...School of Policy, Planning and Development University of Southern California PPD 515: Strategic Management of Healthcare Organizations Intensive Semester |Session I: June 5 through 8, 2008 |Time: 8:30 AM to 4:30 PM | |Session II: June 23 and 24, 2008 | | |Session III: July 14 and 15, 2008 | | Professor: Robert C. Myrtle, D.P.A. Office Phone: (213) 740-0378 FAX: (562) 439-2250 Home Phone: (562) 438-4359 E-Mail: myrtle@usc.edu Office Hours: By Appointment Only Office Location: Lewis Hall 301e Course Description Application of principles of health administration in several practice settings. Decision making, strategic management, organizational performance, communication, and provider comparisons. Introduction This course is designed to be the capstone course for the Master of Health Services Administration degree. It assumes that the student is in the final semester of graduate work and has successfully completed course work in health issues and policy, health economics, financial management, organizational behavior, quantitative analysis, and health law. The title of the course and its description has been instrumental in shaping the focus of this course and the material...
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...E S E A R C H , 2 015 The Doctoral Programs at Harvard Business School educate scholars who make a difference in the world through rigorous academic research that influences practice. More than 140 strong, HBS doctoral students represent diverse backgrounds, degrees, undergraduate schools, and disciplines includ— ing economics, engineering, mathematics, physics, psychology, and sociology. They examine the most critical issues in business management through rigorous research, creating and disseminating new knowledge as the next generation of thought leaders. By the time they graduate, students will have authored and co-authored publications with faculty members, who often become important mentors, colleagues, and collaborators. ACCOUNTING AND MANAGEMENT Chattopadhyay, Akash , Matthew R. Lyle, and Charles C.Y. Wang. “Accounting Data, Market Values and the Cross-Section of Expected Returns Worldwide.” Working Paper, April 2015. (Revise and resubmit to Journal of Accounting and Economics.) Gow, Ian D., Sa-Pyung Sean Shin, and Suraj Srinivasan. “Activist Directors: Determinants and Consequences.” HBS Working Paper 14-120, June 2014. Gow, Ian D., Sa-Pyung Sean Shin, and Suraj Srinivasan. “Consequences to Directors of Shareholder Activism.” HBS Working Paper 14-071, February 2014. Ioannou, Ioannis, Shelley Xin Li, and George Serafeim. “The Effect of Target Difficulty and Incentives on Target Completion: The Case of Reducing Carbon Emissions.” HBS Working Paper 13-043...
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...point of clarification before you start your journey with the gurus and masters: a Guru is a person who is very knowledgeable and teaches a particular strategy. A Master is a practitioner of the art of strategy in life and in business. Management & Strategy Gurus Main Guru's Index ABCDEFGHIJKLMNOPQRSTUVWXYZ 1 of 41 9/21/2014 3:38 PM http://www.easy-strategy.com/strategy-gurus.html Military Gurus Blog Ask me! Newsletter Clients Privacy Policy Motivational [?]Subscribe To This Site A Igor Ansoff Igor Ansoff The father of Strategic management Igor Ansoff (1918-July 14, 2002) was an applied mathematician and business manager. He is known as the father of Strategic management. He was a distinguished professor at United States International University (now Alliant International University) for 17 years, where several institutes continue his work in strategic management research. Igor was recognized worldwide as the Pioneer and Father of Strategic Management. He was the first management strategy guru to recognize the need for strategic planning for firms operating in the increasingly complex and turbulent environment. Chris Argyris Chris Argyris (born July 16, 1923) in Newark, New Jersey, USA, a Professor Emeritus at Harvard Business School, is more commonly known for seminal work in the area of Learning Organizations which was later developed in the best selling The Fifth Discipline by Peter M. Senge. The work of Chris Argyris has influenced our thinking...
