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algemeen beheer en organisatie - lessen
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Academiejaar 2014-2015LESSEN + ALGEMEEN BEHEER EN
NOTA’S
ORGANISATIE
Lesgever: Paul Gemmel | Door: Delfien Vansteelandt
,
,INHOUD
INHOUD ................................................................................................................................................ 3
INLEIDING............................................................................................................................................ 1
Lesgever ........................................................................................................................................................... 1
Lesmateriaal..................................................................................................................................................... 1
Doelstelling ...................................................................................................................................................... 1
Examen ............................................................................................................................................................ 2
Realia ............................................................................................................................................................... 2
ALGEMEEN BEHEER EN ORGANISATIE: EEN INLEIDING ...................................................... 3
Organisaties ..................................................................................................................................................... 3
Definitie .............................................................................................................................................................. 3
Welke organisatie bedoelen we? Quiz ............................................................................................................... 3
Voorbeeld 1 .................................................................................................................................................... 3
Voorbeeld 2 .................................................................................................................................................... 3
Soorten organisaties ........................................................................................................................................... 4
Social-profit’ organisaties ............................................................................................................................... 5
Gezondheidsvoorzieningen en welzijnsvoorzieningen .................................................................................. 5
Doelgerichtheid .................................................................................................................................................. 7
Doelgerichtheid en de economische rationaliteit: het taart-principe ............................................................ 7
Organisaties in actie ........................................................................................................................................... 7
Actuele uitdagingen voor organisaties ........................................................................................................... 7
Case IBM ......................................................................................................................................................... 8
Organisatietheorie: dimensies van organisatie-ontwerp ................................................................................... 9
Management.................................................................................................................................................. 10
Soorten managementtaken .............................................................................................................................. 10
Grote verschillen inzake aard en dosering van de managementvraagstukken ............................................ 11
Institutioneel management .......................................................................................................................... 13
Strategisch management.............................................................................................................................. 14
Structurerend management ......................................................................................................................... 14
Operationeel management .......................................................................................................................... 14
Organisatie en management .......................................................................................................................... 15
Referenties..................................................................................................................................................... 15
KETENZORG IN NEDERLAND: EEN NIET-MEDISCH PERSPECTIEF ................................ 17
Inleiding: ketenzorg vanuit niet-medisch perspectief ..................................................................................... 17
Uitdaging (challenge) ........................................................................................................................................ 17
Issue .................................................................................................................................................................. 17
Zorgketens ........................................................................................................................................................ 17
, Denkend aan een badkamerverbouwing… ....................................................................................................... 17
Ketens wereldwijd ............................................................................................................................................ 18
Operations management .................................................................................................................................. 18
Managing physical flows .............................................................................................................................. 18
‘Flows’ in de Nederlandse gezondheidszorg ................................................................................................ 19
Van losse schakels naar de keten ................................................................................................................... 19
Aanleiding: ‘van losse schakels …’ .................................................................................................................... 19
‘… naar de keten’ .............................................................................................................................................. 20
Wat is SCM? ...................................................................................................................................................... 20
SCM in de praktijk: hoe dit SCM concept relateren aan de zorgsector ............................................................ 20
Toepassingen ................................................................................................................................................. 20
De CVA zorgketen (cerebrovasculair accident; beroerte) ................................................................................ 20
Informatiestroom ......................................................................................................................................... 21
Triage, huisartsenpost en spoedeisende hulp .................................................................................................. 21
Spoedposten: een verbetering? ................................................................................................................... 21
Patiënt handover in zorgpaden ........................................................................................................................ 22
En bij complexere aandoeningen? ............................................................................................................... 22
Zorgpad immunologie ....................................................................................................................................... 22
Onderzoek door SCM-bril ............................................................................................................................... 22
Zorgketens of Ketenzorg?! Wat is het niveau van analyse? ............................................................................ 23
Conclusie: Keten organiseren met de patiënt centraal ................................................................................... 23
ORGANISATIETHEORIE................................................................................................................ 25
Geschiedenis .................................................................................................................................................. 25
Stromingen .................................................................................................................................................... 26
De klassieke organisatiekunde (namen kennen!) ............................................................................................. 27
Samenvattend ................................................................................................................................................... 29
De gedragskundige benadering ........................................................................................................................ 29
Het revisionisme ............................................................................................................................................... 31
De systeembenadering ..................................................................................................................................... 32
Een complex adaptief systeem: een voorbeeld ........................................................................................... 35
Het postmoderne organisatieparadigma .......................................................................................................... 35
Van mechanistische naar natuurlijke systemen ........................................................................................... 36
Een voorbeeld van de evolutie van de klassieke organisatie naar de postmoderne organisatie................. 37
Referenties..................................................................................................................................................... 37
STRATEGISCH MANAGEMENT VOOR DE GEZONDHEIDS- EN WELZIJNSSECTOR ..... 39
Soorten managementtaken............................................................................................................................ 39
Strategisch management................................................................................................................................ 39
‘Strategie’.......................................................................................................................................................... 39
Het Strategisch Managementproces ................................................................................................................ 40
‘Missie’ .............................................................................................................................................................. 40
Voorbeelden: zijn dit goede missies? ........................................................................................................... 41
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