School of Policy, Planning and Development



School of Policy, Planning and Development

University of Southern California

PPD 515: Strategic Management of Healthcare Organizations

Intensive Semester

|Session I: January 15 through 18, 2008 |Time: 8:30 AM to 4:30 PM |

|Session II: February 19 through 22, 2008 | |

Professor: Robert C. Myrtle, D.P.A.

Office Phone: (213) 740-0378

Home Phone: (562) 438-4359 E-Mail: myrtle@usc.edu

Office Hours: By Appointment Only

Office Location: Lewis Hall 301e

Course Description

Application of principles of health administration in several practice settings. Decision making, strategic management, organizational performance, communication, and provider comparisons.

Introduction

This course is designed to be the capstone course for the Master of Health Services Administration degree. It assumes that the student is in the final semester of graduate work and has successfully completed course work in health issues and policy, health economics, financial management, organizational behavior, quantitative analysis, and health law.

The title of the course and its description has been instrumental in shaping the focus of this course and the material to be covered. My particular emphasis will be on management strategy within the context of current theory and practice. We will introduce new concepts, develop and refine old ones, expand upon your theory of management and organizations, and examine present and emerging practices.

The course activities have been designed to bridge the gap between theory and practice and strengthen your leadership and management skills. Cases, experiential exercises, role-plays, management style and skill inventories will be used as an integral part of the seminar. This means that the extent of your learning will be a direct reflection of the effort and energy that you expend in studying the material, analyzing the cases and solving the problems.

Learning Outcomes

This course is designed to provide you with knowledge, skills and insights into organizational strategy and managerial leadership in the health field. At the end of the course, you will be able to:

analyze organizational problems using a variety of different methods and approaches;

list the characteristics of effective organizations, programs and managers;

discuss the characteristics of effective or innovative managers and their organizations;

assess the strategic and operational problems and issues facing contemporary health care organizations;

develop innovative or effective strategies for responding to changing economic, social and political conditions;

critique the strategies used by other managers and organizations in meeting environmental opportunities and problems;

evaluate the role, function and appropriateness of marketing and strategic planning in health care organizations;

appreciate the importance of intergovernmental and interorganizational relationships;

respond to personal and organizational challenges in the pursuit of excellence in the health care industry.

apply methods and concepts from your coursework in finance, management, economics and public policy to analyze and resolve organizational problems or dilemmas.

Course Requirements

1. Satisfactory performance in this class requires that you:

read all materials assigned for each class session prior to the class meeting days listed on the syllabus;

effectively participate in the seminar discussions and class activities;

analyze all assigned problems and case studies with sufficient preparation to engage in critical thought and discussion;

make oral and written presentations of cases and problems.

2. If you are not submitting your papers electronically, two copies are required.

3. Do not put your name on your work but use your student identification number instead.

Case Analysis

A number of cases and problem situations have been assigned as part of the formal course requirements. Most of these will be completed as part of the seminar activity. The remainder will be completed outside of the classroom and turned in for grading. In either event, you should keep in mind that you must be prepared to discuss each assigned case at the time scheduled in the syllabus. The best case discussions are mindful of the following—you have:

taken a position that is decisive and specific,

“done the math”. Many cases provide an opportunity to manipulate real data. You should recognize when this is appropriate and will attempt to solve the problem. Obtaining the right answer numerically is not nearly as important as recognizing when and where to do calculations, comparisons and to make inferences,

when appropriate, discussed the downside of a proposed strategy, if there are negative repercussions. Be especially mindful of the costs involved in any new program or actions you recommend. The critical thing is that the benefits outweigh the costs

For the last two semesters I have been experimenting with submitting your required case analysis as a PowerPoint presentation. This presentation should:

• Have a title page

• List the person/organization the presentation is directed to

• Start with your recommendation

• Explain how you arrived at your recommended action

▪ Defining the problem

▪ Reviewing the facts

▪ Describing your analysis or reasoning

▪ Noting options considered, options discarded and why and options selection

• End your presentation with

▪ A brief summary followed by

▪ a simple question slide

▪ Invite questions

▪ Provide a visual framework for the questions and answers

▪ Avoid ending the presentation without obtaining closure

Criteria for grading

1. Clarity of your presentation: Your presentation is addressed to a professional manager. This means that you must clearly outline your recommendation, address the key issues, present a logical argument and provide citations for the source of your information.

