Instructions:
Your goal for your Term Project is to create a PPT presentation
Your presentation will be fictional base where you are communicating to your staff and/or Board regarding how to build a workplace culture of continuous improvement in a specific hospital department. For this assignment, you will select ONE specific hospital department Only “ONTARIO HOSPITALS” from CANADA
(i.e., emergency, medical-surgical, ob-gyn, critical care, cancer care etc.) and address ONE specific change management improvement required within the department. This will take into consideration rationale of what change is expected to be improved, organizational behavior issues to address among the staff, description of the expectations of managing the 4 P’s (people, process, planning, and performance) and the 3 C’s (communication, culture, and commitment) as well as your personal recommended leadership style that you will use to lead the change improvement, followed by a conclusion with key recommendations to your staff/Board.
Organizational Decision Support
MGMT 6181
Week 2, Class 1
Operations Management, Quality Control
& Leadership
Professor Dr. Silvie MacLean, EdD, CPA CMA, MHSc, HBA
Educate, Engage, Empower, Excite
Today’s Learning Objectives:
1. Define operations management.
2. Explain the importance of quality in healthcare.
3. Describe the six dimensions used by the WHO to address
quality outcomes for healthcare organizations.
4. Discuss what impact quality in healthcare.
5. Describe the EFQM model and how it could be widely
used by organizations.
6. Outline the importance of 3 C’s and 4 P’s in leadership
and compare the difference between management and
leadership.
Presented by Dr Silvie MacLean, EdD, CPA CMA, MHSc, HBAEdD, 2
MHSc, HBA, BA,
Operation Management:
Definition:
• Operations management is the
administration of business
practices to create the highest
level of efficiency possible within
an organization.
• It is concerned with converting
materials and labor into goods
and services as efficiently as
possible to maximize the profit
of an organization.
• Operations management teams
attempt to balance costs with
revenue to achieve the highest
net operating profit possible.
FACT: Operations
management is important in a
business organization
because it helps effectively
manage, control and
supervise goods, services
and people.
Presented by Dr Silvie MacLean, EdD, CPA CMA, MHSc, HBA
3
“Operation Management” Class Discussion:
How would you modify
this definition to be
more specific to
operations
management in health
care?
What kinds of roles
would engage in
operations
management?
Presented by Dr Silvie MacLean, EdD, CPA CMA, MHSc, HBA
4
Operational Management requires Quality:
What is does quality mean
in healthcare management?
• World Health Organization: the
extent to which health care services
provided to individuals and patient
populations improve desired health
outcomes. In order to achieve this,
health care must be safe, effective,
timely, efficient, equitable and
people-centred.
Presented by Dr Silvie MacLean, EdD, CPA CMA, MHSc, HBA
5
What does quality mean in healthcare?:
What we should continue to target and measure with special populations in mind
Safe
Delivering health care that minimizes risks and harm to service users, including avoiding
preventable injuries and reducing medical errors
Effective
Providing services based on scientific knowledge and evidence-based guidelines
Timely
Reducing delays in providing and receiving health care
Efficient
Delivering health care in a manner that maximizes resource use and avoids waste
Equitable
Delivering health care that does not differ in quality according to personal characteristics
such as gender, race, ethnicity, geographical location or socioeconomic status
Peoplecentred
Providing care that takes into account the preferences and aspirations of individual service
users and the culture of their community
Presented by Dr Silvie MacLean, EdD, CPA CMA, MHSc, HBA
6
Special populations to consider in Canada:
Aboriginals
Children < 18
years
Mental
Health/Addictions
Women/Girls
Seniors
New Immigrants
Mennonite/Amish
LBQT2S
Homeless
Presented by Dr Silvie MacLean, EdD, CPA CMA, MHSc, HBA
7
Video:
Institute for Healthcare Improvement
“How can we define quality in healthcare”(4:36)
VIDEO:
Dr. Donald Berwick, defining quality.
Group Discussion:
1. Selecting a special population group, what
would be the top three quality indicators that
you would select and why?
2. What quality indicators are most important
and why?
Presented by Dr Silvie MacLean, EdD, CPA CMA, MHSc, HBA
8
What effects quality in healthcare?
What element within inputs, process, and outputs is most important?
Oakland, J. S. (n.d.). Total Quality Management and Operational Excellence: Text with cases (4th Edition) [Texidium version]. Retrieved from
http://texidium.com
Presented by Dr Silvie MacLean, EdD, CPA CMA, MHSc, HBA
9
What is quality control and quality assurance?
Quality control
Quality assurance
is essentially the activities and
techniques employed to achieve
is broadly the prevention of quality
and maintain the quality of a
problems through planned and
product, process, or service. It
includes a monitoring activity, but systematic activities (including
is also concerned with finding and documentation). These will
include the establishment of a
eliminating causes of quality
problems so that the requirements good quality management system
and the assessment of its
of the customer are continually
adequacy, the audit of the
met.
operation of the system and the
review of the system itself.
Presented by Dr Silvie MacLean, EdD, CPA CMA, MHSc, HBA
10
Importance of the 4 P’s and 3 C’s:
Let’s
Discuss
Oakland, J. S. (n.d.). Total Quality Management and Operational Excellence: Text with cases (4th Edition) [Texidium version]. Retrieved from
http://texidium.com
Presented by Dr Silvie MacLean, EdD, CPA CMA, MHSc, HBA
11
People, Planning, Process, Performance:
People
Planning
Process
Performance
• Are the assets
to the
organization.
