Slide 1: SPRING 2004 Health Services 433 Health Care Management Strategy Room 61-269
Instructors: Dr. Paul Torrens: Office: 31-299 CHS Phone: (Office)(310)(206-3435) (Direct)(310)(825-7640) E-Mail: torrens @ucla.edu Dr. Diana Hilberman: Office: 31-253C Phone: (Office) (310)(206-6322) E-Mail: hilberma@ucla.edu
Class days/time: Mondays and Wednesdays, 3:00 PM - 5:00 PM April 5, 2004 to June 9, 2004 COURSE BACKGROUND In today's healthcare world, managers are faced with a variety of critical choices concerning what their organizations should be trying to do and how they should be doing it. Therefore, the selection of the right strategies becomes critical to the long-term success and survival of their organizations. The selection of the right strategy is only half the challenge, however; the other half is implementing the chosen strategy effectively. It makes no difference how carefully the ideal set of strategies is chosen and described; if they are not carried out effectively, all the careful strategy development is a waste of time. This course will cover both sides of the healthcare management strategy situation ...both the development of the right strategy for a particular organization/department/unit, as well as the steps necessary for successful implementation of that strategy in real time. It should also be mentioned at the start of this course that the instructors feel that strategy development and implementation is not just one part of management practice in health care; it is the most central and important part of management in today's perilous healthcare environment. Whereas in the past, a manager could think about the development of a strategic plan for his/her organization as a somewhat peripheral activity that is carried out mainly by a staff of professional strategic planners, in today's environment the manager must see the development and implementation of a strong strategy as the framework around which everything else in the organization must fit. COURSE DESCRIPTION
Slide 2: There will be two two-hour class sessions each week for ten weeks. The class sessions will consist of a mixture of formal didactic presentations by the instructors, presentations by practicing health care managers, and case studies/analyses by students; three cases will be reviewed by the students during the course and written analyses of all three cases will be required. In general, there will be three major segments to the course, the first dealing with the background for strategic management and the initiation of the strategic management process, the second dealing with strategy formulation, and the third dealing with the implementation and the control of the strategic management process. TEXTBOOK The text for this course is STRATEGIC MANAGEMENT OF HEALTHCARE ORGANIZATIONS (Fourth Edition), by Peter Ginter, Linda Swayne, and W. Jack Duncan; published by Blackwell Publishers, 2002. Additional materials will be provided by the instructors and guest lecturers during individual class sessions as appropriate. GRADING Grading will be assigned on the following basis: Attendance/Participation in Class Sessions (40%); written case analyses (60% in all, distribution as indicated in case analysis instructions). The written case analyses will be due on April 28th, May 19th, and June 9th. Since the formal presentations in class will follow the chapters in the assigned text very closely, each student should come to each class well-prepared to discuss the materials in the assigned chapters; the portion of the grade assigned for attendance/participation (40%) will be based on students' preparation for each class session and presentation when called upon. COMMUNICATION WITH THE INSTRUCTORS Communication with Dr. Torrens can be made directly by phone (310)(825-7640) or in person; to make an appointment in person with him, please contact Ms. Terry Laughlin at (310)(206-3435) to set a mutually convenient time. If the situation is urgent or very time sensitive, please tell Ms. Laughlin this and she will expedite appointments. The e-mail contact for Dr. Torrens is: torrens@ucla.edu. Communication with Dr. Hilberman can be made by signing up for office appointments; use the sign-up sheet on Dr. Hilberman’s door. The e-mail contact for Dr. Hilberman is: hilberman@ucla.edu.