2. Rigor of the analysis: Your analysis is designed to be presented to a senior manager/executive. Your analyses must be factual, believable, and credible. Your recommendations and conclusions must come from your analysis and should consider organizational realities (culture, politics, resources, reward systems) that may affect the implementability of your recommendations.

3. Relevance: Your analysis must address the key issues confronting the organization and reflect a thorough understanding of the materials covered in this course.

Reflective Learning Assignment

One of the emerging themes in today’s organizations is that of continuous learning. Management strategists have suggested that the ultimate competitive advantage will be determined by the extent to which the organization is able to learn faster than its competition. Indeed, a recent Harvard Business Review article, “Planning as Learning”[1] skillfully brought home this point. The same can be said for managers, especially those just entering the managerial field.

The reflective learning assignment is based on Kolb’s model of adult learning. After each class session, reflect on the readings, exercises or cases, class discussions and record your thoughts and ideas in an electronic journal. Kolb offers the following as one model[2]:

1. Date and Topic:

2. Summarize the major ideas, concepts, or issues that intrigued you; that made you realize you lacked certain knowledge or skills; or that was very significant for you.

3. Describe how the above influenced how you felt about what you read, heard, discussed or experienced.

4. Reflect on your feelings and how these affected how you experienced or interpreted that information

5. Note whether these experiences and reflections influenced your assessment of the concepts from the readings, lecture or discussions and in the way it changed.

6. List how you might use these insights to improve your effectiveness in addressing similar issues or situations.

Term Project

The preparation of a term project is the final requirement of the course. This term project can take several forms. One is the development of an original case study and teaching note describing a strategic management problem or situation that an organization and its managers and policy makers are facing, and the issues and concerns that seem to be important. The case should accurately capture all the relevant issues at hand. Data, exhibits, financial statements and other factual material should be included. The goal is to provide the reader with sufficient information to be able view the problem from the context of those involved in the situation being described. As such the case must accurately capture all of the relevant issues at hand. Properly done, the final product should be similar to the cases analyzed as part of this class.

The teaching note should be a separate section and it should provide background information about the case, the issues that needed to be addressed, and suggestions for addressing the problems raised in the case, or a summary of how those involved addressed the issues noted in the case.

A second option would be to conduct a strategic analysis of an actual health care organization. For this assignment, assume that you have been asked to perform a comprehensive analysis of this organization. This analysis should make extensive use of publicly available information and should include an industry assessment, identification and analysis of key competitors, critical assessment of the organization’s strengths and weaknesses and the identification of possible changes in strategy, organization or operation. The completed analysis should be accompanied by a cover letter addressed to your client summarizing the issues and your findings.

Other possibilities are open to discussion.

Criteria for grading

1. Clarity of Writing: Your analysis is addressed to a professional manager. This means that you must write clearly, provide an executive summary, address the key issues, present a logical argument and provide citations for the source of your information.

2. Rigor of the Analysis: Your analysis is designed to be presented to a senior manager/executive. Your analyses must be factual, believable, and credible. Your recommendations and conclusions must come from your analysis and should consider organizational realities (culture, politics, resources, reward systems) that may affect the implementability of your recommendations.

3. Relevance: Your analysis must address the key issues confronting the organization and reflect a thorough understanding of the materials covered in this course.

Statement on Academic Integrity

The University Student Conduct Code establishes the expectations that individual work will be submitted, unless otherwise allowed by the instructor and that general principles of academic honesty, including the respect for the intellectual property rights of others will be followed. This means that the ideas and wordings of another writer must be acknowledged and appropriately used.

Plagiarism is the unacknowledged and inappropriate use of the works of others. As described in SCampus, it includes:

2. “The submission of material authored by another person but represented as the student’s own work, whether the material is paraphrased or copied in verbatim or near verbatim form;”

3. “The submission of material subjected to editorial revision by another person that results in substantive changes in content or major alteration of writing style:” and

4. “Improper acknowledgement of sources in essays or papers.”[3]

Statement on Students With Disabilities

Any student requesting academic accommodations based on a disability is required to register with Disability Services and Programs (DSP) each semester. A letter of verification for approved accommodations can be obtained from DSP. Please be sure the letter is delivered to me as early in the semester as possible. DSP is located in STU 301 and is open early 8:30 a.m. – 5:00 p.m., Monday through Friday. The phone number for DSP is (213) 740-0776.