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...Organizational Commitment.……………………………….9 Affective Commitment.………………………………………….………………10 Continuance Commitment …………………………………….………………...10 Normative Commitment………………………..………………….…………….10 Chapter 2: Emotional Intelligence……..……………………………………………..….11 Daniel Goleman’s Five Components of EI……………….…………………………......12 Self-awareness…….…….……………………………………………………….13 Self-regulation……..………………………….………...…….……...………..…13 Motivation……………………………….………………….......………………..14 Empathy………………..….……………………………...………...……………14 Social Skill……………………………………………………………………….14 Peter Salovey & John Mayer’s Four Branch Model……………………………………..15 E.I., Transformational & Transactional Leadership……………………………………..16 Summary…………………………………………………………………………………17 References……………………………………….……………………………...…….….19Certification Statement……………………………..……………………...………….…23 Abstract This paper briefly explains how organizational behavior and employee commitment are directly related to an individual’s performance within an organizational setting. It will also summarize the three component model of organizational commitment developed by Meyer and Allen. Peter Salovey and John Mayer’s concept of emotional intelligence is presented in contrast to Daniel Goleman’s view of IE as a viable concept in an organizational setting. Furthermore, transformational and transactional leadership is briefly presented in an attempt to correlate to concept of emotional intelligence and why this writer believes it is relevant...
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...Handbook of Management Accounting Research Edited by Christopher S. Chapman, Anthony G. Hopwood and Michael D. Shields r 2007 Elsevier Ltd. All rights reserved Management Accounting and Operations Management: Understanding the Challenges from Integrated Manufacturing Allan Hansen and Jan Mouritsen Copenhagen Business School, Denmark Abstract: Innovations in operations management, like just-in-time, total quality management, automation, have produced a new manufacturing paradigm that challenges management accounting design and practices. The new manufacturing paradigm, which we conceptualise as integrated manufacturing, focuses upon the lateral flow of products and services, and thereby confronts management accounting ideals of hierarchical flows of information for planning and control. In this chapter, we take a closer look at management accounting research and the responses that have been made to the challenge from the new operational practices. We examine the extent to which changes in management accounting practices are observed, and the way in which design changes are recommended within organisations committed to the new manufacturing paradigm. Furthermore, we reflect upon the role of accounting as a management tool in integrated manufacturing, and on possible future research questions, so as to enrich our knowledge of the management accounting/operations management interface. Introduction Innovations in operations management (OM) have challenged management...
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...The Unpaved Road to Success Strayer University Leadership in the 21st Century JMMI 510 Dr. Mario Barrett November 14, 2015 Abstract We will be reviewing the business operations of the Chattanooga Ice Cream Company specifically relating to the management styles of its President and General Manager Mr. Charles Moore and how Mr. Moore engages with his management team. As well, we will be exploring leadership styles and team dysfunctions as it relates to the entire management team and how Mr. Moore’s style has a direct impact on those dysfunctions. In addition, we will be exploring the foundations of building trust, facilitating buy in and changes that are needed to the existing culture. Finally we will be analyzing the development of a mission statement, values and the development of a turnaround plan. Introduction The Chattanooga Ice Cream Company is a wholly owned subsidiary of the Chattanooga Food Corporation (CFC), a family-controlled enterprise founded by Charlie Moore in 1936. Charlie Moore, grandson of the founder was promoted to the office of President and General Manager of the Chattanooga Ice Cream Company in 1993. Chattanooga Ice Cream Company is one of three divisions of CFC with revenues of $150 million per year. CFC has, as a whole performed well in recent years but the Ice Cream division has experienced flat sales and declining profitability over the past four years. Per capita consumption of ice cream has slowed while premium and...
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...NANYANG BUSINESS SCHOOL AB311 STRATEGIC MANAGEMENT GROUP STRATEGIC REPORT ON APPLE INC. SEMINAR GROUP 2 TEAM GENIE Instructor: A/P LAI SI TSUI-AUCH Word Count: 5,999 Done by: CHAN ZHE YING GOH CHUWEN LEE KOK CHONG TEO KOK MIN JOHN 1 Table of Contents I. EXECUTIVE SUMMARY ............................................................................................................... 3 II. MAIN REPORT............................................................................................................................... 5 1. Introduction of Apple Inc. ........................................................................................................... 5 1.1 1.2 2. 2.1 History................................................................................................................................. 5 Current Business Strategy ................................................................................................... 5 SWOT Analysis ........................................................................................................................ 10 Promising Opportunities ....................................................................................................... 10 The Shift from the PC to Mobile Era ............................................................................ 10 Emerging Markets ......................................................................................................... 11 Consumer Digital Lifestyle...
