-

Do the thing right! !

Do the right thing!

Typical Healthcare Organizations

Management

Support Work

Direct Work

External Environment

(science) (art) (process)

Inputs Transformation Outputs

External Environment

:

Responsibility Resources Skills

Tactical managers

Strategic managers

Supervision

1. (Management Function)

(Management Function)

1. (Planning) :

2. (Organizing) :

Organizational design Differentiation and Integration

(Management Function)

3. (Leading)

4. (Controlling) ,

Leader followers

Situation

2. (Management Skill)

(Management Skill)

1. (Conceptual Skills)

, ,

2. (Human Relations Skills)

3. (Technical Skills)

3. (Management Role)

(Management Role)

,

(Henry Mintzberg) : 1973 , : /

Formal

authorityInterpersonal

rolesInformational

roles Decision

roles

(Management Role)

Zuckerman (1989) Model Designers Leaders Strategist

4. (contribution)

Classical Approaches to Measure Organizational Effectiveness

External Environment

Resource Inputs Organization Product andInternal activities Service Outputsand processes

System Resource Internal Process GoalApproach Approach Approach

Source: Daft, R. L. (1995) Strategic Management and Organizational Effectiveness. In OrganizationTheory and Design, Chapter 2, p. 56

Effectiveness Criteria for Various Stakeholders in an Organization

Constituency Approach

Stakeholder Effectiveness CriteriaOwners Financial return

Employees Work satisfaction, pay, supervision

Customers Quality of goods and services

Creditors Creditworthiness

Community Contribution to community affairs

Suppliers Satisfactory transactions

Government Obedience to law, regulations

Source: Adapted from Daft, R. L. (1995) Organization Theory and Design. 5th edition, WestPublishing Company, P. 60

5. Ethical

LegalIllegal

Unethical

4

Respect for autonomy patients (self-determination) managers (truth telling, confidences, and

keep promises) Justice

Egalitarian theories Libertarian theories Utilitarian theories

4

Beneficence acting with charity and kindness cost-effectiveness

Nonmaleficence do no harm

(Human Resource Management: HRM)

1999 6

1999 6

(1)

10 1. ()2.

3. 4. 5. 6. 7. 8. 9. 10.

1991 SHRMI/CCH

(2)

(HR Philosophy)

(3)

ex. Downsizing

(4)

Blossom Lin

Fottler, Hernandez & Joiner (1998)HRM ImplicationsManagement Decisions

Pursue low-cost competitive strategy

lower compensation; give-backs in labor relations; training to improve efficiency

recruit top-quality candidates; high compensation;

training in guest relations

Pursue quality differentiation competitive strategy

selection from acquired organization; outplacement of redundant workers;

training of new workers; compensation adjustments

Pursue growth through acquisition strategy

training Purchase new technology

Offer new service/product lines

recruit and select physicians and other personnel

- Typical Healthcare Organizations (Management Function) (Management Function) (Management Skill) (Management Role) (Management Role)44 (Human Resource Management: HRM) (1)10 (2) (3) (4)