De literatuur en documentatie van de MBA in Healthcare Management zijn hoofdzakelijk in het Engels. Tijdens de colleges en workshops wordt er Nederlands gesproken.
The Amsterdam Leadership Programme has been designed to underpin and enhance each student’s MBA educational experience. The goal of the programme is to support participants in understanding how their personal style contributes to teamwork and the role they might play as professionals, managers and leaders.
The programme aims to increase the insight of students into their personal style of management and unique leadership talents. In addition, focus is on making leadership qualities more effective in an organisational context.
One of the occupational hazards of management professionals is superficiality. However, in this course, the emphasis is not on filling in frameworks and applying standard tools or recipes. On the contrary, students will be expected to challenge recipes, question the literature, and exhibit unconventional thinking with regard to corporate strategy.
In terms of topics covered, the focus will be on strategy content: the what of corporate strategy. What is, and should be, the strategy for the company and each of its constituent units? The strategy process (who, how, when) and context (where) will be touched upon where necessary.
The core of leading people strategically is the recognition of the value of employees for organizational success. During this course we will discuss theories that help to explain how different forms of leading and managing people impact on individual attitudes and behaviors, and team and organizational performance. We will also critically evaluate these theories and apply them to the healthcare context by analyzing people-related problems and challenges health care organizations face.
We will discuss the following questions: What is the strategic importance of leading and managing people? How do firms make choices regarding leading and managing people? What kind of expertise do firms need to make these choices? What is the added value of leadership and people management for firms and employees? What makes work teams successful? How can team diversity be managed? What types of leadership are effective? What is the role of leadership in culture and change?
This course aims to provide insight in the external environment of health care providers: their playing field and the relevant player and stakeholders. The health care providers discussed in the course will primarily be hospitals (general hospitals, academic, specialized and private). The other major players and stakeholders are health insurance companies, supervisory agents, the market-specific regulator, the general competition regulator, the insurance authority, and politics. They all play their own role in ensuring a good functioning of ‘regulated competition in health care’.
In order to understand the role of the agents, we first have to study the concept of regulated competition, originally due to Alain Enthoven. We then move on to the different agents. Some of them will appear ‘ live’ in the program by means of guest lectures. At the end of this course, participants will appreciate the external environment in which health care suppliers have to operate. Moreover, they will have a better understanding (or will be ‘ confused at a higher level’ of the results of regulated competition in the Dutch market for (hospital) health care.
The discipline of strategic management is concerned with questions about the interaction between organizations and their environments. Within the strategic management discipline, the field of competitive strategy is specifically concerned with understanding differences in the performance of competing organizations. Why do some organizations have advantages over their competitors, and what can managers do to build and maintain such competitive advantages?
Over the years, the strategic management discipline has developed numerous processes, theories, and tools to help organizations compete successfully. On the one hand, this has resulted in a traditional, almost standardized approach to strategy that relies heavily on analysis and planning and that is widely used and proscribed. On the other hand, an alternative approach to strategy has emerged in parallel over the past decades. It relies more on creativity, trial & error, and design. Both these approaches will receive ample attention in this course, as well as their specific strengths and weaknesses.
Managing a business involves identifying, analyzing and developing improvement opportunities in processes and the organization. Managers need professional skills in problem analysis, problem solving and decision-making. A generic structure for improvement projects is Lean Six Sigma.
The methodological principles underlying Lean Six Sigma have been integrated with a collection of tools and techniques (both statistical and nonstatistical) into a roadmap which is called DMAIC. This roadmap employs five phases: Define (D), Measure (M), Analyse (A), Improve (I) and Control (C). During the course, the DMAIC steps are addressed. During the lectures, attention is given to the different tools and techniques of Lean Six Sigma. Furthermore, topics regarding the organization of process improvement are discussed. These include the following: organizational structure, project management, deployment, political force field, and managing resistance.
In this course, we aim to explain why accounting is seen as the ‘language of business’. It is not something mystical, nor do accounting numbers represent a ‘better’ picture of firms. However, in the end, healthcare organizations, like any organisation, need to explain their activities in financial terms. The field of accounting provides you with the tools and techniques to do so. Although it does not come natural to everyone, understanding the logic behind a unit cost, or a balance sheet, or a profit number, will make your life as a manager easier.