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...finance, some otherwisereputable economists, such as Adam Smith, Irving Fisher, John Maynard Keynes, and Harry Markowitz, thought that individual psychology affects prices.1 What if the creators of asset-pricing theory had followed this thread? Picture a school of sociologists at the University of Chicago proposing the Deficient Markets Hypothesis: that prices inaccurately ref lect all available information. A brilliant Stanford psychologist, call him Bill Blunte, invents the Deranged Anticipation and Perception Model ~or DAPM!, in which proxies for market misvaluation are used to predict security returns. Imagine the euphoria when researchers discovered that these mispricing proxies ~such * Hirshleifer is from the Fisher College of Business, The Ohio State University. This survey was written for presentation at the American Finance Association Annual Meetings in New Orleans, January, 2001. I especially thank the editor, George Constantinides, for valuable comments and suggestions. I also thank Franklin Allen, the discussant, Nicholas Barberis, Robert Bloomfield,...
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...company’s senior executives continued their practice of holding monthly one-day management meetings, but their focus drifted. The meetings’ agenda called for a discussion of operational issues in the morning and strategic issues in the afternoon. But with the company under pressure to meet quarterly targets, operational items had started to crowd strategy out of the agenda. Inevitably, the review of actual monthly and forecast quarterly financial performance revealed revenues to be lower, and expenses to be higher, than targeted. The worried managers spent hours discussing how to close the gap through pricing initiatives, capacity downsizing, SG&A staff cuts, and sales hbr.org 1808 Kaplan.indd 63 | January 2008 | Harvard Business Review 6 3 12/5/07 5:32:05 PM | Mastering the Management System campaigns. One executive noted, “We have no time for strategy. If we miss our quarterly numbers, we might cease to exist. For us, the long term is the short term.” Like Conner, all too many companies – including some well-established public corporations – have learned how Gresham’s Law applies to their management meetings: Discussions about bad operations inevitably drive out discussions about good strategy implementation. When companies fall into this trap, they soon find themselves limping along, making or closely missing their numbers each quarter but never examining how to modify their strategy to generate better growth...
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... Successful strategy execution has two basic rules: understand the management cycle that links strategy and operations, and know what tools to apply at each stage of the cycle. Mastering the Management System by Robert S. Kaplan and David P Norton . Reprint R0801D This article is made available to you with compliments of SAP. Further posting, copying or distributing is copyright infringement. To order more copies go to www.hbr.org or call 800-988-0886. Successful strategy execution has two basic rules: understand the management cycle that links strategy and operations, and know what tools to apply at each stage of the cycle. Mastering the Management System by Robert S. Kaplan and David P Norton . COPYRIGHT © 2007 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED. Not long after its successful IPO, the Conner Corporation (not its real name) began to lose its way. The company’s senior executives continued their practice of holding monthly one-day management meetings, but their focus drifted. The meetings’ agenda called for a discussion of operational issues in the morning and strategic issues in the afternoon. But with the company under pressure to meet quarterly targets, operational items had started to crowd strategy out of the agenda. Inevitably, the review of actual monthly and forecast quarterly financial performance revealed revenues to be lower, and expenses to be higher, than targeted. The worried managers spent hours discussing how...
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...EVALUATING INFORMATION TRANSFER IN PRODUCT DEVELOPMENT by MARK DAMIAN MORELLI Bachelor of Mechanical Engineering Georgia Institute of Technology (1987) Submitted to the Sloan School of Management in Partial Fulfillment of the Requirements of the Degree of Master of Science in Management at the Massachusetts Institute of Technology June 1993 @ Massachusetts Institute of Technology (1993) ALL RIGHTS RESERVED AkA& Signature of Author _ MIT Sloan School of Management May 21, 1993 ~ Certified by ..., ,.,' . tJ: ~DE teven sociate Professor esis Supervisor . ~q Accepted by . . pplnger , Jeffrey A. Barks Associate Dean, Master's and Bachelor's Progranls Dewey MASSACHusms (I' \NSTITUTE " JUM 231993 LlBRAHI~ Evaluating Information Transfer in Product Development by MARK DAMIAN MORELLI Submitted to the Alfred P. Sloan School of Management on May 21, 1993, in partial fulfillment of the requirements of the Degree of Master of Science in Management ABSTRACf In an attempt to build better products faster, companies have employed simultaneous engineering, which requires the aggressive overlapping of product development tasks. In doing so, the complexity of product development projects has been dramatically increased, along with the risks of failure. Since product development projects represent a stream of information that results in new or revised products. nlore efficient methods to enhance this...
