HPI4008 Strategic Management, Leadership and Organisational Change in Health Care (HPI4008)
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Summary HPI4008 Main topics of all weeks (Strategic Management, Leadership and Organisational Change in Health Care)
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HPI4008 Strategic Management, Leadership and Organisational Change in Health Care (HPI4008)
Institution
Maastricht University (UM)
Summary of the main topics of all weeks of HPI4008 Strategic Management, Leadership and Organisational Change in Health Care.
- Week 1: Strategic management ((Types of) strategies (different authors)).
- Week 2: Professionalism and professional organizations (Theory of professionalism (Freidson...
HPI4008 Strategic Management, Leadership and Organisational Change in Health Care (HPI4008)
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(Types of) strategies
- Mintzberg & Waters
o Intended and realised strategies
Intended strategies: strategies which the organization planned to implement
Realised strategies: strategies which the organization actually did implement
o Deliberate and emergent strategies
Deliberate strategies: strategies which have been realized as intended
Emergent strategies: strategies that emerged despite (or in the absence of)
intentions
- Porter
o Competitive strategy
Strategic trade-offs: choices between a cost or value position. Such choices
are necessary because higher value tends to require higher cost
Differentiation strategy: generic business strategy that seeks to create higher
value for customers than the value that competitors create, by delivering
products or services with unique features while keeping the firm’s cost
structure at the same or similar levels (example: high end nursing home)
Cost-leadership strategy: generic business strategy that seeks to create the
same or similar value for customers by delivering products or services at a
lower cost than competitors, enabling the firm to offer lower prices to its
customers (example: generic medicines)
Focussed aspect: whether you are tailored your service or product towards a
singular purpose/part of the market
- Miles & Snow
o Strategies will be congruent with the organization’s external environment
Prospectors: extend their success through global expansions and finding new
market opportunities
Defenders: concentrate upon existing operations and defending their home
turfs
Analyzers: take a middle ground approach between being prospectors and
defenders
Reactors: respond arbitrarily to strategic actions initiated by competitors
- Kim & Mauborgne
o Red and blue ocean strategy thinking
Blue ocean strategy
Create uncontested market space
Make the competition irrelevant
Create and capture new demand
Break the value-cost trade off
Pursue low cost and differentiation
Red ocean strategy
Compete in existing market space
Beat the competition
Exploit existing demand
Make the value-cost trade off
Pursue low cost or differentiation
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