• Concerned
with how well
the human
resource
practices tie
into and are
aligned with
the
organisation's
strategic
directions
• Focuses on
the
organisation's
strategic and
business
goals, and
employment of
plan, along
with the
organisation's
attention to
customer and
operational
performance
requirements.
• a series of
actions or
steps taken in
order to
achieve a
particular end.
• Focuses on
quality
operational
and business
outcomes.
• Uses
indicators to
measure
employee
morale,
productivity,
quality of
output, and
delivery
performance.
Presented by Dr Silvie MacLean, EdD, CPA CMA, MHSc, HBA
12
Culture, Communication, Commitment:
Culture
Concerns what and how
people believe, feel, think
and how they behave (over
time) and how this is
reflected in collective habits,
rules, norms, symbols and
artifacts
Communication
Commitment
Is often described as a
subset of organisational
climate that refers to the
Is the extent of engagement with
relationships and
safety promotion and accident
interactions in the workplace. prevention in an organisation.
Communication includes
Factors include strong belief and
quality and accuracy of
acceptance of the organisation’s
upward communication, and goals and values, willingness to
perception of reliability.
exert considerable effort on behalf
Communication is also
of the organisation, and a strong
recognised and often
desire to maintain membership in
considered as a contributing the organisation
factor to a healthy safety
climate
Presented by Dr Silvie MacLean, EdD, CPA CMA, MHSc, HBA
13
What is the European Foundation for Quality Management
(EFQM) Excellence Model?
A self-assessment framework for measuring the
strengths and areas for improvement of an
organisation across all of its activities (10 elements)
• A creator model valuing core quality beliefs and shared goals at
the heart of organisations whilst allowing them to remain
connected and committed to their vision.
• Fundamental Concepts are results orientation, customer focus,
leadership and constancy of purpose, management by processes
and facts, people development and involvement, continuous
learning, improvement and innovation, partnership development,
and corporate social responsibility
• The EFQM Excellence model is a non-prescriptive. framework for
continuous quality improvement that can be used by any kind of
organization, regardless of. sector, size, structure, or maturity.
Presented by Dr Silvie MacLean, EdD, CPA CMA, MHSc, HBA
14
EFQM Excellence Model (10 elements):
Oakland, J. S. (n.d.). Total Quality Management and Operational Excellence: Text with cases (4th Edition) [Texidium version]. Retrieved from
http://texidium.com
Presented by Dr Silvie MacLean, EdD, CPA CMA, MHSc, HBA
15
Video:
EFQM Excellence Model
Introducing EFQM
(4:52)
Introduced in 1988 with 14 organization
Cause and effect model
Can be used by any organization to use in a competitive
environment (holistic model of how the organization is
operating and with keeping pace with the external
environment.
Group Discussion:
Think about a time you were part of (leading, participating, or
observing) an effort to improve quality and think about how
each of these elements interacted to result in the outcomes.
What was the approach you used and how did you measure
the impact?
Presented by Dr Silvie MacLean, EdD, CPA CMA, MHSc, HBA
16
Leadership & Organizational Commitment:
Oakland, J. S. (n.d.). Total Quality Management and Operational Excellence: Text with cases (4th Edition) [Texidium version]. Retrieved from
http://texidium.com
Presented by Dr Silvie MacLean, EdD, CPA CMA, MHSc, HBA
17
Individual Activity & Report Back (5 min):
On your laptop, find a health care organization online that
focuses on assisting special populations as outlined earlier
in this session (i.e., Aboriginals, Children, Mental Health,
Women/Girls, Seniors, New Immigrants, AmishMennonite).
Find that organization’s mission, vision, values, and
purpose (purpose may or may not be included for some
organizations).
• Do they reflect quality as a focus for their organization?
• How might this impact their priorities and the care they provide?
Presented by Dr Silvie MacLean, EdD, CPA CMA, MHSc, HBA
18
Managing v. Leading:
Managing
Leading
• Management consists of
controlling a group or a set
of entities to accomplish a
goal.
• A manager is generally
someone who is selected or
appointed within an
organization. In most cases,
a manager is selected
based on specific technical
skills, knowledge, and
expertise.
• Leadership is about getting
people to understand and
believe in your vision and to
work with you to achieve
your goals while managing
is more about administering
and making sure the day-today things are happening as
they should
• Leadership influence and
inspire people.
Presented by Dr Silvie MacLean, EdD, CPA CMA, MHSc, HBA
19
Identify the difference:
Name an
effective
manager
Name an
inspiring leader
Have you had a
manager that
was an inspiring
leader?
Think about
behaviours that
are
characteristic of
managing
versus leading.