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...(for Educational Innovation) In 1995, I was a co-recipient of the Boeing Outstanding Educator Award and a member of the team receiving the Hesburg Award for Educational Innovation TEACHING Teaching Role. My recent teaching has been in Rensselaer’s resident MBA program (both full and parttime), Professional and Distance Education Program and undergraduate programs. My research and teaching have made important contributions to efforts to build the marketing and management and technology curricula in the School of Management at Rensselaer and at other universities who have adopted our teaching materials. As a pioneer in interactive leaning material on product development and manufacturing, I have developed several interactive multimedia cases and collaborated on the development of simulations designed to teach marketing principles and bridge management and engineering disciplines. The simulations teach marketing, design and manufacturing concepts by exposing students to tradeoffs inherent in new product development. They help provide an understanding of design, manufacturing, and marketing decisions, as well as cash and investment flows, inventory management, and product planning. These materials have been used by several universities in the U.S. and abroad, as well as in the training...
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...rP os t 9-402-028 REV: JANUARY 19, 2006 THOMAS DELONG VINEETA VIJAYARAGHAVAN We are who we recruit. op yo SG Cowen: New Recruits — SG Cowen professional Chip Rae, director of recruiting at SG Cowen, looked out the conference room window at the falling flakes and wondered how fast the snow was accumulating. Most of the firm’s bankers had come in from Connecticut or Westchester to participate in the Super Saturday recruiting event, and he knew they were anxious to get home before the weather deteriorated and made travel dangerous. tC The interviews had finished at noon, and the candidates from various graduate schools had left for their flights right away. Now, the bankers were eating lunch, discussing interview results and making decisions. They were sitting in “Giants Stadium,” the bank’s largest conference room, and Rae had set the tables up in a U-shape so that he could stand in the front and still communicate with all 30 bankers. He posted placards with all the candidate names on the bulletin board and moved them around as they came up for discussion. No The hiring meeting had moved rapidly through a number of candidates. The decision makers had agreed on candidates who were firm “yeses” and some other clear “nos.” Now was the tricky part: there were four candidates still left. Each person had some strong support among their interviewers but had also raised some questions. To reach the ideal class size after factoring in expected...
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...S9-402-028 REV: JANUARY 19, 2006 THOMAS DELONG VINEETA VIJAYARAGHAVAN SG Cowen: New Recruits We are who we recruit. — SG Cowen professional Chip Rae, director of recruiting at SG Cowen, looked out the conference room window at the falling flakes and wondered how fast the snow was accumulating. Most of the firm’s bankers had come in from Connecticut or Westchester to participate in the Super Saturday recruiting event, and he knew they were anxious to get home before the weather deteriorated and made travel dangerous. The interviews had finished at noon, and the candidates from various graduate schools had left for their flights right away. Now, the bankers were eating lunch, discussing interview results and making decisions. They were sitting in “Giants Stadium,” the bank’s largest conference room, and Rae had set the tables up in a U-shape so that he could stand in the front and still communicate with all 30 bankers. He posted placards with all the candidate names on the bulletin board and moved them around as they came up for discussion. The hiring meeting had moved rapidly through a number of candidates. The decision makers had agreed on candidates who were firm “yeses” and some other clear “nos.” Now was the tricky part: there were four candidates still left. Each person had some strong support among their interviewers but had also raised some questions. To reach the ideal class size after factoring in expected yield, Rae wanted to give out only two...
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...Wheelwright and Kim B. Clark 18 Getting the Most out of Your Product Development Process by Paul S. Adler, Avi Mandelbaum, Viên Nguyen, and Elizabeth Schwerer 34 Why Good Projects Fail Anyway by Nadim F. Matta and Ronald N. Ashkenas Product 4864 Collection Overview COPYRIGHT © 2003 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED. Has your company’s project management run amok? Are more than half your biggest projects failing outright? And are other large initiatives running months behind schedule, stuck in seemingly permanent logjams? Are you particularly frustrated by projects whose myriad tasks were executed flawlessly—but still don’t deliver the expected results? Worse, do you suspect that projects consuming the most resources have the least connection to your company’s strategy? Such chaos describes many companies— but that’s little comfort. The key is to understand the myopia causing these disasters. Most companies deal with projects individually—pushing each through the pipeline as quickly and cost-effectively as possible. But this approach doesn’t help you make vital big-picture decisions: “What mix of projects would be best for our organization?”“How do we allocate scarce resources to the most strategically important projects?”“How can we roll out large initiatives more confidently?” The Articles 3 Article Summary 4 Creating Project Plans to Focus Product Development by Steven C. Wheelwright and Kim B. Clark ...
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