MKV_MAZD Health Care Management

Faculty of Economics and Administration
Spring 2016
Extent and Intensity
0/0. 8 credit(s). Type of Completion: zk (examination).
Teacher(s)
doc. JUDr. Ivan Malý, CSc. (lecturer)
Ing. Dagmar Špalková, Ph.D. (lecturer)
Guaranteed by
Ing. Dagmar Špalková, Ph.D.
Department of Public Economics – Faculty of Economics and Administration
Contact Person: Jana Biskupová
Supplier department: Department of Public Economics – Faculty of Economics and Administration
Course Enrolment Limitations
The course is offered to students of any study field.
Course objectives
The role of a health faciltity manager has undergone significant changes during last two decades in respect of a HC's transformation. It is not easy in many aspects. Not only there has been a strong dynamic of a system development as well as a magnitude of regulations affecting manager's decisions autonomy. Not quite clear definition of health facilities' missions can involve the decision-making heavily too not mentioning the fact it has to deal with strongly conflicting values such as health, equity, performance, economy...

The course's objective is to provide a basic information about specific aspects of management health services to the students. Mainly, to address a strategic management, management of institutional changes, and human resources management. Lessons from international comparisons as well as the Czech real practice are used, including tutorials led by external lecturers with a strong record from previous involvement in managerial positions.

After completing the course, students will be able:
- to give an interpretation of differences in the role and situation of a health services manager comparing to a common business environment.
- to classify particular competences needed for a successful fulfillment of the role of manager at health facility
- to clear up basic principles of a strategic management and a management of institutional changes, and to understand goals and main methods of their measurements.
- to follow up specific aspects of the human resources management in health services.
Syllabus
  • The content of the course is divided into three parts.
  • • In the first part, there is a general overview of a development and current structure of the Health System presented. The major stress is put on institutional and decision-making aspects here. Students will be familiar with current problems and challenges encountered by managers in the health services. Institutional features and legal grounds of health facilities operation is analyzed in details here too.
  • • The second part of the course focuses on the strategic management as a key instrument of development organizations, fulfilling the mission and satisfy the interests of stakeholders. Attention will be paid the basic stages of strategic management (formulation and implementation strategies), focusing on the development of organizational strategy in the downstream sub-strategies, programs and projects. Particular attention will be devoted to management practices and tools needed to pursue strategic goals.
  • • Given the crucial importance for the realization of the strategy and achieving organizational goals with human resources is the third part of the course devoted to human resource management and the specifics of health services. Human resources management not being seen as separated from the management function, but as a key area of managerial work and means of implementation of sub-strategies and programs.
  • • The course is divided into the following topics:
  • • 1. Block (The role of the manager, health facilities and their management)
  • • 1.1 Institutional structure of the Health services system.
  • • 1.2 Decision-making in the HC system.
  • • 1.3 Health service facility - typology, legal regimes.
  • •1.4 Role and functions of a manager in health service facility
  • •1.5 Problems and Challenges
  • • 2. Strategic management
  • • 2.1 The importance of strategic management, its benefits and limits
  • • 2.2 Formulation of the strategy
  • • - Definition of mission
  • • - Strategic analysis: analysis of the external environment (including an analysis of stakeholders), analysis of internal environment, identifying external threats and opportunities, internal strengths and weaknesses (the basic analytical tools)
  • • - Formulation of a vision for development of the downstream sub-strategies
  • • 2.3 Implementation Strategy
  • • - Procedures and instruments of implementation of strategic plans,
  • • - Performance management as a tool for monitoring and evaluation of strategic plans
  • • 2.4 Managing organizational change
  • • 3 Managing human resources in public administration
  • • 3.1 Evolution of concepts of personnel work in an organization - personnal administration, personnel management and human resource management as the three basic concepts and stages of development personnel work in the organization. The characteristics of human resource management as part of strategic management in the organization.
  • • 3.2 Basic personal activities, human resource management strategies. The status and role of the personal function in the organization
  • • 3.3 Role executives in personnel work in the organization. People management as a key area of managerial work. Working groups and their leadership. Motivation of workers, tools, motivation.
  • • 3.4 Fundamental personal activities. The role of personal department and executive managers in various areas of personal activites.
  • • 3.4.1 Workforce planning
  • • 3.4.2 Selection and recruitment
  • • 3.4.3 Adaptation of workers
  • • 3.4.4 Training and development workers
  • • 3.4.5 performance appraisal
  • • 3.4.6 Management of career
Literature
    required literature
  • ŠPALKOVÁ, Dagmar. Personální management (Human Resource Management). 1. vydání. Brno: Masarykova univerzita v Brně, 2004, 132 pp. ISBN 80-210-3502-1. info
  • Kolektiv, Zdravotní politika a její ekonomická dimenze. Studijní opora vzniklá z projektu Inovace studia ekonomických disciplín (CZ.1.07/2.2.00/28.0227)
  • Souček, Z., Burian, J., Strategické řízení zdravotnických zařízení. Professional Publishing. ISBN 978-80-8694-618-5
    recommended literature
  • WRIGHT, Glen and Juraj NEMEC. Management veřejné správy : teorie a praxe. Vyd. 1. Praha: Ekopress, 2003, 419 s. ISBN 808611970X. info
  • BRYSON, John Moore. Strategic planning for public and nonprofit organizations :a guide to strengthening and sustaining organizational achievement. Rev. ed. San Francisco: Jossey-Bass Publishers, 1995, xxi, 325 s. ISBN 0-7879-0141-5. info
  • KOUBEK, Josef. Řízení lidských zdrojů :základy moderní personalistiky. 3. vyd. Praha: Management Press, 2001, 367 s. ISBN 80-7261-033-3. info
  • BJÖRKMAN, James Warner and Juraj NEMEC. Health Reforms in Central and Eastern Europe. The NISPAcee Journal of Public Administration and Policy. Bratislava: NISPAcee Press, 2013, vol. 6, No 1, p. 131-152. ISSN 1337-9038. info
  • HAMPL, Jaroslav. Dopady evropské integrace do manažerské praxe ve zdravotnictví. Praha: Zdravotnictví v ČR, 2003, 7 pp. číslo 3-4, ročník 5. info
Teaching methods
lectures,presentations by professionals in the sectors, class discussion, group projects, case studies, readings.
Assessment methods
lectures, assignment readings
For final grade: final written test, elaboration and presentation of the final group project

Course organization and requirements are specified in studying plan which is published before the semester starts.

Important information! If students commit a prohibited act, such as using various forbidden tools, cribbing, taking out any part of the exam or any other cheating, the teacher is allowed to interrupt an exam and to grade a student with F, FF or FFF according to the seriousness of the offence. The mentioned procedure relates to all the activities that are included in the final evaluation of the course (seminar work, essays, tests etc.).
Language of instruction
Czech
Further comments (probably available only in Czech)
Study Materials
The course is taught annually.
The course is taught: in blocks.
Information on the extent and intensity of the course: 16 hodin.
  • Enrolment Statistics (recent)
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