National Taiwan University
Institute of Health Care Organization Administration
Strategic Management for Health Care Managers
Professor: Robert C. Myrtle, D.P.A.
E-Mail: myrtle@usc.edu
Office Hours: By Appointment Only
Introduction
The title of the course 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.
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.
Case Analysis
One case analysis of those discussed in class must be submitted for grading. Your
analysis must not exceed 5 double spaced pages. Your analysis must include a brief
summary of the problem and your presentation and discussion of how to resolve the
problem (or problems) you uncover.
Final Examination
A final examination will be required. You will be asked to develop a presentation to the
chief executive officer on an issue or concept discussed in this course. You will be asked
to define the concept, explain the advantages and disadvantages of the concept, why you
believe the organization should adopt this concept, and the benefits that you expect the
organization will realize through the adoption of your recommendations. You will be
able to use your class notes and other class materials in developing your recommendation
but you will not be allowed to consult with others in the class or to use your computer or
other electronic device to seek information from sources outside of those provided in this
class.
Statement on Academic Integrity
Plagiarism is the unacknowledged and inappropriate use of the works of others. It
includes:
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
“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;”

“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

“Improper acknowledgement of sources in essays or papers.”1
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 to 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 participation2
Case analysis
Final Examination
Total
25%
35%
40%
100%
Required Materials
1. Textbooks:
Abraham, Stanley, C. Strategic Planning: A Practical Guide to Competitive Success,
Thompson Learning, 2006
Course Schedule
Session 1: Introduction to the Course

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
administrivia
review of syllabus
learning objectives, course requirements,
perspectives and frameworks
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SCAMPUS: University Governance, 11.00 Behavior Violating University Standards and Appropriate
Action, and 11.11 Plagiarism.
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Attendance matters. You cannot obtain a participation grade if 1) you are late to class, 2) you miss class
or 3) you do not engage in class discussions.
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Exercise:
Provided by the professor in class.
Session 2: Managers and the Strategic Management of HealthCare Organizations

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Management roles
Changing organizational environments
Role of strategy in managerial and organizational effectiveness
Recognize the multiple roles strategy plays in organizations
Required Readings
Abraham, Chpt. 1.
Case:
Melissa Stone, “Greenhill Community Center (A)”, The Electronic
Hallway, 2006. (With permission)
Exercise:
Characteristics of Effective Managers (In class exercise)
Session 3: Purpose, Mission, and Vision



Organizational Purpose
Strategic Objectives
Role of values in the development and implementation of strategy
Required Readings:
Abraham, Chpt. 8
Exercise:
New Venture Partnership (In class exercise)
Session 4: Organizations and Their Environments



Environmental Trends and Health Care Organizations
Techniques of Environmental Analysis
Critical Issues in Environmental Analysis
Required Readings:
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Abraham, Chpt. 4.
Case:
Thomas J. DeLong and Wendy Carter, “North East Medical Services”,
Harvard Business School, March 2003.
Session 5: Assessing Organizational Strengths and Weaknesses
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
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Organizational effectiveness
Assessment of Strengths and Weaknesses
Core Competencies
Organizational capabilities
Required Readings
Abraham, Chpt. 5
Exercise:
Characteristics of Effective Health Care Organizations
Session 6: Developing and Selecting Organizational Strategies


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
The concept of strategy
The strategic process
Types of strategies
Tools of analysis
Required Readings:
Abraham, Chpt. 6
Case:
“Western Health Care Systems,” in Strategic Alignment: Managing Integrated
Health Systems, Douglas A. Conrad and Jeffrey Hoare, eds., Ann Arbor, MI:
AUPHA Press/Health Administration Press, 1994.
Session 7: Strategic Market Planning


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Marketing methods and processes
Market planning
Marketing strategies
Strategic marketing in health care organizations
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Exercise:
Marketing the Health Administration Program
Session 8: Creating and Managing Strategic Alliances


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Service integration
Product diversification
Multi-institutional structures
Interorganizational dynamics
Organizational structures and corporate models
Required Readings:
Abraham, Chpt. 2
Case:
Bruce Deal and John Tiscornia, “Hospital Consolidation: Optimal
Strategy for a Two-Hospital Town (A)”, The Electronic Hallway, 2006.
(With permission)
Session 9: Strategy Implementation



Principles of organizational design
Technology, structure and process
The contingency approach
Required Readings:
Abraham, Chtp. 9
Case/Exercise:
Fast Money
Session 10: Organizational Change and Innovation



models and methods of organizational change
managing changes and transitions
entrepreneurial and innovative activities
Required Readings:
Case:
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Rosalie Wachsmuth and Robert C. Myrtle, Á New ‘Brand’ for Senior Health
Plus”, in Cases in Health Services Management, Jonathon S. Rakich, Beaufort B.
Longest, Jr., and Kurt Darr, eds. Baltimore: Health Professions Press, 2004.
Exercise:
Strategies of Change
Session 11: Future Environments, Organizations and Managers
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

environmental dynamics and organizational strategies
managing transformational processes
future organizations and future managers
Case/Exercise:
Career Networks
Session 12: Course Wrap-up and Final Examination
Final examination
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