The course deals with accounting techniques. These are not specific to healthcare situations. We will frequently use examples from a healthcare setting, but there is no such thing as a costing or budgeting technique for healthcare which uses a different logic or is based on other principles than those used for determining financial results of a company or the unit cost of a product. Having said that, upon completion participants should be able to understand and explain why it is difficult to evaluate the performance of hospitals from a financial perspective, or why it is difficult to improve financing mechanisms such as DBCs, DOTs or ZZPs.
The marketing landscape is in a phase of transition. Product quality, price and flexibility were marketing priorities in the years behind us. These factors have become the market entry conditions (or “entrance factors”). They are still important, but not important enough to make the difference and create competitive advantage in the market place. Firms have to understand the unaddressed customer needs, innovate to create new value and to safeguard their growth and market position. One clue to sustainable growth is the marketing strategy, which is more important than ever. It’s about gaining market share and creating mindshare with customers. In our highly competitive world it is becoming more complex as most markets are changing fast. With the technology radically changing traditional marketing disciplines, the challenge is how to successfully merge new and old marketing concepts.
Lectures, cases and interactive course work are directed at understanding the customer value and customer engagement. Students will gain knowledge and build skills to perform the role of the chief marketing officer. The course supports students to identify, evaluate, and develop marketing strategies that create competitive advantage. The course addresses the entire marketing process, the customer orientation, assessing market potential, channels and go-to-market strategies, target marketing and customer journey techniques. The course includes a deeper understanding of the teamwork and organizational interfaces (R&D, finance, and operations).
Operations & Supply Chain Management (O&SCM) is concerned with the creation and distribution of products & services to satisfy the end-users (customers). Clearly, this is the key for the existence of any organisation. Fundamentally, O&SCM is all about management of "business processes" (recurring activities) and to create and distribute the right products of the right quality at the right time at the right cost to the right customers. The course introduces the issues, frameworks and tools for managing Operations & Supply Chains in a general business context.
Nowadays ICT is not only used for administrative (financial reporting) purposes, but in many cases it primarily enables (and steers) new ways of doing business and strongly improves and integrates communication between individuals and corporates both business-to-business and business-to-consumer. With the development of ICT not only the usage, but equally the costs, investments and risks, are increased substantially. Given ICT’s increased relevance for corporate and governmental bodies, ICT became of strategic importance. Managing ICT is therefore no longer a responsibility of only IT professionals, but rather an integral responsibility of business management.
This course aims to provide a deeper understanding of the potentials and challenges, but also the risks and controls, in the ICT area with a specific focus on the alignment of business and ICT. An important overall objective of this course is to develop MBA students into becoming partners in business with IT professionals by explaining recent trends in ICT and its terminology. For this reason, the course will cover the most important information systems, major technical infrastructural components, new ICT governance and management, ICT programs and projects, as well as the way to control and audit these, in particular from a business perspective.
Managing change is an integral part of the responsibility of a manager. A lot of managers get the responsibility for managing large, complex programs and projects. Research shows that al lot of complex change initiatives related to strategy, ICT, mergers, reorganization, revitalization and redesign of organizational processes fail or are not completed. Examples of fail factors in non-successful change initiatives are the absence of a clear ‘why’ for the change, not enough insight in the effects of the change, the change ambition is not in line with the change capacity in the organization, too much uncertainties for people in the organizations and a lack of coherence and management of the different change initiatives. This course will give the students insight in the relevant theory and practice of change management. Research findings are the basis for the sessions, they will be related to the own practice of the students.
Good decision-making requires, first and foremost, high quality information. For managers and other decision makers it is therefore crucial to understand the quantitative and statistical methods – and their drawbacks – that are so often used to generate the information with which they are provided. This course reviews and explains the statistical concepts and techniques that are most commonly used in the area of Management, Business Administration and Healthcare. The course emphasizes the practical application of various statistical techniques using Minitab.