Presented by Dr Silvie MacLean, EdD, CPA CMA, MHSc, HBA
20
5 Requirements for Effective Leadership:
Developing and publishing clear documented corporate beliefs
and purpose...a vision
Develop clear and effective strategies and supporting plans
for achieving the vision
Identify the critical success factors and critical processes
Review the corporate management structure
Empowerment – encouraging effective employee participation
with consideration of attitudes, abilities and participation
Presented by Dr Silvie MacLean, EdD, CPA CMA, MHSc, HBA
21
Mission into action through strategies:
Presented by Dr Silvie MacLean, EdD, CPA CMA, MHSc, HBA
22
Video:
Servant Leadership Philosophy 2:26 min
https://www.youtube.com/watch?v=ZqMq2BL1t6E
Presented by Dr Silvie MacLean, EdD, CPA CMA, MHSc, HBA
23
Excellence in Leadership:
Planning
Customers
Performance
Commitment
Processes
Culture
People
Communications
•
•
In your opinion, what are the top 5 most impactful leadership behaviours from
this list on patient care/experience?
Why?
Presented by Dr Silvie MacLean, EdD, CPA CMA, MHSc, HBA
24
Video:
Another perspective on leadership:
What's Love Got to Do With It? Leadership in
New Era of Health Care by Susan Carter (7
minutes)
Group Discussion:
1.
2.
3.
4.
What did Susan lose sight in her approach?
What voice was missing to move the needle?
How do you get the best from everyone?
What is psychological safety?
Presented by Dr Silvie MacLean, EdD, CPA CMA, MHSc, HBA
25
Reflection: Personal Leadership Style:
Find a picture on your phone that best represents
your own management style
• Show the picture to the group and briefly describe how this
reflects your management style
• Describe your management style.
• Have fun!
Questions on any concept?
Presented by Dr Silvie MacLean, EdD, CPA CMA, MHSc, HBA
26
Important Information on Certificate
of Completion for Organizational
Decision Support
Certificate of Achievement of Organizational Decision Support:
The Certificate is based on components of the Organizational Decision
Support course. However, to qualify to receive an official badge from
Fanshawe College Organizational Decision Support Health Systems
Management program, you must complete all three certificate components.
Although these courses are self-directed and not graded, they are part of the
vocational learning outcomes and essential educational learning of the
organizational decision support course. In this case, the Certificate provides
focused goals, challenging tasks, clear standards, affirmation of performance,
novelty, choice, and authenticity. The Certificate will be based on completing
three 2 hour courses and part of the key essential skills and vocational
learning outcomes of the course:
Part A: Leadership W1-5;
Part B Operational Finance & Analysis W6-10;
Part C Quality Assurance & Decision-making W11-15.
Presented by Dr Silvie MacLean, EdD, CPA CMA, MHSc, HBA
28
Certificate of Achievement of Organizational Decision Support:
Module
Certificates
Leadership
Operational
Finance &
Decision-making
Quality
Assurance &
Decision-making
Relevant Training
for courses
Completion of CFI
Course:
Data Science &
Machine Learning
Fundamental
Course (2 hours)
Completion of the CFI
course: Reading Financial
Statements course
(2 hours)
Completion of Ministry of
Labour, Training and Skills
Development:
Health & Safety Awareness
(2 hours)
Dropbox
deadline
Sun., June 11th
At 11:59 p.m.
Sun., July 30th
At 11:59 p.m.
Sun. Aug. 20th
At 11:59 p.m.
Presented by Dr Silvie MacLean, EdD, CPA CMA, MHSc, HBA
29
Leadership:
Leadership
Completion of
Data Science &
Machine
Learning
Fundamentals
course
Enroll for free at:
https://corporatef
inanceinstitute.c
om/course/datascience-andmachinelearning/
Presented by Dr Silvie MacLean, EdD, CPA CMA, MHSc, HBA
30
Certificate 1: Leadership
Completion of Data Science & Machine Learning Fundamentals course
Description: Data science is about using statistics to draw insights from
data to drive action and improve business performance. This course will
guide you through the world of data science and machine learning, using
applied examples to demonstrate real-world applications. Whether you’re
an aspiring data scientist or a c-level exec, this course will bring you up to
speed on everything data science. You’ll be introduced to machine
learning, classification, exploratory data analysis, feature selection, and
feature engineering—what they mean and how they are relevant to your
business.
Enroll for free at the following website:
https://corporatefinanceinstitute.com/course/data-science-and-machinelearning/
Remember: Upload your completed certificate from CFI to drop box
(see FOL)
Presented by Dr Silvie MacLean, EdD, CPA CMA, MHSc, HBA
31
Note for the future:
Remember healthcare has been accelerating its digital
transformation, financial accountability, and issues with
patient safety - all of which have an impact on both patients
and healthcare professionals. Hence, all of these courses
(all free) and this Certificate aligns with the decision-support
skills for the ever-evolving health care environment.
Presented by Dr Silvie MacLean, EdD, CPA CMA, MHSc, HBA
32
Summary:
❑ Operations management is the administration of business practices to
create the highest level of efficiency possible within an organization
❑ Quality care must be safe, effective, timely, efficient, equitable and
people-centred.
❑ European Foundation for Quality Management Excellence Model is an
effective model to help organizations address their internal and
external goals.