Statement on Professionalism

Learning occurs in an environment where all the participants are eager and ready to learn. Therefore, I expect that everyone will engage in professional behaviors that contribute to the creation of a stimulating learning environment: attendance at every class (or notifying the instructor and team members in advance when you will not be in class), being in class on time, remaining in class for the duration of the class, being prepared for class, listening respectfully when others are speaking, being focused on the activities at hand, and turning your mobile phones and pagers off.

Basis for Grades

|Effectiveness of class participation | 10% |

|Case analyses (2 PowerPoint analyses required) | 40% |

|Reflective Learning Assessment | 20% |

|Final project | 30% |

|Total |100% |

Required Materials

1. Textbooks:

George B. Moseley, III, Managing Health Care Business Strategy, Boston: Jones and Bartlett Publishers, 2009.

PDD 515 Reader (Available from the USC Bookstore)

(Available online at , using the USC TrojanBookstore’s new online product, called EZ Book!) The reader is also available at the USC TrojanBookstore as a traditional print course reader.

If you need assistance or have any questions, please contact them at 800.934-9313 or reader@bookstore.usc.edu.  Their regular business hours are M-F, 8am-5pm.

2. Chapters in Reader:

Donna Lind Infeld and John R. Kress, Cases in Long-Term Care Management, 2nd. ed., Owings Mills, MD: National Health Publishing, 1995.

3. Cases in Reader:

Victoria Chang and Jeffrey Pfeffer, “Holy Cross Hospital: The Road to a New Culture”, Stanford: Leland Stanford Junior University, Graduate School of Business, July 2001.

David Eddy, Marc Roberts and Howard Husock, "Beyond 'Mama Management,' Operating Room Cutbacks at the California Multispecialty Center", Boston: Kennedy School of Government, Harvard University, 1991.

Diana S. Gardner and Michael J. Roberts, “CardioThoracic Systems” ”, Boston: HBS Case Services, Harvard Business School, 2001.

Jody Hoffer Gittell and Mason Brown, “Reading Rehabilitation Hospital: Implementing Patient-Focused Care”, HBS Case Services, Harvard Business School, 1998.

Maryam Golnaraghi and Gary Pisano, “Partners HealthCare System, Inc. (A)”, Boston: HBS Case Services, Harvard Business School, 1996.

Tonicia Hampton and Roger Hallowell, “VITAS®: Innovative Hospice Care”. HBS Case Services, Harvard Business School, 1999.

Kirk O. Hansen, David Bollier, and Penelope Rowlands, “Rick Surpin (A)”, Stanford CA: The Business Enterprise Trust, 1992.

Maria F. Miguel and H. Kent Bowen, “Ophthalmic Consultants of Boston and Dr. Bradford J. Shingleton, HBS Case Services, Harvard Business School, 1997.

Robert C. Myrtle, "Appian Health Systems", Los Angeles: University of Southern California, 2003.

Arnold M. Possick and Robert C. Myrtle, "Ocean Point Retirement Community", Donna Lind Infeld and John R. Kress, Cases in Long-Term Care Management, 2nd. ed., Owings Mills, MD: National Health Publishing, 1995.

Sharon Rossi and Elizabeth O. Teisberg, “IG Laboratories, Inc. (A): Pursing the Future of Genetic Testing, Boston: HBS Case Services, Harvard Business School, 1994.

Michelle Toth, and Jody H. Gittell, “Transitional Infant Care Specialty Hospital”, Boston: HBS Case Services, Harvard Business School, 1997.

Hilary Weston, "American Red Cross Blood Services Northeast Region," Boston: HBS Case Services, Harvard Business School, 1990.

4. Web-based materials: Handouts and exercises.   These can be found at:



You can access Blackboard from anywhere on the internet, but you must use your USC identity.

Course Schedule and Assignments

January 15 Introduction to the Course

(Morning)

administrivia

review of syllabus

learning objectives, course requirements,

perspectives and frameworks

Required Readings:

Daudelin, MW, “Learning from Experience Through Reflection”, Organizational Dynamics 24(3): 36-48.

Fielden, J. “What do You Mean I Can’t Write?”, Harvard Business Review, 42(3) (May-September 1964): 144-152.

Case/Exercise:

To be handed out in class.