In the lectures, the various statistical techniques will each be carefully explained and illustrated with examples of how and why they may be used in management research. Students will learn how to calculate the various statistics using Minitab and how to interpret the output. They will also learn how to identify and solve potential problems in the data and results and will apply Minitab to some practical assignments.
The objective of this course is to provide students with a conceptual and analytic framework to understand the tasks of the CEO and the instruments to execute those tasks. The aim is to present this framework and the instruments in an integrative way, and to understand the roles of CEO and the general manager in a changing context, in order to provide the students with a basis for being an effective general manager. The course will explain the students both the traditional instruments for business administration and the new developing instruments induced by the economy of 21st century.
After this course the student will be able to sense when a managerial or organizational issue is an issue of organization design and will learn how to apply the various criteria for an efficient design at the governance level and at the operational level of an organization. The student will learn how to understand and apply the various design parameters or design dimensions at the various levels of the organization and will be capable to work with the process dimensions in a project of organization design. Furthermore is student capable to present and explain to a decision-maker, a supervisory board or a regulator an organization design in terms of actionable decisions, including the change management dimensions at play in the process of implementing a decided design.
This course focuses on the foundations of Finance, in particular on capital budgeting and valuation. The objective of this course is to introduce students to fundamental concepts and to the most commonly used tools in valuation and capital budgeting. The topics covered include: arbitrage, the law of one price, time value of money, capital budgeting and company valuation, valuation of stocks, the relationship between risk and return, the Capital Asset Pricing Model and market efficiency. We also address the use of value based metrics like economic profit and economic value added and discuss the limitations of the NPV approach. The course is intended to provide you with both a lasting conceptual framework and, through the incorporation of real-world data and business cases, a greater understanding of how real life situations play out.
During this course a brief overview will be presented on the historical development of quality management, the concept of quality and the quality of care will be explored. Several quality improvement methodologies such as TQM, Six Sigma and Lean, and several quality management systems, such as ISO, NIAZ and JCI, will be presented and compared. The context of quality management will be explored; who are the relevant stakeholder and what do they expect from the management of a healthcare organization. Finally an introduction will be given how to write a Quality Policy Deployment Plan.
The overall objective of this course is to enable MBA students to be partner in business with finance professionals in the healthcare industry such as controllers, CFOs and auditors employed in health care institutions and therefore being able to communicate with these specialists about recent opportunities, trends, challenges, risks and control of finance from a business perspective. The course will therefore provide the students with recent terminology and will make the student familiar with the specific impact of the transition in the healthcare industry and the reorganization of health care in a competitive environment.
The course is based on Stephen Covey’s ideas on leadership. The Seven Habits of Stephen Covey will be presented, discussed and explored by using some simple exercises. The relationship and the interaction between the Habits will be demonstrated. In the afternoon two CEOs of large merger hospitals will present their vision and describe the way they are executing the actual merger process. Each presentation will take one hour, followed by half an hour during which the students can ask questions. The students have to recognize which Habits the two speakers are demonstrating and evaluate their effectiveness.
During this course a number of legal subjects in the field of healthcare will be introduced including their translation from theory into practice. Students will be able to assess when to take into account or even prioritise legal aspects in their day-to-day decision-making.
During this course a crisis in an major healthcare organization will be presented and used to demonstrate the development and the impact of a crisis. The case will be used to demonstrate the characteristics of an emerging and a full blown crisis and to demonstrate the dynamics, the development and the impact. Options will be presented how to structure the organization to control a crisis, such as the deployment of a crisis management team, briefings and how to deal with persons involved. The stages of a crisis will be elucidated; before, during and after. The main focus will be on the actual outbreak of a crisis. We will also pay attention to prevention and damage control after the crisis.
The Policy and Academic Writing lectures aim to improve writing skills on an academic level in the context of one’s studies and work in a hospital or healthcare environment. Quality writing is defined by such general aspects as clear composition, writing with your audience in mind, selecting suitable content, and so on. More specific aspects discussed are genre specific criteria essential to writing economic policy or academic texts. Students will learn the differences between well-written and poorly written texts through the use of examples and writing exercises. Modern theory on writing will be at the core of these lectures.