❑ Leadership and Organizational Commitment are part of organizations
that make quality a focus or where you experienced it not being a clear
focus
❑ Effective Leadership include crucial elements of leadership excellence
that require continuous understanding and support of culture,
communication and commitment (3 C’s) as well as people, process,
planning and performance (4 P’s)
❑ Management consists of controlling a group or a set of entities to
accomplish a goal whereas leadership is about inspiring and innovating
with a vision
Presented by Dr Silvie MacLean, EdD, CPA CMA, MHSc, HBA
33
References:
Oakland, J. S. (n.d.). Total Quality Management and Operational
Excellence: Text with cases (4th Edition) [Texidium version]. Retrieved
from http://texidium.com
Presented by Dr Silvie MacLean, EdD, CPA CMA, MHSc, HBA
34
Next Class:
Operations Management
and Organizational Culture
Educate, Engage, Empower, Excite
Type
Creative Reflection
MGMT 6181 Organizational Decisions Support
Assessment
Building a workplace culture of continuous
improvement
Weighted Evaluation
10%
Objective of this Assignment:
The objective of this assignment is to demonstrate your ability to apply the knowledge gained in the first two
modules of this course by creating a well-informed presentation as a health information manager.
Pre-Assignment Instructions:
Your goal for your Term Project is to create a PPT video presentation of no more than 6 minutes long.
Your presentation will be fictional base where you are communicating to your staff and/or Board regarding how to
build a workplace culture of continuous improvement in a specific hospital department. For this assignment, you
will select ONE specific hospital department (i.e., emergency, medical-surgical, ob-gyn, critical care, cancer care
etc.) and address ONE specific change management improvement required within the department. This will take
into consideration rationale of what change is expected to be improved, organizational behaviour issues to address
among the staff, description of the expectations of managing the 4 P’s (people, process, planning, and performance)
and the 3 C’s (communication, culture, and commitment) as well as your personal recommended leadership style
that you will use to lead the change improvement, followed by a conclusion with key recommendations to your
staff/Board.
Assignment Tasks:
The video presentation should include a PowerPoint presentation (or similar software) with you giving your
presentation (personal voice). The slide presentation (PowerPoint) and audio presentation must be clear and
impactful. Your professor will act as your staff/Board. The intention is that you are gaining practical experience in
your ability to present your knowledge you have gained in the first two-week modules of the MGMT 6181 course.
Format:
▪
▪
▪
▪
▪
▪
▪
The assignment must be completed in a PPT video. You must adhere to the 6 minutes limit. The reasoning
is two-fold. A presentation of longer than 6 minutes may impact the ability to upload your Term Project to
the dropbox. In addition, when you have been given 6 minutes on an agenda to make a presentation, you
must ONLY take 6 minutes. It is good practice to learn to express key messages succinctly.
Resource 1: Click here to learn how to record narration on your PowerPoint. https://support.office.com/enus/article/Record-a-slide-show-with-narration-and-slide-timings-0B9502C6-5F6C-40AE-B1E7E47D8741161C
Resource 2: Follow the link and you can turn your PowerPoint Presentation into a video.
https://support.office.com/en-us/article/Turn-your-presentation-into-a-video-C140551F-CB37-4818B5D4-3E30815C3E83
References following APA 7th edition must be provided at the end of the document.
Completion of necessary practical tools and resources supporting the objective of the assignment.
Your assignment will be saved with your: First name_Lastname_Written Reflection (uploaded to your
dropbox).
Include: Cover, Table of Content, Key Slides addressing: Description of the Department, Key Issue that
Requires Improvement, Organizational culture issues, Expectations of Managing 4 P’s and 3 C’s, Your
Leadership Style and Rationale of why this style will work to improve the change, and Conclusion of
Recommended Next steps.
Created and Written by Dr. S. MacLean
p. 1
MGMT 6181 Assessment
▪
▪
Remember: Format is very important. Remember this is a presentation that is being attended by the ADM.
People will only read a minimal amount of material and only that catches their attention. Be creative, get
attention, but clearly get your points across. Don’t be afraid to use tables, charts, or pictures to tap into the
emotional factor and remind the audience why they need to listen to your presentation.
Students must submit their assignment before the drop box deadline. Please check the course weekly
the due date.
Reminders - All Assignments must meet the due date in drop box and not accepted via email.
In addition, the following are the four (4) minimum standards for all written assignments:
1. Integrity: Ensure your assignment contains no plagiarized segments and does not use AI/Chat GPT.
If it does, it will be considered an academic offence and this will be registered with the Records
Registrar at Fanshawe College. Note: Quotations and paraphrasing of any source without proper intext citations and attached reference list is considered plagiarism.
2. Purpose: Ensure that your assignment achieves the primary purpose at least in a minimal way.
3. Readability: Ensure that your assignment is edited to account for most of the grammar, punctuation,
and spelling errors. If it contains too many errors that create confusion of meaning and severely
limits communication, then it will not meet the minimum standards.
4. References: You must reference ALL sources from which you obtained information, and provide a
citation for any information using APA 7th edition for
Created and Written by Dr. S. MacLean
p. 2
MGMT 6181 Assessment
3
0 Not acceptable
1 Needs improvement
2 Competent
Your written work will be evaluated by the criteria below in order
to give you specific feedback to help guide your development as a
writer. Communicating in writing is an essential skill required in
the 21st century.
3 Good
This rubric is designed to make clear the grading process for
written communication by informing you, the writer, what key
elements are expected by the College in a “good” piece of
written analysis work.