January 15 Managers and the Strategic Management of Health

(Afternoon) Care Organizations

Management roles

Changing organizational environments

Role of strategy in managerial and organizational effectiveness

• Recognize the multiple roles strategy plays in organizations

Required Readings:

Moseley, chpt. 1.

Roger Brown, “How we Built a Strong Company in a Weak Industry, Harvard Business Review, Vol. 79. (February 2001): 3-8.

Marcus Buckingham, “What Great Managers Do”, Harvard Business Review, Vol. 83. (March 2005): 70-9.

Jonathan Gosling and Henry Mintzberg, “The Five Minds of a Manager”, Harvard Business Review, Vol. 81. (November 2003): 54-64.

Case/Exercise:

Hansen, K.O., Bollier, D. and Rowlands, P. “Rick Surpin (A)”, Stanford CA: The Business Enterprise Trust, 1992.

In reviewing this case, it might be helpful to think about Surpin’s “theory of the business”. How does he characterized the current services provisions in the home health industry? How does he plan to do things differently? How and were does he plan to add value? If you were asked to fund this project, what would your questions and concerns be?

January 16 Purpose, Mission, and Vision

(Morning)

5. Organizational Purpose

6. Strategic Objectives

7. Role of values in the development and implementation of strategy

Required Readings:

Moseley, chpt. 6.

Bart, C.K., “Sex, Lies, and Mission Statements”, Business Horizons, November-December, (1997): 9-18.

Collins, J., and Porras, J.L., “Building Your Company’s Vision”, Harvard Business Review, 74, (5) (September-October, 1996): 65-77.

Rangan, V.K., “Lofty Missions, Down-to-Earth Plans”, Harvard Business Review, March 2005.

Case/Exercise:

New Venture Partnership

January 16 Organizations and Their Environments

(Afternoon)

8. Environmental Trends and Health Care Organizations

9. Techniques of Environmental Analysis

10. Critical Issues in Environmental Analysis

Required Readings:

Moseley, chpt. 3.

Courtney, H., Kirkland, J., and Viguerie, P., “Strategy Under Uncertainty”, Harvard Business Review, 75, (6) (November-December 1997): 67-79.

Day, G.S., Schoemaker, P.J.H., “Scanning the Periphery”, Harvard Business Review, November 2005.

Drucker, P., "The Theory of the Business, Harvard Business Review, 72, (5) (September-October, 1994): 95-104.

Watkins, M.D., Bazerman, M.H., “Predictable Surprises: The Disasters You Should Have Seen Coming”, Harvard Business Review, March, 2003.

Case/Exercise:

Rossi, S, and Teisberg, E.O., “IG Laboratories, Inc. (A): Pursing the Future of Genetic Testing, Boston: HBS Case Services, Harvard Business School, 1994.

As you analyze this case be alert to the changing nature of the environment. How is the environment changing? Will these changes have an impact on their current business model, and if so, in what way? What does it take to be successful in this industry? What should IG Laboratories do in light of what it takes to be successful? If IG Laboratories follows your suggestions, what are the likely responses of your competitors to your changes? In what ways might these actions threaten your course of action and what should you be attentive to in their actions and your responses?

January 17 Organizational Performance

(Morning)

11. Organizational effectiveness

12. Measures and measurement

13. Organizational capabilities

Required Readings

Moseley, chpt. 5.

Ulrich, D., and Smallwood, N., “Capitalizing on Capabilities”, Harvard Business Review, 82 (June 2003): 119-128.

Gottfredson, M., Schaubert, S., and Saenz, H., “The New Leader’s Guide to Diagnosing the Business”, Harvard Business Review, February 2008.

Case/Exercise:

Miguel, M.F. and Bowen, H.K., “Ophthalmic Consultants of Boston and Dr. Bradford J. Shingleton, HBS Case Services, Harvard Business School, 1997.

How should the Ophthalmic Consultants of Boston measure their effectiveness? How does Shingleton’s practice model fit with your view of what it takes to be effective? What should the partnership do to improve its effectiveness? What should Shingleton do if his partners do not follow your recommendations?

January 17 Assessing Organizational Strengths and Weaknesses

(Afternoon)

14. Assessment of Strengths and Weaknesses

15. Core Competencies

16. Competitive Intelligence

17. Strategic Groups

Required Readings:

Moseley, chpt. 2.

Collis, D.J. and Montgomery, C.A, "Competing on Resources: Strategy in the 1990s", Harvard Business Review, 73, (3) (October-August 1995): 118-128.