Slide 3: TENTATIVE CLASS SCHEDULE Date 4/5/04 Subject Introduction to the course. The Nature of Strategic Management Understanding and Analyzing the External Environment (Case Analysis Format and Process) Service Area Competitor Analysis (Guest speaker) Internal Environmental Analysis and Competitive Advantage Directional Strategies (Case analyses presentations) (Guest speaker) Developing Strategic Alternatives Evaluation of Alternatives and strategic choice Strategy Implementation Strategy Implementation (Case Analyses presentations) Strategic Implementation (Guest speaker) Control of Strategy Inventing the Future through Strategic Thinking (Guest speaker) (Case analyses presentations) Written analysis of third case is due. Chapter 11 Chapter 12 Chapter 6 Chapter 7 Chapter 4 Reading Assignment Chapter 1 Case Analysis
4/7/04
Chapter 2
4/12/04 4/14/04 4/19/04 4/21/04
Appendices A and B Chapter 3
4/26/04 4/28/04 5/3/04 5/5/04 5/10/04
Chapter 5 Written analysis of first case is due
5/12/04 5/17/04 5/19/04 5/24/04 5/26/04 5/31/04 6/2/04
Chapter 8 Chapter 9 Written analysis of second case is due. Chapter 10
6/7/04 6/9/04
Slide 4: HS 433: HEALTH CARE STRATEGIC MANAGEMENT Spring Quarter 2004 Guidelines for Case Analyses
Dr. Paul Torrens Dr. Diana Hilberman
Read: “Appendix A” in Ginter, Swayne and Duncan, pp. 515-525 A “case” is a description of a situation or problem actually faced by a manager and requiring analysis, decision, and planning a course of action. Generally, cases have no right answer, although some answers lead to better management decisions than others. Most cases are ambiguous, presenting many viable alternatives, some of which are better than others. Cases present a lot of information, some of which is more useful than other information. You may not have all of the information you need. Managers make decisions based on incomplete information and must make assumptions. The future is uncertain. There are no guarantees. Judgment is risky in case analysis as it is in real life. Case analysis is a reflection of your logic and thinking. It should reflect a problem solving logic. However, while data gathering and analysis may be logical and linear, solutions should be more creative. We will have three cases to analyze this quarter. The cases will be developmental and of increasing complexity as we move into the quarter. As a result, the distribution of the grading among the cases will reflect the increasing complexity and expectations of the case. Cases will be analyzed both individually and in groups. The groups will be expected to turn in a one page summary and review of the case on which the individuals in the group have agreed. Each person must also turn in a more complete case analysis. Individuals can choose to have a dissenting opinion and must have an individual analysis. The cases will be graded as follows: CASE Case 4: Cooper Green Hospital and the Community Care Plan Case 9: Helicopter Emergency Medical Services at the MCG Hospital and Clinics Case 19: The Integration Journey of The Midwest Medical Group Part 1 # Pages 6 INDIV GROUP TOTAL POINTS POINTS POINTS 10 5 15 15 5 20
Parts 1,2 8 Chpts 7,8 Parts 1-4 10
20
5
25
All students must come to class with their written assignment and prepared to discuss the case. (Remember, 40% of your grade is based on class participation and contribution.) If the student has NOT completed the assignment, (s)he will not be able to stay, participate in and benefit from the class discussion.
Slide 5: Requirements: • 6-10 pages depending on case, see table above. Do NOT write more. • Demonstration and application of theory and concepts to the analysis. These must be from this class, but we expect you will also include concepts from other classes as well, particularly in the financial analysis piece. You MUST select and use analytical frameworks from the lecture and text. • Attention to excellent written English, including grammar, diction, syntax, and spelling • Creative but realistic solutions • Containing the following steps: Surface the facts and the key issues Conduct a situational analysis: internal/external/directional Evaluate and select of potential strategies Evaluate and select of potential implementation methods Identify methods for monitoring achievement of strategy In addition to the steps identified above, please answer the following questions about each case: Cooper Green Hospital 1. Conduct a situational analysis and identify directional strategies. 2. Do a situational analysis for both the Hospital and the Community Care Plan. Helicopter Emergency Medical Services at the Medical College of Georgia Hospital and Clinics 1. The class will have four groups, each of which will address and justify one of the alternatives in the case as their group one page summary: • Do not sponsor HEMS • Sponsor HEMS with University Hospital: Loosely managed between two hospitals; Develop a separate organization to operate HEMS • Sponsor the HEMS with another local hospital • Sponsor HEMS independently 2. Conduct a situational analysis, identify strategic alternatives, make recommendations, and justify and evaluate each recommendation. 3. Conduct a cost analysis of the helicopter emergency services for MCGH and determine break/even. MMG: The Integration Journey of the Midwest Medical Group 1. Conduct a situational analysis, evaluate and recommend strategies, suggest implementation options, and discuss control measures.