4 Excellent
RUBRIC:
Measurement Indicator
Quality (/5)
1. The purpose and focus are clear and consistent. Voice is clear.
2. The objective of the improvement is well described.
3. Presentation is purposeful, effective, and appropriate.
4. Sentence form and word choice are varied and appropriate.
5. Punctuation, grammar, spelling, and mechanics are
appropriate. APA 7th edition documentation is followed.
Content (/5)
1. Information and evidence are accurate, appropriate, and
integrated effectively with purpose.
2. Claims and ideas are supported and elaborated.
3. Clear demonstration of the relevant knowledge from the
course material and readings and its relevance to the
points of discussion.
4. Contains original ideas. Academic integrity is followed.
5. All ideas are clearly developed, organized logically, and
connected with effective transitions.
Analysis (/5)
1. Connections between and among ideas are made.
2. Analysis/synthesis/evaluation/interpretation are effective and
consistent. Addresses key elements covered in first 2 modules.
3. Independent thinking is evident. Demonstrates knowledge.
4. Creativity/originality is evident.
5. Effectively applied appropriate tools for decision support
Assignment Specific Criteria (/5)
1. Responds to all aspects of the assignment.
2. Documents evidence appropriately.
3. Considers the appropriate audience/implied reader.
4. All relevant module concepts are applied appropriately.
5. Structure and format enhances delivery of the
information.
Overall Evaluation: Scored out of 20 points
D
Excellent
Created and Written by Dr. S. MacLean
D
Competent
D
p. 3
Not Acceptable
MGMT 6181 Assessment
Organizational Decision Support
MGMT 6181
Week 1, Class 1
Introduction Clarifying Expectations & Course Overview
To Address Meaning of “Decision Support”
Professor Dr. Silvie MacLean, EdD, CPA CMA, MHSc, HBA
Educate, Engage, Empower, Excite
Week 1
Class 1
Administration Overview
2
Disclaimer:
The session is recorded.
The cloud recording will
only be shared in the
course shell with the
participants in our class.
❑ People outside of the
class will NOT have
access to the
recording.
❑ Once the course is
over, I will delete the
recordings.
Presented by Dr Silvie MacLean, EdD, CPA CMA, MHSc, HBAEdD, 3
MHSc, HBA, BA,
Preamble:
You will require your own laptop with a webcam and reliable internet.
Refer to weekly schedule located on FOL to understand the
theme/topic of the week.
Please ensure to review each weeks lesson plan videos before you
review the PPT lectures.
These videos are separately located on FOL each week.
Understanding expectations is very important.
Please never hesitate to email me if you have concerns and/or
questions with the material.
Remember to reach the FOL supplementary readings.
Presented by Dr Silvie MacLean, EdDm CPA CMA, MHSc, HBAEdD,
MHSc, HBA, BA,
4
Today’s Objective:
Part 1 (Classroom Foundation):
❑Introductions (You/Me)
❑Review the Course Outline
❑Review FOL
❑Classroom Expectations
❑Importance of Academic Integrity
Part 2 (Week 1 Course Content):
❑Organizational Behaviour
Presented by Dr Silvie MacLean, EdD, CPA CMA, MHSc, HBAEdD,
MHSc, HBA, BA,
5
Introduction:
Dr. Silvie MacLean, EdD, CPA, CMA, MHSc, HBA
“Empowering learning minds to continuously innovate bolder and new
integrated care solutions for effective change”
Philosophy: My approach to learning
builds on a deep personal regard for
appreciative inquiry and transformative
power. In an environment of constant
change and diversity, I believe
students best learn when they are
supported in a safe community
classroom and provided with a variety
of tools, knowledge and competency
based skills to assist them to unlock
their full potential.
Presented by Dr Silvie MacLean, EdD, CPA CMA, MHSc, HBAEdD,
MHSc, HBA, BA,
6
With the aim to educate, engage,
empower and excite, the following
are some inspirational quotes:
Aim
Quote
Educate
We cannot solve our problems with the same thinking we
used when we created them.
Author of
Quote
Albert
Einstein
Engage
If you don’t like something, change it. If you can’t change
it, change your attitude.
Maya
Angelou
Empower You will never do anything in this world without courage.
It is the greatest quality of the mind next to honor.
Aristotle
Excite
Walt Disney
If you can dream it, you can do it.
Presented by Dr Silvie MacLean, EdD, CPA CMA, MHSc, HBAEdD,
MHSc, HBA, BA,
7
Getting to know you:
Teacher
Subject
Matter
Student
Please share:
▪ Your name
▪ Where you are
currently taking the
course (e.g. country)
▪ Your last degree title
▪ One (1) favourite pasttime
Presented by Dr Silvie MacLean, EdD, CPA CMA, MHSc, HBAEdD,
MHSc, HBA, BA,
8
About the Professor and the Research:
Logo here
Scholar, Activist, and Researcher
Professor within the Post Graduate Health Systems Management Program, School of
Information Technology at Fanshawe College in London Ontario, Canada
Twenty-four years working in healthcare in a diverse range of positions within the Ontario
Provincial Service and Ontario hospitals’:
• CFO/Chief Performance & Strategy Officer, Transform Shared Services
• Senior Executive Director of Strategic Improvement, Woodstock Hospital
• Senior Program Manager at the MOHLTC acute care division working on several policy and population program service
changes.
