Planning, Organisation, and Monitoring in Healthcare Organisations
A.Y. 2024/2025
Learning objectives
The course is aimed at providing students with knowledge about:
- systems and strategies for planning and controlling outcomes of the operating processes within public and private/private accredited healthcare structures;
- the relationships between planning and control systems and the concepts of effectiveness, efficiency and cost-effectiveness of public and private/private accredited healthcare structures;
- the organization of public, private/private accredited healthcare services, and their policies regarding human resource management;
- the national and regional legislation on inpatient and outpatient services management, specifically referring to accreditation and pricing;
- the contractual legislation and the use of appropriate tools to monitor assigned resources;
- the legislation governing reporting and management of clinical and professional-specific health records;
- the interconnection with other processes and/or structures/services for promoting process effectiveness;
- the underlying criteria and the technical tools that promote an effective human resource management;
- the management of the structure budget;
- the planning and control of service delivery;
- the concept of health organization and the areas of intervention of rehabilitation professionals;
- Clinical Governance (CG) and its evolution in the most recent health/regulatory contexts;
- the tools for applying CG and their application in the health area;
- the role of the Health Professions Manager (DPS) in the most recent organizational contexts;
- the critical assessment of the role of DPS in the application of CG tools;
- Company Quality Management System (SGQ) and the characteristics of the documentary apparatus;
- the main tools available for planning/verification/monitoring by the management in the health area.
- systems and strategies for planning and controlling outcomes of the operating processes within public and private/private accredited healthcare structures;
- the relationships between planning and control systems and the concepts of effectiveness, efficiency and cost-effectiveness of public and private/private accredited healthcare structures;
- the organization of public, private/private accredited healthcare services, and their policies regarding human resource management;
- the national and regional legislation on inpatient and outpatient services management, specifically referring to accreditation and pricing;
- the contractual legislation and the use of appropriate tools to monitor assigned resources;
- the legislation governing reporting and management of clinical and professional-specific health records;
- the interconnection with other processes and/or structures/services for promoting process effectiveness;
- the underlying criteria and the technical tools that promote an effective human resource management;
- the management of the structure budget;
- the planning and control of service delivery;
- the concept of health organization and the areas of intervention of rehabilitation professionals;
- Clinical Governance (CG) and its evolution in the most recent health/regulatory contexts;
- the tools for applying CG and their application in the health area;
- the role of the Health Professions Manager (DPS) in the most recent organizational contexts;
- the critical assessment of the role of DPS in the application of CG tools;
- Company Quality Management System (SGQ) and the characteristics of the documentary apparatus;
- the main tools available for planning/verification/monitoring by the management in the health area.
Expected learning outcomes
At the end of the course, the student will be able to:
- understand planning and control systems and the results in the operating processes of healthcare structures;
- understand the systems and tools employed for planning and controlling, in the light of the institutional and management targets of the health structure;
- understand the relationships between planning and control systems and the concepts of effectiveness, efficiency and cost-effectiveness of the healthcare structure;
- identify the organisation patterns of health services and their human resources policies
- understand planning and control systems and the results in the operating processes of healthcare structures;
- understand the systems and tools employed for planning and controlling, in the light of the institutional and management targets of the health structure;
- understand the relationships between planning and control systems and the concepts of effectiveness, efficiency and cost-effectiveness of the healthcare structure;
- identify the organisation patterns of health services and their human resources policies
Lesson period: First semester
Assessment methods: Esame
Assessment result: voto verbalizzato in trentesimi
Single course
This course can be attended as a single course.
Course syllabus and organization
Single session
Responsible
Course syllabus
1. Challenges and "future" of the Italian health sector: implications for the management of healthcare companies and for professionals
2. The complexity of healthcare companies
3. Why does "management does matter" in healthcare? And which one?
4. Professionalism: resource and complication
5. Uniformity and Differences of the Private and Public Healthcare Company
6. Meaning and role of clinical management and engagement in the healthcare company
7. Running the health company: a matter of method
8. Planning as a leadership exercise (abrasive)
9. Strategic change
10. Budgeting and performance management
11. Strategic human resources management and organization
12. Hospital networks, the hospital and its transformations
13. Primary care and new paradigms of territorial health services: from performance to population health management
14. Epilogue: the key issues to boost the NHS and the Italian health sector
Allocated resources: Structure characteristics and accreditation requirements; Process management: health,
operators, budget and quality; Calculation of requirements;
2. The contract rules: CCNL - rights and obligations; Company supplementary contracts; The management of requests
(holidays, permits, 104, expectations, recovery hours, compulsory and optional approach ); working and working
hours (contract to TP or PT); Hourly dress/undress split recognition; physical fitness: limitations / requirements
from MC3. Governance of activities. Daily SGQ: procedures, protocols, operating instructions; Activity management tools: work plans; Staff management tools: absence planning: Integration and digitization; Storage and archiving.
