Strategic Management, Leadership and Organizational Change in Healthcare
Full course description
Contemporary healthcare organizations operate in a highly dynamic environment. Increasing health expenditures have for example triggered various policy reforms aimed at curbing costs while enhancing quality of care. At the same time, technological advancements generate a plethora of possibilities for organizations and professionals to re-think how they create value for their patients. Additionally, the increasing prevalence of chronic diseases and multi-morbidity requires significant degrees of coordination and cooperation of highly specialized work, typically across organisational boundaries. The broadening operationalization of health and health care further necessitate such an external orientation of healthcare organizations. Healthcare organizations thus have to formulate adequate strategies and undergo fast-paced organizational change in order to survive. However, high degrees of professionalization, well-anchored routines of professionals, traditional delivery formulas, strong regulatory presence of the government, and influence of powerful internal and external stakeholders healthcare all contribute to the fact that healthcare is one of the most highly institutionalized sectors. As a result, healthcare organisations are notably slow at adopting organisational and technological change. Even with adequate leadership capabilities, organizational change may be difficult to create in healthcare organisations.
This unit introduces students with the topic of strategic management in healthcare organizations, with a focus on service delivery organizations (i.e. healthcare providers). More specifically, it addresses the concepts of strategic management, professionalism, organisational change, and leadership. At the conclusion of the unit, students understand the behaviour of healthcare organizations and their pursuit of a competitive advantage. Furthermore, they will be familiar with ways in which healthcare organizations can strategically influence, adapt to, or cope with their external environment – formed by competitors, stakeholders, suppliers, customers, etc.– and with appropriately leading and changing their internal environment – constituted by employees, knowledge, resources, etc.
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