Education consists of:
• Doctoral degree in Education (Western University);
• Chartered Professional Accountant/Certified Management Accountant (Toronto);
• Masters in Health Science, within the Health Policy Management and Evaluation Program at the (University of
Toronto);
• Honours business and psychology degree (Western University).
D r. S i l v i e M a c L e a n ,
E d D , C PA , C M A , M H S c , H B A
( s h e , h e r, e l l e , e l l a )
Volunteer on several various health and education Board of Directors and Community
Council Committees teaching financial literacy & strategic planning
Course Overview:
▪
▪
▪
▪
▪
▪
▪
▪
Course Description
Contact Information
Learning Outcomes
Weekly Schedule
FOL communication
FOL Resources
Evaluation/Grades
Overall expectations
Presented by Dr Silvie MacLean, EdD, CPA CMA, MHSc, HBAEdD,
MHSc, HBA, BA,
10
Course Description:
MGMT 6181 Organizational Decision Support:
Managerial decision-making on operational efficiencies and
effectiveness are often complex ones that involve having
effective decision support. This course is designed to integrate
theory and practice with leadership, operational finance, and the
utilization of quality tools to improve performance and
population health outcomes. In this course, students will
become familiar with leadership and operational factors that
affect planning, implementation, and decision-making. Individual
and simulated group exercises along with critical analysis of
case material relevant to the healthcare setting that is specific
for health information management professionals will be used to
enhance a practical understanding of theoretical concepts.
Presented by Dr Silvie MacLean, EdD, CPA CMA, MHSc, HBAEdD,
MHSc, HBA, BA,
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Contact Information:
Email: smaclean@fanshaweonline.ca
Office hours: Based on students needs. Please email to make arrangements
Class Schedule: Refer to FOL master list and weekly
Please read course FOL announcements daily
Presented by Dr Silvie MacLean, EdD, CPA CMA, MHSc, HBAEdD,
MHSc, HBA, BA,
12
Learning Outcomes:
Is a statement (not a product)
indicating what a learner is
expected to KNOW, DO or
BEHAVE LIKE as the RESULT of
the learning experience.
Expression of skill (Do),
knowledge (Know) or attitude
(Behave)
Reflects an essential, integrated,
complex PERFORMANCE
Helps everyone (students,
teachers, employers) understand
the purpose, or the performance
required
All materials are assessed to
ensure you are prepared for the
real HIM world
Ministry Mandate (Binding Agreement for
Healthcare Administration Skills)
Ontario College (Fanshawe)
Workforce Development
Health Care Administration and Service
Management
Presented by Dr Silvie MacLean, EdD, CPA CMA, MHSc, HBAEdD, 13
MHSc, HBA, BA,
Weekly Schedule:
❑This course is directly linked to
the Ministry Binding Agreement
with the Ministry
❑Colleges are “self-governing,”
but…
❑Ministry of Colleges and
Universities (MCU) ensure quality
❑Institutional and program policies
and procedures for consistency
❑Follow Binding Agreement for
Vocational Learning Outcomes
(VLOs) and Essential Educational
Skills (EESs)
Presented by Dr Silvie MacLean, EdD, CPA CMA, MHSc, HBAEdD, 14
MHSc, HBA, BA,
FOL Communication:
Learning
Outcomes
(lowest to
highest):
Know / Remember
Understand /
Comprehend
Apply
Analyze
Evaluate /
Create
Presented by Dr Silvie MacLean, EdD, CPA CMA, MHSc, HBAEdD,
MHSc, HBA, BA,
15
Evaluation/Grades:
Assessment
Measure
Lab 1
10%
Creative Assignment 1 (weeks 1-5)
20%
Creative Assignment 2 (weeks 6-10)
20%
Creative Assignment 3 (weeks 11-15)
20%
Quiz 1 (weeks 1-5)
10%
Quiz 2 (weeks 6-10)
10%
Quiz 3 (weeks 11-15)
10%
Total
100%
Presented by Dr Silvie MacLean, EdD, CPA CMA, MHSc, HBAEdD, 16
MHSc, HBA, BA,
Overall Expectations:
Presented by Dr Silvie MacLean, EdD, CPA CMA, MHSc, HBAEdD,
MHSc, HBA, BA,
17
Secret to success in learning:
▪ Do all required readings prior to coming to class. This
requires project managing your time.
▪ Complete all assignments to the best of your ability.
▪ 3:1 rule.
▪ RESPECT EACH OTHER: Stay engaged and do not
distract the learning of others (no abetting permitted as this
is an academic offence and it will go on your record).
▪ Attend class and complete the required weekly review of
all materials.
▪ Complete the assignments to your best ability (lots of
resources for you).
Presented by Dr Silvie MacLean, EdD,CPA CMA, MHSc, HBAEdD, 18
MHSc, HBA, BA,
Overall expectations:
Presented by Dr Silvie MacLean, EdD, CPA CMA, MHSc, HBAEdD, 19
MHSc, HBA, BA,
Introduction to Decision Support
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Decision-support is a main focus:
Require a global
mind-set
Require to be able to
adapt to change
Need
implementable skills
Presented by Dr Silvie MacLean, EdD, CPA CMA, MHSc, HBAEdD, 21
MHSc, HBA, BA,
What is a global mind-set?