Frei, F.X. “The Four Things a Service Business Must Get Right”, Harvard Business Review, April 2008.

Leidecker, J.K., and Bruno, A. V., “Identifying and Using Critical Success Factors”, Long Range Planning, 17 (1) 1984: 23-32.

Case/Exercise:

Hampton, T. and Hallowell, R. “VITAS®: Innovative Hospice Care”. HBS Case Services, Harvard Business School, 1999.

What is VITAS’s® strengths and weaknesses? What are the core competencies of VITAS®? How should VITAS® continue to grow in the hospice market? How does VITAS® uphold its mission during this process?

January 18 Developing and Selecting Organizational Strategies

(Morning)

The concept of strategy

The strategic process

Types of strategies

• Tools of analysis

Required Readings:

Moseley, chpt. 7.

Christensen, C.M., “Making Strategy: Learning by Doing”, Harvard Business Review, 75, (6) (November-December, 1997): 141-156.

Dranikoff, L., Koller, T., and Schneider, A., “Divestiture: Strategy’s Missing Link”, Harvard Business Review, May 2002.

Kaplan R.S., and Norton, D.P, “Having Trouble With Your Strategy? Then Map It”, Harvard Business Review, 78, (5) (September-October 2000): 167-176.

Montgomery, C.A., “Putting Leadership Back into Strategy”, Harvard Business Review, January 2008.

Porter, M.E., “What is Strategy” Harvard Business Review, Vol. 74. (November-December 1996): 61-78.

Case/Exercise:

Possick, A.M., and Myrtle, R.C., "Ocean Point Retirement Community", Donna Lind Infeld and John R. Kress, Cases in Long-Term Care Management, 2nd. ed., Owings Mills, MD: National Health Publishing, 1995.

North Valley Homes has a new leader, vision and strategy. Challenging its execution is “What to do with Ocean Park”? What should NVH do? What strategies should they pursue? What role should or could OPRC and the other units play in NHV’s strategic choices?

January 18 Business Level Strategies

(Afternoon)

• Creating and Sustaining Competitive Advantage

• Basic Strategies for Achieving Competitive Advantage

Moseley, chpt. 8.

Gadiesh O., and Gilbert, J.L., “How to Map Your Industry’s Profit Pools” Harvard Business Review, 76 (May-June, 1998).

McGahan, A.M., “How Industries Change”, Harvard Business Review, 82 (October 2004): 86-95

Zahra S.A., and Chaples, S.S., “Blind Spots in Competitive Analysis”, Academy of Management Executive, Vol. 7, No. 2 (1993): 7-28.

Case/Exercise:

Toth, M. and Gittell, J.H., “Transitional Infant Care Specialty Hospital”, Boston: HBS Case Services, Harvard Business School, 1997.

TIC found a niche and was successful. With environmental changes are there changes needed in their purpose, mission, vision, or strategic objectives? What should they do in response to competitive threats?

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INTERSESSION BREAK

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February 19 Strategic Market Planning

(Morning)

Marketing methods and processes

Market planning

Marketing strategies

Strategic marketing in health care organizations

Required Readings:

Moseley, chpt. 9.

Anderson, J.C., and Narus, J.A., “Business Marketing: Understand What People Value”, Harvard Business Review, 76 (November-December , 1998): 5-15.

Corey, E.R., “Marketing Strategy: An Overview” HBS Case Services, Harvard Business School, 1999.

Kim, W.C., and Mauborgne, R., “Creating New Market Space”, Harvard Business Review, 77 (January-February, 1999): 83-93.

Case/Exercise:

Gardner, D.S., and Roberts, M.J., “CardioThoracic Systems”, HBS Case Services, Harvard Business School, 2001.

CardioThoracic Systems is faced with marketing challenges. What are the most significant of these? What do you suggest they do to overcome these? Are there other issues that need to be addressed as well?

February 19 Creating and Managing Strategic Alliances

(Afternoon)

Service integration

Product diversification

Multi-institutional structures

Interorganizational dynamics

Organizational structures and corporate models

Required Readings:

Carlin, B.A., Dowling, M.J., Roering, W.D., Wyman, J., Kalinoglou, J., and Clyburn, C., “Sleeping with the Enemy: Doing Business with a Competitor”, Business Horizons, (September-October 1994: 9-15.

