MANAGEMENT SANITARIO E DIRITTO

Module ORGANIZZAZIONE AZIENDALE

 
1) KNOWLEDGE AND UNDERSTANDING
 
The "Business Organization" course aims to provide students with the knowledge necessary to understand the economic and production landscape, including in healthcare organizations, identifying the various organizational choices, with particular reference to:
• organizational design theories and practices;
• the main structural models used in the business context;
• the external and internal determinants that influence organizational design decisions;
• the hard and soft variables that govern their functioning;
• the dynamics of individual and group behavior in organizational contexts and the main tools available to companies to measure and enhance their value.
At the end of the course, students will have acquired the ability to analyze and diagnose organizational problems and developed adequate critical thinking skills, including through discussion of readings and case studies.
 
 
2) ABILITY TO APPLY KNOWLEDGE AND UNDERSTANDING

The training program is designed to provide the skills and operational tools needed to concretely apply knowledge in understanding the functioning of organizational structures. The primary focus will be on organizations operating in the healthcare sector, providing a clear and comprehensive overview and achieving a detailed understanding of the situations in which students may be called upon to operate at the end of the training program.
Students will also be expected to:
• be able to independently apply the logic of business organization in the analysis of appropriately simplified cases and be able to propose solutions to the organizational problems presented;
• be able to discuss the business cases studied in individual and group work in class;
• be able to update and expand their knowledge by independently drawing on texts and scientific articles on organizational design, organizational change, business improvement, and individual organizational behavior;
• apply the theoretical knowledge outlined in the previous section to concrete case studies;
• analyze the organizational structure of a healthcare organization;
• interpret organizational charts and function charts;
• analyze clinical and care processes from an organizational perspective;
• identify organizational critical issues and propose improvement solutions;
• read and interpret organizational and management performance indicators;
• be able to gradually acquire the ability to attend specialized seminars and conferences on business planning, human resources, and their behavior in healthcare organizations.

 
3) MAKING JUDGEMENTS

Upon completion of the "Business Organization" course, students should be able to:
• analyze and interpret data and information relevant to the field of study;
• formulate independent, coherent, and reasoned judgments, according to a managerial logic, even on complex issues and/or specific "critical" situations that illustrate organizational problems;
• evaluate and interpret major organizational phenomena and their specific impact on the functioning of companies, both public and private, on the world of work, and on the practice of professions;
• critically evaluate alternative organizational models;
• analyze the impact of organizational choices on quality, efficiency, and equity;
• integrate clinical, managerial, and economic dimensions into evaluations;
• formulate judgments on corporate reorganization processes;
• assess organizational risks and the ethical implications of managerial decisions;
• knowledgeably evaluate the ethical, scientific, or professional implications of the content covered, drawing on theoretical and practical knowledge acquired during the course;
• operate in contexts of uncertainty.
 
 
4) COMMUNICATION SKILLS

Upon completion of the "Business Organization" course, students should be able to:
• communicate the content learned in a clear, coherent, and structured manner, using the specific vocabulary of the discipline, and be able to convey it to both general and specialized audiences;
• use appropriate technical and organizational terminology;
• develop communication and analytical skills that enable them to communicate information, ideas, problems, and solutions to both specialist and non-specialist audiences.
• present analyses, reports, or arguments on topics covered in the course, either orally or in writing, adapting their communication style to the context and the audience;
• actively participate in discussions, group work, or debates, effectively expressing their ideas and critically listening to others' opinions;
• interact in multidisciplinary work groups;
• communicate critical issues and suggestions for improvement to both technical and non-technical stakeholders.

 
5) LEARNING SKILLS

Upon completion of the "Business Organization" course, students should be able to:
• independently manage their learning process, identifying effective strategies for deepening and updating content;
• critically consult scientific sources, specialized texts, and digital resources relevant to the discipline;
• independently explore innovative models (clinical network, case management, digital health);
• transfer acquired knowledge to new contexts, demonstrating flexibility and the ability to self-assess;
• plan their study path responsibly and with awareness of their own learning needs;
• undertake further studies with a high degree of autonomy and to continue their studies independently throughout their lives.

Teaching will be delivered through lectures, with the aid of concept maps and — where necessary — graphical demonstrations of key economic concepts and principles. Ample time will be given to student contributions. The teaching aids used during lessons will always be those available in the classroom.

No one, in particular.

