Statement on Academic Integrity

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  • 1. National Taiwan University Institute of Health Care Organization Administration Strategic Management for Health Care Managers Professor: Robert C. Myrtle, D.P.A. E-Mail: myrtle@usc.edu Office Hours: By Appointment Only Introduction The title of the course has been instrumental in shaping the focus of this course and the material to be covered. My particular emphasis will be on management strategy within the context of current theory and practice. We will introduce new concepts, develop and refine old ones, expand upon your theory of management and organizations, and examine present and emerging practices. Learning Outcomes This course is designed to provide you with knowledge, skills and insights into organizational strategy and managerial leadership in the health field. At the end of the course, you will be able to: • analyze organizational problems using a variety of different methods and approaches; • list the characteristics of effective organizations, programs and managers; • discuss the characteristics of effective or innovative managers and their organizations; • assess the strategic and operational problems and issues facing contemporary health care organizations; • develop innovative or effective strategies for responding to changing economic, social and political conditions; • critique the strategies used by other managers and organizations in meeting environmental opportunities and problems; • evaluate the role, function and appropriateness of marketing and strategic planning in health care organizations; • appreciate the importance of intergovernmental and interorganizational relationships;
  • 2. • respond to personal and organizational challenges in the pursuit of excellence in the health care industry. • apply methods and concepts from your coursework in finance, management, economics and public policy to analyze and resolve organizational problems or dilemmas. Course Requirements 1. Satisfactory performance in this class requires that you: • read all materials assigned for each class session prior to the class meeting days listed on the syllabus; • effectively participate in the seminar discussions and class activities; • analyze all assigned problems and case studies with sufficient preparation to engage in critical thought and discussion; • make oral and written presentations of cases and problems. Case Analysis One case analysis of those discussed in class must be submitted for grading. Your analysis must not exceed 5 double spaced pages. Your analysis must include a brief summary of the problem and your presentation and discussion of how to resolve the problem (or problems) you uncover. Final Examination A final examination will be required. You will be asked to develop a presentation to the chief executive officer on an issue or concept discussed in this course. You will be asked to define the concept, explain the advantages and disadvantages of the concept, why you believe the organization should adopt this concept, and the benefits that you expect the organization will realize through the adoption of your recommendations. You will be able to use your class notes and other class materials in developing your recommendation but you will not be allowed to consult with others in the class or to use your computer or other electronic device to seek information from sources outside of those provided in this class. Statement on Academic Integrity Plagiarism is the unacknowledged and inappropriate use of the works of others. It includes: 2
  • 3. • “The submission of material authored by another person but represented as the student’s own work, whether the material is paraphrased or copied in verbatim or near verbatim form;” • “The submission of material subjected to editorial revision by another person that results in substantive changes in content or major alteration of writing style:” and • “Improper acknowledgement of sources in essays or papers.”1 Statement on Professionalism Learning occurs in an environment where all the participants are eager and ready to learn. Therefore, I expect that everyone will engage in professional behaviors that contribute to the creation of a stimulating learning environment: attendance at every class (or notifying the instructor and team members in advance when you will not be in class), being to class on time, remaining in class for the duration of the class, being prepared for class, listening respectfully when others are speaking, being focused on the activities at hand, and turning your mobile phones and pagers off. Basis for Grades Effectiveness of class participation2 25% Case analysis 35% Final Examination 40% Total 100% Required Materials 1. Textbooks: Abraham, Stanley, C. Strategic Planning: A Practical Guide to Competitive Success, Thompson Learning, 2006 Course Schedule Session 1: Introduction to the Course • administrivia • review of syllabus • learning objectives, course requirements, • perspectives and frameworks 1 SCAMPUS: University Governance, 11.00 Behavior Violating University Standards and Appropriate Action, and 11.11 Plagiarism. 2 Attendance matters. You cannot obtain a participation grade if 1) you are late to class, 2) you miss class or 3) you do not engage in class discussions. 3
  • 4. Exercise: Provided by the professor in class. Session 2: Managers and the Strategic Management of HealthCare Organizations • Management roles • Changing organizational environments • Role of strategy in managerial and organizational effectiveness • Recognize the multiple roles strategy plays in organizations Required Readings Abraham, Chpt. 1. Case: Melissa Stone, “Greenhill Community Center (A)”, The Electronic Hallway, 2006. (With permission) Exercise: Characteristics of Effective Managers (In class exercise) Session 3: Purpose, Mission, and Vision • Organizational Purpose • Strategic Objectives • Role of values in the development and implementation of strategy Required Readings: Abraham, Chpt. 8 Exercise: New Venture Partnership (In class exercise) Session 4: Organizations and Their Environments • Environmental Trends and Health Care Organizations • Techniques of Environmental Analysis • Critical Issues in Environmental Analysis Required Readings: 4
  • 5. Abraham, Chpt. 4. Case: Thomas J. DeLong and Wendy Carter, “North East Medical Services”, Harvard Business School, March 2003. Session 5: Assessing Organizational Strengths and Weaknesses • Organizational effectiveness • Assessment of Strengths and Weaknesses • Core Competencies • Organizational capabilities Required Readings Abraham, Chpt. 5 Exercise: Characteristics of Effective Health Care Organizations Session 6: Developing and Selecting Organizational Strategies • The concept of strategy • The strategic process • Types of strategies • Tools of analysis Required Readings: Abraham, Chpt. 6 Case: “Western Health Care Systems,” in Strategic Alignment: Managing Integrated Health Systems, Douglas A. Conrad and Jeffrey Hoare, eds., Ann Arbor, MI: AUPHA Press/Health Administration Press, 1994. Session 7: Strategic Market Planning • Marketing methods and processes • Market planning • Marketing strategies • Strategic marketing in health care organizations 5
  • 6. Exercise: Marketing the Health Administration Program Session 8: Creating and Managing Strategic Alliances • Service integration • Product diversification • Multi-institutional structures • Interorganizational dynamics • Organizational structures and corporate models Required Readings: Abraham, Chpt. 2 Case: Bruce Deal and John Tiscornia, “Hospital Consolidation: Optimal Strategy for a Two-Hospital Town (A)”, The Electronic Hallway, 2006. (With permission) Session 9: Strategy Implementation • Principles of organizational design • Technology, structure and process • The contingency approach Required Readings: Abraham, Chtp. 9 Case/Exercise: Fast Money Session 10: Organizational Change and Innovation • models and methods of organizational change • managing changes and transitions • entrepreneurial and innovative activities Required Readings: Case: 6
  • 7. Rosalie Wachsmuth and Robert C. Myrtle, Á New ‘Brand’ for Senior Health Plus”, in Cases in Health Services Management, Jonathon S. Rakich, Beaufort B. Longest, Jr., and Kurt Darr, eds. Baltimore: Health Professions Press, 2004. Exercise: Strategies of Change Session 11: Future Environments, Organizations and Managers • environmental dynamics and organizational strategies • managing transformational processes • future organizations and future managers Case/Exercise: Career Networks Session 12: Course Wrap-up and Final Examination Final examination 7