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HPI4008: Strategic Management, Leadership and Organizational Change in Healthcare - summary lectures, learning goals and literature

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HPI4008 Strategic Management, Leadership And Organisational Change In Health Care (HPI4008)

Institución
Maastricht University (UM)

Summary of HPI4008: all lectures + learning goals (all literature summarized to answer the learning objectives) With the help of this summary I got an 8 for the exam

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Subido en 30 de enero de 2022
Número de páginas 160
Escrito en 2020/2021
Tipo Resumen

hpi4008
um
maastricht university
hpi4008 strategic management
leadership and organizational change in healthcare
healthcare policy innovation and management

Institución
Maastricht University (UM)
Estudio
Healthcare Innovation Management And Policy
Grado
HPI4008 Strategic Management, Leadership And Organisational Change In Health Care (HPI4008)

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HPI4008: Strategic Management, Leadership and Organizational
Change in Healthcare
Summary of HPI4007: all lectures + learning goals (all literature summarized to answer the learning
objectives)

Table of contents

- Lectures week 1 - page 2
• Lecture series on strategic management
• Lecture series on leadership
- Week 1: Strategic management – page 28
- Lectures week 2 – page 57
• Institutional theory
• YouTube video on complexity leadership
- Week 2: Professionalism and professional organizations – page 69
- Lecture week 3 – page 93
• (Hidden) Mechanisms in Organisations: understanding “irrational behaviours”
• Colors of change (by Mark Govers)
- Week 3: Organizational change – page 110

1

,Lectures week 1: Lecture series on strategic management
What and Why?
Each organisation is positioned in an external environment; and, to maintain or strengthen its
position, organisations (must) employ strategic management

1stquestions: what is strategic management and what does it involve?

Strategic Management

Strategic: Word Origin

Management: Word Origin

➔ Actively get something in motion

Management

Types of management

- Operational: producing goods/services in compliance with norms (time, quality and costs)
- Strategic: setting overall, long-term goals and directions (what)
- Tactical: transforming strategies into day-to-day practice (how)
- Integral: the way types of management are linked (or: the types combined in action)

Time vs. position

- Management seen as organizational level (top –middle –operational levels)
- Management seen as time-effect hierarchy (years, months and days)

2

, ➔ De top moet kijken naar doelen op langere termijn, terwijl de productie mensen weken
vooruit kijken

Fighting for customers is a goal for example

Competitieve advantage

What is strategy

In short, strategy boils down to: a plan for interacting with the competitive environment to achieve
organizational goals.

Part 2: Throwback to the (traditional) theories of strategy

Competitive advantage and value → twee belangrijke begrippen in dit veld
The implementation of a value-creating strategy not simultaneously implemented by current or
potential players (Barney, 1991)

3

, ➔ Je moet meer value geven dan je concurrenten

Value
Where you stands for, what is important for you, something economic

Tangibility

You can not store a service. In delivering services you need sometimes products (healthcare)

What about healthcare?

➔ Best outcomes for lowest costs: altijd het doel

4

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HPI4008: Strategic Management, Leadership and Organizational Change in Healthcare - summary lectures, learning goals and literature

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