Definition
• A global mindset is the ability to
recognize, read, and adapt to
cultural signals, both overt and
subtle, so that your effectiveness
isn’t compromised when you are
dealing with different backgrounds
Need to possess:
• Individual qualities
• Communication skills
• Actionable knowledge relevant to
health care
Presented by Dr Silvie MacLean, EdD, CPA CMA, MHSc, HBAEdD,
MHSc, HBA, BA,
22
Global Mindset Abilities Involves:
Adopting a global perspective.
Empathizing and acting effectively across cultures.
Processing complex information about novel
environments.
Developing new multilevel mental models.
Presented by Dr Silvie MacLean, EdD, CPA CMA, MHSc, HBAEdD,
MHSc, HBA, BA,
23
Global mindset begin within:
Begins with selfawareness.
• Compare own mental
models with those of people
from other cultures/regions.
• Develop better knowledge of
people and cultures,
preferably through
immersion.
Presented by Dr Silvie MacLean, EdD, CPA CMA, MHSc, HBAEdD, 24
MHSc, HBA, BA,
Understanding Change:
Buller, J. (2015). Leading reactive
change. In Change leadership in
higher education: A practical guide to
academic transformation (pp. 155174). San Francisco, CA: JosseyBass.
Kezar, A. (2014). Creating deep
change. In How colleges change:
Understanding, leading, and enacting
change (pp. 61-83). New York:
Routledge.
Presented by Dr Silvie MacLean, EdD, CPA CMA, MHSc, HBAEdD, 25
MHSc, HBA, BA,
Defining Change:
Not a singular concept
• Instead a multi-faceted concept
Buller (2015) defines change as:
• Replacement + Resilience
Change
Video:
Abdulgeder, A. (2009). We need
change. Retrieved from:
https://www.youtube.com/watch?v=vL
gxr9MARYs
(p. 33)
Kezar (2014) defines change as:
• Isomorphism + Adaptation + Organizational
Change + Innovation/Reform (p. xii)
Change v. Transition:
• Change: Outward and visible
• Transition: Inward and spiritual
Presented by Dr Silvie MacLean, EdD, CPA CMA, MHSc, HBAEdD, 26
MHSc, HBA, BA,
Buller’s (2015) Perspective on Change:
Five reasons why change
processes fail or are
unsuccessful:
• Unsuitability of management models
• Adequate needs case
• Incompatible strategic planning
methods
• Lack of attention of culture
embracing change
• Treat all change alike
Sees change as a constant –
but aims to understand
different types of change
Presented by Dr Silvie MacLean, EdD, CPA CMA, MHSc, HBAEdD, 27
MHSc, HBA, BA,
Buller’s (2015) Perspective on Change:
Change factors are both
visible and invisible
• Visible (obvious ones such as:
cost, time, and quality)
• Invisible (lie hidden below the
surface are often overlook: power
relationships, politics, perceptions
and beliefs, ego and distrust)
Three resources to help
foster a culture of innovation:
Krüger, W. (n.d). The change management iceberg. Retrieved
from: http://www.datagroup.com.au/Images/MT_Images/Change_Management_Iceberg
.JPG
• Innovation
• Creativity
• Entrepreneurialship
Presented by Dr Silvie MacLean, EdD, CPA CMA, MHSc, HBAEdD, 28
MHSc, HBA, BA,
Buller’s (2015) Core Takeaways:
Metaphor and his rationale of taking advantage of ICE resources
• Avoid lurking dangers
Highlights 3 different ways in which HEI may discover they may
need to change
• Forced
• Eventually be forced on them
• Needed because of internal rather than external factors
Identifies 5 different levels of institutional change in HEI. Namely,
changes in:
• Direction
• Personnel
• Tactics
• Structure
• Procedures
Presented by Dr Silvie MacLean, EdD, CPA CMA, MHSc, HBAEdD, 29
MHSc, HBA, BA,
Kezar (2014) Perspective on Change:
Focuses on second-order or deep change
• Also called transformational, punctuated change, doubleloop learning, where organizations challenge existing
assumptions and beliefs
Sees this second-order change requiring:
Chapter 4: Creating deep
change (pp. 61-83)
• Sensemaking (1) individuals attach new meaning to
familiar concepts; and 2) individuals develop new
language and new concepts that describe a change
institution)
• Organizational Learning (relies more on a rational and
data-oriented approach)
To learn, we must become aware of our own
and others’ mental models which can shape
the possibilities for learning
30
Presented by Dr Silvie MacLean, EdD, CPA CMA, MHSc, HBAEdD,
Kezar’s (2015) Perspective on Change:
Must become aware of
our own and others’
mental models
Not all organizational
learning is positive
Review institutional
context before a deeper
dive takes place ($)
Sensemaking
Organizational learning
• Focused on second-order change
and more effective with large
groups
• Far less research
• Individual base
• Helps with facilitating human
interactions
• Norms play an important role
• Focused on first-order change
• Based on the assumption that data
results in solving problems
• Lends well to managerial views of
organization
Presented by Dr Silvie MacLean, EdD, CPA CMA, MHSc, HBAEdD, 31
MHSc, HBA, BA,
Kezar’s (2015) Core Takeaways:
Ongoing
widespread
conversations
Collaborative
leadership
Developing
crossdepartmental
teams
Flexible vision
Sponsoring
faculty and staff
development
opportunities
Drawing on and
discussing
external ideas
Creating
documents and
concept papers
Preparing and
giving public
presentations
Presented by Dr Silvie MacLean, EdD, CPA CMA, MHSc, HBAEdD, 32
MHSc, HBA, BA,
Implementable Skills (knowing 3 c’s):
Complexity.
