management – Kaplan & Norton
ix)
Disruptive
change – Christensen, et al. / Gilbert & Bower
x)
Leadership
and conflict management – Kotter
b)
Applying
this knowledge within the context of Professional Leadership Competencies
i)
‘Skills
of an Effective Administrator’ – Katz
ii)
‘Leadership
that Gets Results’ – Goleman
iii)
NCHL
Professional Leadership Competencies
5)
Understand,
interpret and apply the major theoretical perspectives of organizational /
management theory within healthcare organizations and within their various
systems of clinical service / care to the management of healthcare
organizations and healthcare organizational processes:
a)
Organizational
systems and theory
b)
Organizational
goals & effectiveness
c)
Global
environment and organizations
d)
Managing
the environment
e)
Organizational
technology
f)
Organizational
size, growth & life cycles
g)
Patterns
of organizational design
h)
Organizational
governance & control
i)
Organizational
culture
j)
Information
& organizational decision-making
k)
Power
& politics: Organizations as political entities
l)
Innovation,
strategic change & organizational learning
6)
Understand,
interpret and apply the major elements of economic theory within a healthcare
organizational strategic management context.
Apply them to the organization and management of healthcare
organizations:
a)
Consumer
demand and demand theory
b)
Production
costs and supply theory
c)
Demand,
supply & price determination
d)
Competitive
market environments and sources of market imperfection
i)
Perfectly
competitive markets
ii)
Monopolistic
markets
iii)
Monopolistically
competitive markets
iv)
Oligopolistic
markets
e)
Managerial
objectives and management of the firm
f)
Competitive
strategy and marketing as the basis of business economic activity
i)
Porter’s theories of creating and maintaining
competitive advantage
(1)
5-forces
model
(2)
generic
strategies model
(3)
value
chain model
ii)
Managing
change and uncertainty in external market environments
iii)
Leveraging
internal resources & change drivers for strategic advantage
iv)
Business
unit strategy
v)
Corporate
strategy
(1)
Analyzing
an organization’s financial resource base
(2)
Describe
and apply the major elements of financial management within a healthcare
organization and competitive market context, including:
(a)
Capital
cycle
(b)
Allocating
capital
1.
Strategic
cost management
vi)
Marketing
strategy
(1)
Strategic
marketing
(2)
Tactical
marketing
g)
Pricing
strategies
h)
Labor
markets
i)
Capital
markets
j)
Government
and health care markets
7)
Understand,
interpret and apply theories and principles of organizational change
a)
Theoretical
and historical foundations of organizational change
b)
Nature
of organizational change
c)
Levels
of organizational change
d)
Integrated
models for understanding and leading organizational change
e)
Burke-Litwin
causal model of organizational performance and change
i)
Influence
of the external environment
ii)
Transformational
change factors
iii)
Transactional
change factors
f)
Leading
organizational change
8)
Understand,
interpret and apply the significance of public policy analysis, political
decision-making, and the legal framework within which public policy is
developed and managed, while applying it to healthcare programs and
enterprises, and within healthcare markets.
9)
Recognize
and illustrate core concepts of organizational theory, economic theory,
organizational change with an understanding of the managerial role and the
exercise of executive leadership required to achieve and maintain competitive
advantage and to achieve financial goals within an overall context of
stakeholder accountability, while:
a)
Recognizing
core organizational and economic concepts and theories within the ‘Clinical
Enterprise’ / ‘Clinical Care System’ contexts, and while
b)
Illustrating
the significance of management’s role in balancing organizational accountabilities
with its role in creating and maintaining internal operating environments
necessary to provide safe and effective clinical care.
10)
Develop,
illustrate, and propose specific solutions for an applied clinical systems
problem selected for the Integrated Group Project described in Attachment
(B). For detailed description of
project-oriented learning objectives see Attachment (B).
11)
Develop
strong written analytic skills and personal presentation skills through
successful completion of writing and presentation projects.
12)
Actively
participate in class assignments, class discussions and group activities, using
the participation experience to form judgments about the management and
operation of health care organizations, while beginning to form a personal and
professional value system for use in developing personal leadership skills and
career development priorities.
For Premium Academic and Professional Research: jumachris85@gmail.com
For more theory and case studies on: http://expertresearchers.blogspot.com/
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