To define clearly and distinguish the three levels of strategic thinking: Conceptual, analytical, and operational Readings Case: The Rosemont Behavioral Health Center. Swayne, Duncan & Ginter. Case 10 (p.617-630) in (6th ed.). Wiley & Strategic Management of Health Care Organizations Sons, 2012. Dye, R., & to Improve Strategic 2007 McKinsey Quarterly, Sibony, O., “How Planning,” Number 3, pp. 40-48. TACS: Technical Assistance for Community Services. Nonprofit Organization Tool. Class 5: Strategy as Content (Feb. 21) Learning objectives Understand the strengths and weaknesses of key strategies Know empirical evidence to support use of strategies Know current use of strategies Readings Tsai & and Quality Is Bigger Necessarily Jha, “Hospital Consolidation, Competition, July 2014 JAMA, Better?” T. Collaboration Among Health Care Organizations: A Review of Outcomes D’Aunno, and Best Practices for Effective Performance, Institute of Medicine, 2011 Sull, D. & Eisenhardt, K. for a Harvard Business M., “Simple Rules Complex World,” September 2012, pp. 68-74 Review, Class 6: Strategy as Content (Feb. 28) –Cont’d Learning objectives from above) (con’t Readings Case for memo #2: Napo Pharmaceuticals Dyer, J. H., Kale, P., & Singh, H., to Ally and When to Harvard “When Acquire,” July-August 2004, pp.108-115 Business Review, Kale, P. & Singh, H. Strategic Alliances: What Do We Know, and Where Do “Managing We Go from Here? 2009. Academy of Management Perspectives, Class 7: Putting it All Together (March 7) Learning objectives Understand the importance of portfolio analysis Know how to use the MacMillan Matrix to decide what strategies to use (and not use) for your divisions (portfolio analysis) organization’s Be able to develop a comprehensive diagnostic approach for conducting a complete strategic review of an organization in its full internal and external context
To define clearly and distinguish the three levels of strategic thinking: Conceptual, analytical, and operational Readings Case: The Rosemont Behavioral Health Center. Swayne, Duncan & Ginter. Case 10 (p.617-630) in Strategic Management of Health Care Organizations (6th ed.). Wiley & Sons, 2012. Dye, R., & Sibony, O., “How to Improve Strategic Planning,” McKinsey Quarterly, 2007 Number 3, pp. 40-48. TACS: Technical Assistance for Community Services. Nonprofit Organization Tool. Class 5: Strategy as Content (Feb. 21) Learning objectives Understand the strengths and weaknesses of key strategies Know empirical evidence to support use of strategies Know current use of strategies Readings Tsai & Jha, “Hospital Consolidation, Competition, and Quality Is Bigger Necessarily Better?” JAMA, July 2014 D’Aunno, T. Collaboration Among Health Care Organizations: A Review of Outcomes and Best Practices for Effective Performance, Institute of Medicine, 2011 Sull, D. & Eisenhardt, K. M., “Simple Rules for a Complex World,” Harvard Business Review, September 2012, pp. 68-74 Class 6: Strategy as Content –Cont’d (Feb. 28) Learning objectives (con’t from above) Readings Case for memo #2: Napo Pharmaceuticals Dyer, J. H., Kale, P., & Singh, H., “When to Ally and When to Acquire,” Harvard Business Review, July-August 2004, pp.108-115 Kale, P. & Singh, H. “Managing Strategic Alliances: What Do We Know, and Where Do We Go from Here? Academy of Management Perspectives, 2009. Class 7: Putting it All Together (March 7) Learning objectives Understand the importance of portfolio analysis Know how to use the MacMillan Matrix to decide what strategies to use (and not use) for your organization’s divisions (portfolio analysis) Be able to develop a comprehensive diagnostic approach for conducting a complete strategic review of an organization in its full internal and external context
HPAM-GP.1833.001.docx