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Samenvatting Communication, Organization And Management (AM_470572)

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  • February 1, 2022
  • 60
  • 2021/2022
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Lecture 1:
Healthcare organisations are very bureaucratic. Focused on:
- Standardisation
- Specialisation
- Hierarchy
- Universal access, no individual control: supply driven vs demand driven health care

Regulated market: market organised by the government.

Organisation:
- People working collectively for a common purpose
- An organised group of people with a particular purpose

Market failure in healthcare:
- Healthcare is not a business
- Insufficient competition to offer high quality care at best price
- No direct interaction between supply and demand, but mediated by third party
- Increased accountability → bureaucracy revisited

Professionalism:
The conduct, aims, or qualities that characterize or mark a profession or a
professional person.

Centralisation: Dictatorship
- Easier to implement
- Consistency with strategy
- Easier to achieve coordination and control
- Faster decision making
- Control

Decentralisation: Democracy
- More responsive to local circumstances
- Opportunities for staff development
- Sense of control good for staff motivation
- Autonomy

Differentiation:
- division of tasks




a.m.spook©2021

,Integration:
- Collaboration
- Holistic view of patients and care delivery

Functional structure:
- differentiation
- Us vs. them culture
- Fragmentation
- Hierarchy → no lateral communication

Matrix structure:
Advantages:
- Combining functional and program/service line
- Flexibility
- Efficient use of resources and skills
- No changes in organisational structure needed
- Helps personal commitment and development

Disadvantages:
- Fight about resources
- Employees become loyal to team, not to their department

Flat organisation:
- Wide span of control
- More flexibility
- Work more in projects
- Fast decision making

Tall hierarchy:
- Narrow span of control
- Slows down decision making
- Control
- Large overhead → costly

Mechanic vs. Organic:
Bureaucratic, machine-like:
Contingency → stable environment
- Control
- Centralisation
- Tall hierarchy

Flexible, organic management
Contingency → unpredictable environment
- Autonomy


a.m.spook©2021

,- Decentralisation
- Flat hierarchy




a.m.spook©2021

, Lecture 2:

Part 1:
Classical management theory

Historical context:
- industrial revolution:
- Industry → work
- Revolution → rapid change
- From farms to factories
- From small shops to large companies

Primary sparks:
- Power: Power to run machines, faster
- Machinery innovations: Faster, less employees
- Transportation: Railroads, steamboats

Issues:
- Large groups of people working together
- People working alongside machinery
- Increasing pace of industry
- Companies were looking for answers for challanges

How to organize?
How to maximize productivity?
How to manage all those people?

Max Weber (Bureaucracy):
- Organisations should look like the government and the legal system
- A “legal-rational” approach
- Not traditional, family-based leadership
- Not charisma-based leadership
- Big picture

Bureaucracy:
- One’s authority should be tied to the official position he or she occupies
- Clear rules should govern performance
- Standardized guidelines should determine hiring and firing
- Was against favoritism

Frederick Taylor (scientific management):
- “applying science to work
- Saw customized, self-styled work as a serious productivity problem
- Popularized time and motion studies
- Wanted to find the “one right way” to do every single task



a.m.spook©2021

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