Strategic Management, Leadership and Organizational Change in Healthcare
Full course description
This unit introduces students with the topic of management in healthcare organizations. It pays particular attention to service delivery organizations within the healthcare context (i.e. healthcare providers). These face the challenge of delivering high quality health care, with a sustainable business model, in an increasingly competitive environment. Modern day healthcare delivery entails several challenges. Increasing health expenditures, due to technical developments and an increasingly old and chronically ill population, have for example triggered pro-competition policy reforms aimed at curbing costs while enhancing quality of care. Within such competitive markets, healthcare organisations are expected to act strategically in order to outperform competitors and survive on the market and ultimately deliver value to their patients. At the same time, new patients’ needs require rethinking of healthcare provision into new delivery models. The treatment of multi-morbidities of chronically ill patients for example requests high levels of coordination of highly specialized healthcare professionals, often across organisational boundaries. A high number of interdependent providers thus need to formulate adequate strategies in a dynamic environment.
In order to adapt to their changing environment, healthcare providers need to undergo fast-paced organizational change. Yet, healthcare organisations are notably slow at adopting organisational and technological innovation. High degrees of professionalization and well-anchored routines of professionals, traditional delivery formulas, strong regulatory presence of the government, and influence of powerful internal and external stakeholders are all factors that contribute to healthcare organisations’ inertia. A fundamental force to drive change is adequate leadership. However, even with adequate leadership, organizational change may be difficult to create in healthcare organisations.
This unit will introduce students with the concepts of strategic management, professionalism, organisational change, and leadership in order for them to understand how healthcare providers can establish and maintain competitive advantage. For example by strategically influencing, adapting to, or coping with their external environment – formed by competitors, stakeholders, suppliers, customers – and by leading and changing their internal environment – constituted by employees, knowledge and resources.
Knowledge and insights
The student has:
- An understanding of strategic management, organizational change, leadership, and professionalism and the relationship between these concepts.
- An understanding of the main theories and seminal literature on strategic management, organizational, leadership, and professionalism.
- Acquired insights into the theories underpinning the analysis of strategy, organizational change processes, leadership, and professionalism in healthcare settings.
Application of knowledge and insights
The student can:
- Critically evaluate and apply conceptual models on strategic management, organizational change, leadership, and professionalism.
- Apply theoretical knowledge or different interventional strategies to actual problems in relation to strategy, organization change issues, and challenges related to leadership and professionalism.
- Relate the acquired knowledge to the knowledge from other related units.
The student is trained in:
- The ability to critically analyse issues regarding strategic management, organizational change, leadership, and professionalism based on their theoretical understanding.
- Considering the needs of various stakeholders in developing organizational strategies and approaches towards organizational change in health care settings.
- Identifying and overcoming barriers to strategic management, organizational change, leadership, and professionalism.
The student can:
- Debate the strengths and weaknesses of approaches towards strategic management, organizational change, leadership, and professionalism.
- Communicate effectively in group work and during presentations.
The student, assuming the role of consultant, will be trained in:
- Their ability to act as advisors, advocates, change agents and/or (opinion) leaders when managing/leading strategic choices and/or organizational change.
- Analysing managerial problems, organization change issues, and problems with leadership and providing advice as to relevant solutions.
- Daft RL., Murphy, J., Willmott, H. (2014). Organization Theory and Design, an international perspective. Cengage Learning (2nd ed.) - Burns LR, Bradley EH, & Winer BJ. (2012.) Shortell & Kaluzny’s Healthcare management. Organization design & behaviour. Delmar Cengage Learning, 6th Edition, International EditionGinter, P.M., - Johnson, J.A. (2009). Health organizations: theory, behavior, and development. Sudbury, MA: Jones & Bartlett Learning. - De Caluwé, L. and Vermaak, H. (2003) Learning to Change. Thousand Oaks, CA: Sage. - Burke WW. 2014. Organization Change: Theory and practice. Fourth Edition. Thousand Oaks, CA: Sage Publisher.
- D.D. Westra