Transcript The Well-Managed Healthcare Organization

QUESTIONS TO
DEBATE
Chapter 2, Instructor’s Manual
1.
How do stakeholders’ needs differ? By
age—old people versus young people?
By income—rich versus poor? By role—
buyers versus providers? By
geography—Jackson, Mississippi, versus
Jackson, Michigan?
© 2006 by John R. Griffith and Kenneth R. White
2. The chapter adopts a specific theory of
operations and a set of values for a wellmanaged HCO. There are other theories, such
as “3 legged stool” (stakeholders are the board,
management, and medical staff), “satisficing”
(meeting all stakeholders’ minimum, as
opposed to optimum, needs), and “profit
maximization” (totally or partially excluding
the values of both IOM and Healthy People
initiatives). How would these theories change
operations in a hospital, and would the change
be better or worse?
© 2006 by John R. Griffith and Kenneth R. White
3.
How does an HCO hear its stakeholders?
How does it resolve conflicting
stakeholder views? What would happen if
only some stakeholders owned an HCO,
and others were simply users or buyers of
service?
© 2006 by John R. Griffith and Kenneth R. White
4.
Must an HCO always have three
component systems—governance, clinical,
and support? What would happen if it
didn’t? Are there ways to have a system
without owning a system? How can an
HCO decide what it should own?
© 2006 by John R. Griffith and Kenneth R. White
5.
What is the manager’s role in HCOs?
How is the role different from the folk
tradition of managerial roles (like
Donald Trump on the television show The
Apprentice or the “boss” in popular
literature)? Why has this difference
developed?
© 2006 by John R. Griffith and Kenneth R. White