HPI4008: Strategic Management, Leadership and Orga (HPI4008)
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HPI4008: Strategic Management, Leadership and Organizational Change in Healthcare - summary lectures + learning goals and literature
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Course
HPI4008: Strategic Management, Leadership and Orga (HPI4008)
Institution
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
leadership and organizational change in healthcare
leadership and organizational change in healthcare
um
maastricht university
Written for
Maastricht University (UM)
Health Policy and Innovation Management
HPI4008: Strategic Management, Leadership and Orga (HPI4008)
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HPI4008: Strategic Management, Leadership and Organizational
Change in Healthcare
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
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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