Strategic and Operational Management in Healthcare Organizations

Recommended Prerequisites

Not applicable.

Teaching Methods

The methodology includes lectures with use of audio-visual media, group dynamics, analysis of articles and case studies. Seeks to promote active learning and reported, favoring the interaction, in order to integrate knowledge of students and current situations of health organizations.

Learning Outcomes

The main objective of this course is to introduce students to the basic concepts related to strategic management, accounting and finance, investment analysis and people management in the context of health organizations. Thus, at the end of the course, the student should know the concepts of strategic management, understand a strategic plan and identify the external and internal environment; identify and use management tools in problem analysis and decision-making; know the fundamental concepts of accounting and finance, activity plans and budgets; identify the main elements of investment analysis and evaluation in organizations; be familiar with the field of organizational diagnosis and change, people management policies and practices; demonstrate the ability to synthesize information and contribute to the management of the organization at a strategic level.

Work Placement(s)

No

Syllabus

- Theoretical paradigms of management, organizational structures and models; health organizations (typology; reforms in the management of health services; management of organizational change).

- Strategic management - strategic thinking and planning; internal and external organizational diagnosis (SWOT); stakeholder involvement; strategy formulation and implementation (purpose, mission, vision, objectives, process, targets, and indicators).

- Fundamental notions of accounting, finance, investment analysis and evaluation; selection of means and funding sources; activity plan and budget; operational and strategic management control (management support tools: BSC, tableaux de bord).

- People management policies and practices (recruitment, selection, training and development); motivation and performance appraisal; involvement and communication systems; internal promotion, job security and psychological contracts; appreciating the challenges of reconciling performance and well-being.

Head Lecturer(s)

Isabel Maria Correia Cruz

Assessment Methods

Assessment
Resolution Problems: 50.0%
Synthesis work: 50.0%

Bibliography

Cunha, M.; Rego, A.; Cunha, R.; & Cabral-Cardoso, C. (2019). Manual de Comportamento Organizacional e Gestão, 8.ª Ed., Lisboa: RHEditora.

Dennis C. (2019). Strategic planning—a health system operational perspective. J Hosp Manag Health Policy 3:32.

Duncan, W.; Ginter, P., & Swayne, L. (2018). Strategic Management in Health Care Organisations. 8th edition. Hoboken, New Jersey: Wiley.

Frederico, M. & Sousa, F. (coord.) (2022). Gerir com Qualidade em Saúde. Portugal: Lidel.

 Huebner, C. & Flessa, S. (2022). Strategic Management in Healthcare: A Call for Long-Term and Systems-Thinking in an Uncertain System. Int J Environ Res Public Health. 19, 8617 . https://doi.org/10.3390/ Gerir com Qualidade em Saúde ijerph19148617.

McShane, S. L., & Glinow, M. A. (2021). Organizational Behavior: Emerging Knowledge. Global Reality. McGraw Hill.