Goold, M. and Campbell, A.,“Desperately Seeking Synergy”, Harvard Business Review, 76, (5) (September-October 1998): 131-143.

Harding, D., and Rovit, S., “Building Deals on Bedrock, Harvard Business Review, 82. (September 2004): 121-130

Shortell, S.M., Gillies, R.R., Anderson, D.A., Mitchell, J.B., and Morgan, K.L., "Creating Organized Delivery Systems: The Barriers and Facilitators", Hospitals & Health Services Administration, Vol. 38, No. 4 (Winter 1993): 447-466.

Case/Exercise:

Golnaraghi M., and Pisano, P., “Partners HealthCare System, Inc. (A)”, Boston: HBS Case Services, Harvard Business School, 1996.

Brigham Womens Hospital is facing strategic choices in response to transformations in their competitive environment. While an affiliation with Massachusetts General is proposed, is this the best option? What other options or affiliations are possible? What are the relative advantages and risks of each? Which should BWH pursue? How might they minimize the risks in the strategy they recommend?

February 19 Strategy Implementation

(Morning)

Principles of organizational design

Technology, structure and process

The contingency approach

Required Readings:

Moseley, chpt. 9.

Ghoshal, S., and Bartlett, C.A., “Changing the Role of Top Management: Beyond Structure to Processes”, Harvard Business Review, (January-February, 1994): 87-96.

Mintzberg, H., and Van der Heyden, L., “Organigraphs: Drawing How Companies Really Work”, Harvard Business Review, 77, (5) (September-October 1999): 87-94.

Case/Exercise:

Gittell, J.H., and Brown, M., “Reading Rehabilitation Hospital: Implementing Patient-Focused Care”, HBS Case Services, Harvard Business School, 1998.

Reading Rehabilitation Hospital has seen some improvement in operations the results are still below the goals established when the patient focused care model was implemented. What are the benefits of the patient focused care model? What are the drawbacks? Should RRH continue with the service line model, return to the functional approach or consider an alternative organizational model?

February 19 Organization Power & Politics

(Afternoon)

18. Power and politics in organizations

19. Sources of power

20. Developing and using power

21. Power strategies and tactics

Required Reading:

Conger, J.A., “The Necessary Art of Persuasion”, Harvard Business Review, (May-June 1998): 84-95.

Keys, J.B., and Case, T.L., “How to Become an Influential Manager”, The Academy of Management Executive, 4 (1990): 38-51.

Krackhardt, D., and Hanson, J.R., “Informal Networks: The Company Behind the Chart”, Harvard Business Review, 71, (4) (October-August 1993): 104-111.

Williams, G.A., and Miller, R.B., “Change the Way You Persuade”, Harvard Business Review (May 2002): 3-11.

Case/Exercise:

Eddy, D., Roberts, M., and Husock, H. "Beyond 'Mama Management,' Operating Room Cutbacks at the California Multispecialty Center", Boston: Kennedy School of Government, Harvard University, 1991.

While power and politics are inherent in all organizations, they are most visible when significant changes are proposed. Skilled managers acknowledge the sources of power in organizations and use these to bring about the changes they desire. What are the sources of power in play in this case? Did the nursing leadership take these into consideration in their change efforts? Is there anything they can do now to overcome the problems they are facing?

February 20 Organizational Change and Innovation

(Morning)

models and methods of organizational change

managing changes and transitions

entrepreneurial and innovative activities

Required Readings:

Christensen, C., Marx, M., and Setvenson, H., “The Tools of Cooperation and Change”, Harvard Business Review, 84, (10) (October 2006).

Duck, J.D., "Managing Change: The Art of Balancing," Harvard Business Review, 71, (6) (November-December 1993): 109-118.

Kotter, J.P. "Leading Change: Why Transformation Efforts Fail", Harvard Business Review, 73, (2) (March-April, 1995): 59-67.

Case/Exercise:

Chang, V., and Pfeffer, J., “Holy Cross Hospital: The Road to a New Culture”, Stanford: Leland Stanford Junior University, Graduate School of Business, July 2001.

One of the toughest problems most managers face is that of initiating and managing organizational change. How did Johnson try to create and manage change at Holy Cross? What were the key elements of his strategy? What were the strengths and the weaknesses of what he did? What is your assessment of his implementation strategy? What advice would you give Johnson about “What to do next?”