2. The complexity of healthcare companies
3. Why does "management does matter" in healthcare? And which one?
4. Professionalism: resource and complication
5. Uniformity and Differences of the Private and Public Healthcare Company
6. Meaning and role of clinical management and engagement in the healthcare company
7. Running the health company: a matter of method
8. Planning as a leadership exercise (abrasive)
9. Strategic change
10. Budgeting and performance management
11. Strategic human resources management and organization
12. Hospital networks, the hospital and its transformations
13. Primary care and new paradigms of territorial health services: from performance to population health management
14. Epilogue: the key issues to boost the NHS and the Italian health sector
Allocated resources: Structure characteristics and accreditation requirements; Process management: health,
operators, budget and quality; Calculation of requirements;
2. The contract rules: CCNL - rights and obligations; Company supplementary contracts; The management of requests
(holidays, permits, 104, expectations, recovery hours, compulsory and optional approach ); working and working
hours (contract to TP or PT); Hourly dress/undress split recognition; physical fitness: limitations / requirements
from MC3. Governance of activities. Daily SGQ: procedures, protocols, operating instructions; Activity management tools: work plans; Staff management tools: absence planning: Integration and digitization; Storage and archiving.
Prerequisites for admission
No prior knowledge required
Teaching methods
The teaching includes 4 parts consisting of frontal classroom lessons, scheduled according to a timetable published on the ARIEL website of the master degree
Teaching Resources
- Slides and other material provided by the teacher
- Lega F., Economia e Management Sanitario: Settore, Sistema, Aziende, Protagonisti, EGEA, 2018.
- Pennini A., Barbieri G., Le responsabilità del coordinatore delle professioni sanitarie 2/e, Mc Graw Hill, 2017.
- Calamandrei, Manuale di management per le professioni sanitarie 4/e, Mc Graw Hill, 2015
- Lega F., Economia e Management Sanitario: Settore, Sistema, Aziende, Protagonisti, EGEA, 2018.
- Pennini A., Barbieri G., Le responsabilità del coordinatore delle professioni sanitarie 2/e, Mc Graw Hill, 2017.
- Calamandrei, Manuale di management per le professioni sanitarie 4/e, Mc Graw Hill, 2015
Assessment methods and Criteria
The learning assessment takes place through a written test, organized in specific exam sessions, as per the Regulations.
Up to a maximum of six exam sessions may be scheduled for each academic year; two in each session.
The typology of the test is written (multiple choice quiz); the exam text will consist of 10 questions for each credit assigned to each teacher; the tests are designed for multiple choice with 5 answers of which only one is correct;
The time for the exam will be established in relation to the number of questions in the test (60 questions in 60 minutes);
There is no penalty for missing or incorrect answers (the final test score will be calculated according to the weighted average of the marks in relation to the credits of the various modules).
The exams of all the modules of the course are carried out together on the same day and contribute equally to determining the final evaluation expressed in thirtieths with the mathematical average of the partial marks.
The questions refer to the slides presented in the classroom and available in ARIEL, to the recommended texts and to the bibliography provided by the teacher.
No intermediate or early exam sessions are planned.
Didactic materials or notes are not admitted for the test.
The results are published online on the course's ARIEL website and students can view the test upon request.
The exam is recorded using the University's online procedure.
Up to a maximum of six exam sessions may be scheduled for each academic year; two in each session.
The typology of the test is written (multiple choice quiz); the exam text will consist of 10 questions for each credit assigned to each teacher; the tests are designed for multiple choice with 5 answers of which only one is correct;
The time for the exam will be established in relation to the number of questions in the test (60 questions in 60 minutes);
There is no penalty for missing or incorrect answers (the final test score will be calculated according to the weighted average of the marks in relation to the credits of the various modules).
The exams of all the modules of the course are carried out together on the same day and contribute equally to determining the final evaluation expressed in thirtieths with the mathematical average of the partial marks.
The questions refer to the slides presented in the classroom and available in ARIEL, to the recommended texts and to the bibliography provided by the teacher.
No intermediate or early exam sessions are planned.
Didactic materials or notes are not admitted for the test.
The results are published online on the course's ARIEL website and students can view the test upon request.
The exam is recorded using the University's online procedure.
SECS-P/10 - ORGANIZATION AND HUMAN RESOURCE MANAGEMENT - University credits: 6
Lessons: 48 hours
Professor(s)
Reception:
Weekly - plese write to [email protected]
Department of Scienze Biomediche per la Salute - Via Pascal 36