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Course Catalog

551.605.01 CASE STUDIES IN MANAGEMENT DECISION-MAKING

Department:
Extradepartmental
Term:
3rd term
Credits:
3 credits
Academic Year:
2014 - 2015
Location:
East Baltimore
Class Times:
  • Wednesday,  1:30 - 4:20pm
Auditors Allowed:
No
Grading Restriction:
Letter Grade or Pass/Fail
Contact:
George Alleyne
Course Instructors:

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Description:

Students analyze problems and develop strategies based on real dilemmas faced by decision-makers. Students formulate positions before class and actively participate in discussion during class. Cases come from both International and U.S. settings, and deal with issues such as: conflict between budget and program offices, working with governing boards, contracting between government and non-government providers, dysfunctional clinics, reforming hospitals, managing local politics, cutting budgets and collaborating in informal organizations. Develops skills in leadership, negotiation, analysis, communication, and human resource management.

Learning Objectives:

Upon successfully completing this course, students will be able to:

  1. Identify roles, motivation, points of conflict, and means of resolution between program and budget officials in a public agency
  2. Identify how budget processes should be designed to improve organizational effectiveness and plan how to manage ambiguity in health organizations
  3. Analyze how dynamics of human relationships and communications affect organizational effectiveness and practice communication skills to improve organizational effectiveness
  4. Identify transitions in a non-profit organization and how different models of board behavior can be used to manage organizational transition
  5. Outline a plan for succession in an organization from the perspective of a consultant and write a usable contract for health and social services
  6. Identify the limitations of contracting for health and social services, and how to deal with them
  7. Apply ethical approaches to practical health care program decisions and practice good participation in a conflict-ridden meeting of a health organization
  8. Identify how conflict emerges and how to deal with it in highly decentralized organizations
  9. Develop strategies to deal with complex human resource issues in health care using imperfect data and with pressures to save money
  10. Identify how confusion of mission and conflict of interest operate at board and management levels in a health care organization
Methods of Assessment:
Evaluation is based on the following basis: Assignment 1: 40% Assignment 2: 40% Assignment:Class Participation (Instructor): 20%

The class participation grade is based on: (a) your preparedness for discussion (i.e. knowledge of the case); (b) the quality of your contributions to discussion (thoughtfulness of your positions); (c) your facilitation of contributions from others; and (d) your responsiveness to the contributions of others
Instructor Consent:
No consent required
Jointly Offered With: