{"id":469,"date":"2018-05-02T15:31:40","date_gmt":"2018-05-02T19:31:40","guid":{"rendered":"https:\/\/digital.hbs.edu\/platform-mhcdsolutions\/submission\/strategic-vs-operational-management\/"},"modified":"2018-05-02T15:31:40","modified_gmt":"2018-05-02T19:31:40","slug":"strategic-vs-operational-management","status":"publish","type":"hck-submission","link":"https:\/\/d3.harvard.edu\/platform-mhcdsolutions\/submission\/strategic-vs-operational-management\/","title":{"rendered":"Strategic vs Operational Management"},"content":{"rendered":"

You are the leader of an organizational (Women’s)\u00a0service line that is “responsible” for the strategic plan and growth of\u00a0said service\u00a0line.\u00a0 Currently, the health system is organized under hospital divisions with both physican (Regional Medical Directors)\u00a0and administrative leaders (CEOs of hospitals)\u00a0that work as a diad pair for each respective hospital division.\u00a0 Within these divisions, there are employed and community (non-employed) physicians and advanced practice clinicians working at each site.\u00a0 The strategic planning and budgeting is done at the division level and not the service line level. Compensation setting is also done at the divison level and not the service line level.\u00a0 The service line leaders must work in conjunction with\u00a0divisonal regional medical directors and CEOs to meet overall organizational goals.<\/p>\n

The problem:\u00a0 What is best for the Women’s service line and overall organization may not match what is best for a particular division.\u00a0 This issue is especially\u00a0problematic when it comes to establishing quality agendas and management of\u00a0the groups at the division level.\u00a0 So how would this group suggest\u00a0setting up a structure to allow for accountability to both service line leaders and divisonal leaders\u00a0in order to meet organizational goals?<\/p>\n","protected":false},"excerpt":{"rendered":"

You are the leader of a service line in an organization that is structured in regional divisons. How would one optimally create an organizational structure to allow for accountability across the spectrum of strategy and management for both the divisions and service line?<\/p>\n","protected":false},"author":10685,"featured_media":0,"comment_status":"open","ping_status":"closed","template":"","categories":[],"class_list":["post-469","hck-submission","type-hck-submission","status-publish","hentry","hck-taxonomy-organization-ochsner","hck-taxonomy-industry-health","hck-taxonomy-country-united-states"],"connected_submission_link":"https:\/\/d3.harvard.edu\/platform-mhcdsolutions\/conversation\/mchd-solutions\/","yoast_head":"\nStrategic vs Operational Management - Managing Health Care Delivery<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/d3.harvard.edu\/platform-mhcdsolutions\/submission\/strategic-vs-operational-management\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Strategic vs Operational Management - Managing Health Care Delivery\" \/>\n<meta property=\"og:description\" content=\"You are the leader of a service line in an organization that is structured in regional divisons. 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