February 20 Organizational Controls

(Afternoon)

control models and methods

control issues and strategies

forms and types of organizational controls

Required Readings:

Moseley, chpt. 10.

Davenport, T.H., "Saving IT's Soul: Human-Centered Information Management", Harvard Business Review, Vol. 72 No. 2 (March-April 1994): 119-131.

Kaplan, R.S., and Norton, D.P., “Using the Balanced Scorecard as a Strategic Management System”, Harvard Business Review, 74, (1) (January-February 1996): 75-85.

Simons, R., "Control in an Age of Empowerment", Harvard Business Review, 73, (March-April, 1995): 80-88.

Case/Exercise:

Weston, H., "American Red Cross Blood Services Northeast Region," Boston: HBS Case Services, Harvard Business School, 1990.

The Northeast Region of the American Red Cross Blood Services continues to be challenged by the performance of their control systems. What are the control issues and why have they not worked as well as intended? What changes in the control systems should be made if they want to improve the performance of their organization?

February 21 Managing Human Resources

(Morning)

human resource management

labor relations

collective bargaining and negotiations

Required Readings:

Calvasina, G.E., Calvasina, R.V., and Calvasina, E.J., “Communication and Effective Labor Management Relations”, Proceedings of the Academy of Organizational Culture, Communications and Conflict, 10(1) (2003)? 17-21.

Kolb, D.M., and Williams, J., “Breakthrough Bargaining”, Harvard Business Review, (February 2001): 89-97.

Case/Exercise:

Myrtle, R.C. "Appian Health Systems", Los Angeles: University of Southern California, 2003.

What are the changes in the contract that interests you represent wishes to have made? What do you think your team should do to achieve the goals that you think are important?

February 21 Future Environments, Organizations and Managers

(Afternoon)

environmental dynamics and organizational strategies

managing transformational processes

future organizations and future managers

Required Readings:

Fahey, D.F., Robert C. Myrtle, R.C., and Schlosser, J.L., “Critical Success Factors in the Development of Health Care Management Careers”, Journal of Healthcare Management, 43 (July-August, 1998): 307-320.

Woodrum, D.L., “Suddenly Out of the Field, Part I: The Story” Journal of Healthcare Management, Vol. 46 (September-October 2001): 301-312.

Woodrum, D.L., “Suddenly Out of the Field, Part II: The Do’s and Don’ts of Moving On” Journal of Healthcare Management, Vol. 46 (November-December 2001): 369-379.

Case/Exercise:

To Be Assigned

Evaluation and Review of Key Concepts

Summary of Material

Review of Assignments and Learning Goals

Course Evaluation

Key Dates:

1. Formal Case Analyses: You will be able to select the cases you wish to write up subject to the following:

a. One case will be chosen from the cases analyzed during the first 4 day session.

b. It must be received on or before 5:00 PM, Monday, January 25th at myrtle@usc.edu or Dr. Robert C. Myrtle, 105 Siena Drive

Long Beach, CA 90803-3923.

c. One case will be chosen from the cases analyzed during the second 4 day session.

d. Formal written analysis of that case must be received on or before 5:00 PM is due on Monday, March 9th.

2. Your Reflective Learning Assessment is due on Monday, March 2nd.

3. Your final project is due on Monday, April 20th.

4. Requests for an incomplete must be submitted before Monday, April 20th and for reasons set forth by University Guidelines.

NOTE: The University is reviewing all classes where incompletes are granted so plan accordingly

5. Two copies of all written work are required (does not apply to e-mail submission). After they have been graded, they will be e-mailed to you or, in the case of written submissions, available for pick-up my office about 2 weeks after the last due date. If you wish to have the materials mailed to you, please provide a stamped, self addressed envelope. NOTE: I prefer electronic submissions.

6. Do not put your name on your work but use your student identification number (SIN) instead. You do not need to set up a dummy e-mail account. I save the file under your SIN before reading any.

Date Prepared or Revised: November 21, 2008

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[1] Arie P. De Geus, “Planning as Learning”, Harvard Business Review, Vol. 66, No. 2 (March-April, 1988): 3-6.

[2] David A. Kolb, Irwin M. Rubin, and Joyce M. Oslund, Organizational Behavior: An Experiential Approach, Englewood Cliffs, NJ: Prentice Hall, 1991.

[3] SCAMPUS: University Governance, 11.00 Behavior Violating University Standards and Appropriate Action, and 11.11 Plagiarism.

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