• Number of distinct/important identities people
perceive about themselves.
• People have multiple self-concepts.
• Higher complexity when selves are separate
(not similar).
Consistency.
• Multiple selves require similar personality
attributes.
• Self-views are compatible with actual attributes.
Clarity.
• Self-concept is clear, confidently defined, and
stable.
• Clarity increases with age and high consistency.
Presented by Dr Silvie MacLean, EdD, CPA CMA, MHSc, HBAEdD, 33
MHSc, HBA, BA,
Outcomes of “Self-Concept”:
People have better well-being with:
• Multiple selves (complexity).
• High-consistency selves.
• Well-established selves (clarity).
Effects on individual behaviour and performance.
• High self-concept complexity – more adaptive, more diverse
networks, more stressful, more resources needed to maintain
several identities.
• Less complex selves – more investment in fewer roles, which
may lead to higher performance.
• High self-concept clarity – better performance, leadership, career
development, less threatened by conflict.
• But very high clarity may cause role inflexibility.
Presented by Dr Silvie MacLean, EdD, CPA CMA, MHSc, HBAEdD, 34
MHSc, HBA, BA,
Outcomes of “Self Enhancement”:
Drive to promote and protect a positive selfview.
• Competent, attractive, lucky, ethical, valued.
• Evident in common and important situations.
Self-enhancement outcomes.
• Better mental and physical health.
• Higher motivation due to “can-do” beliefs.
• Riskier decisions, inflated perceived personal causation,
slower to recognize mistakes.
• Better decision-making supporters
Presented by Dr Silvie MacLean, EdD, CPA CMA, MHSc, HBAEdD, 35
MHSc, HBA, BA,
Outcomes of “Self-Verification”:
Motivation to confirm and maintain our selfconcept.
• Stabilizes our self-concept.
• We communicate self-concept to others.
• We seek confirming feedback.
Self-verification outcomes.
• Affects perceptions -- selective attention.
• Dismiss feedback contrary to self-concept.
• Motivated to interact with those who affirm our self-view.
Presented by Dr Silvie MacLean, EdD, CPA CMA, MHSc, HBAEdD, 36
MHSc, HBA, BA,
Outcomes of “Self-Evaluation:”
Self-esteem.
• Extent to which people like, respect, and are satisfied with
themselves.
• High self-esteem: less influenced by others, more persistent,
more logical thinking.
Self-efficacy.
• Belief that we can successfully perform a task (MARS factors).
• General self-efficacy, “can-do” belief across situations.
Locus of control.
• General belief about personal control over life events.
• Higher self-evaluation with internal locus of control.
Presented by Dr Silvie MacLean, EdD, CPA CMA, MHSc, HBAEdD, 37
MHSc, HBA, BA,
Outcomes of “Social-Self:”
Opposing motives:
• Need to be distinctive and unique (personal identity).
Need for inclusion and assimilation with
others (social identity).
• We define ourselves by groups we are easily
identified with, that have high status, and our
minority status in a situation
• We define ourselves by how we differentiate Integrity
Presented by Dr Silvie MacLean, EdD, CPA CMA, MHSc, HBAEdD, 38
MHSc, HBA, BA,
Integrity is key:
Integrity is the quality of being honest and having
strong moral principles and moral uprightness
With integrity, your perceptions will always remain
whole
• Perception: the process of receiving information about and
making sense of the world around us.
• Selective attention: selecting versus ignoring sensory information.
• Affected by characteristics of perceiver and object perceived.
• Emotional markers are assigned to selected information.
• Selective attention biases.
• Assumptions and expectations.
• Confirmation bias.
Presented by Dr Silvie MacLean, EdD, CPA CMA, MHSc, HBAEdD, 39
MHSc, HBA, BA,
Second order thinking and sensemaking is also
Important:
As Kezar (2014) highlighted, knowledge structures that we
develop to describe, explain, and predict the world around us.
• Visual: image road maps.
• Relational: cause–effect.
• Important for sense-making.
Problem: Mental models make it difficult to see the world in
different ways.
• Need to constantly question our mental models.
• Need to constantly ask questions to gain truth
Without asking questions, we will never be supporting
decisions correctly
Presented by Dr Silvie MacLean, EdD, CPA CMA, MHSc, HBAEdD, 40
MHSc, HBA, BA,
Summary:
The perceptual process of deciding whether an observed behaviour or
event is caused mainly by internal or external factors requires
• A global mindset
• Adapting to change
• Implementing skills with Integrity
Change is extremely complex and occurs at multiple levels of culture and
within departments and within individuals perceptions
Understanding the self requires assessment on 4 levels:
• Self-enhancement
• Self-verification
• Self-evaluation
• Social self
Demonstrating integrity is going to differentiate you in the 21st century
Presented by Dr Silvie MacLean, EdD, CPA CMA, MHSc, HBAEdD, 41
MHSc, HBA, BA,
Next Session
Organizational Behaviour
and Open Systems
42
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