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MANAGEMENT AND ORGANIZATIONAL DESIGN

MANAGEMENT AND ORGANIZATIONAL DESIGN. STRATEGIC MANAGEMENT IN HEALTHCARE 10 February 2009. MANAGEMENT. IT IS A PROCESS WORKS TOWARD OBJECTIVES USES RESOURCES OCCURS IN A FORMAL ORGANIZATIONAL SETTING. MANAGEMENT FUNCTIONS. DECISION MAKING PLANNING - DECIDING IN ADVANCE

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MANAGEMENT AND ORGANIZATIONAL DESIGN

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  1. MANAGEMENT AND ORGANIZATIONAL DESIGN STRATEGIC MANAGEMENT IN HEALTHCARE 10 February 2009

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

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

  4. MANAGEMENT COMPETENCIES • SKILLS • KNOWLEDGE • ABILITY • NATIONAL CENTER FOR HEALTHCARE LEADERSHIP – page 250

  5. MANAGEMENT MEASURES • STRUCTURAL - NUMBER OF BEDS • PROCESS – PATIENT VISITS • OUTCOME – READMISSIONS

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

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

  8. 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

  9. JOBS OF A BUREAUCRAT • COVER YOUR ASS • CHECK YOUR STATUS

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

  11. DIVISION OF WORK

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

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

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

  15. AUTHORITY AND RESPONSIBILITY

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

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

  18. DEPARTMENTALIZATION

  19. PURPOSE OF DEPARTMENTS • DIVIDE WORK INTO MANAGEABLE UNITS • COORDINATE WORK AMONG UNITS

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

  21. SPAN OF CONTROL

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

  23. COORDINATION

  24. STRUCTURAL • ORGANIZATIONAL STRUCTURE • SUPERVISION • STANDARDIZATION

  25. LESS FORMAL ORGANIZATIONAL CULTURE - PATTERN OF SHARED BELIEFS INSTITUTIONAL MEMORY - LAST ONE STANDING

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