Attendance is mandatory. Allowed absences must not exceed the percentage of the number of hours envisaged by the Degree Course Regulations.

The concept of Organization and its relevance within the company – H. Simon's delimited rationality – K. Weick and Sensemaking in Organizations: inferential processes and their applications in Healthcare – What, how and for whom to produce – The organization of the company in the presence of "scarcity" of resources and the frontier of production possibilities – The frontier of production possibilities in the healthcare sector, with the introduction of technologies – Health Technology Assessment (H.T.A.) – The problem of user "mobility" and "Patient engagement" – Social-welfare organizational models seen through the healthcare systems of Western countries – The mutualistic healthcare system – The National Healthcare System (S.S.N.) – Focus on the organizational evolution of the Italian National Healthcare System – The phenomenon of the "third party payer" and waste – Sources of financing of the Italian National Healthcare System – The private insurance healthcare system – The phenomenon of cream skimming and the current organizational choices of the company Healthcare Facing Low-Profit Healthcare Services – New Forms of Healthcare Financing: Health Savings Accounts – Corporate Organizational Models: Taylorism – Toyotism and Total Quality Management (T.Q.M.): Corporate Quality Management – ​​The Deming Cycle (P-D-C-A) and Continuous Improvement in Corporate Management – ​​Baumol and the Theory of Unbalanced Growth between the Private and Public Sectors. Organization in Private and Public Companies: Differences and Similarities after Legislative Decree 150/2009 – Quality in Healthcare: Professional Quality; Organizational Quality; “Perceived” Quality – Benchmarking – Reengineering – E-Health and the Various Interpretations of Digital Healthcare.

1. SORTINO A., Manuale di Organizzazione aziendale, Edizioni Giuridiche Simone, Napoli, Latest Edition.

or

2. ZANGRANDI, A. (a cura di), Economia e management per le professioni sanitarie, Mc Graw Hill, Milano, Latest Edition (only chapters 1-2-3-4-5-6-7-8).  

The chosen text must necessarily be integrated with the contents of the lessons and with the teaching materials distributed by the teacher.

The assessment will be conducted orally, during the scheduled exam sessions, and will take into account the student's level of knowledge of the topics, their inferential skills, their analytical and synthesis abilities, and the expressive form used in the presentation.

The assessment, expressed out of 30, will take into account the achievement of the expected learning outcomes, consistent with the Dublin Descriptors (knowledge and understanding; ability to apply knowledge and understanding; independent judgment; communication skills; learning ability).

1. Knowledge and Understanding

The student must demonstrate:

• knowledge of the main business organization models applied to the healthcare sector;

• understanding of the organizational structures of healthcare organizations;

• mastery of the concepts of coordination, integration, control, leadership, human resources management, and the quality of healthcare services.

The assessment will be primarily based on theoretical questions and requests for conceptual understanding of organizational models.

2. Applying Knowledge and Understanding

The student must be able to:

• apply organizational models to the analysis of concrete healthcare contexts;

• critically interpret the organizational structures of public and private healthcare organizations;

• propose organizational solutions consistent with the objectives of efficiency, effectiveness, and quality of care.

Assessment will be conducted through case study analysis.

3. Making Judgments

The student must demonstrate:

• the ability to critically evaluate organizational choices and healthcare governance models;

• awareness of the ethical, professional, and institutional implications of organizational decisions;

• the ability to integrate clinical, managerial, and economic dimensions in formulating a reasoned judgment.

Assessment will be conducted through discussion of complex cases.

4. Communication Skills

The student must be able to:

• appropriately use the technical language of healthcare organization;

• present organizational analyses and improvement proposals in a clear and structured manner;

• argue their positions coherently and supported by theoretical references.

Assessment may be through an oral exam.

5. Learning skills

The student must demonstrate:

• the ability to consult and interpret regulatory sources, corporate documents, and scientific literature in the healthcare organizational field;

• the ability to independently update themselves with respect to changes in the healthcare system;

• the ability to connect the course content with other managerial and healthcare disciplines.

These skills will be assessed indirectly through the in-depth analysis demonstrated during the exam.

1 – H. Simon.

2 – K. Weick.

3 – Sensemaking.

4 – Production Possibilities Frontier.

5 – Health Technology Assessment (HTA).

6 – Healthcare Marketing.

7 – Healthcare Models and Systems.

8 – The Organization of Healthcare Services in Italy: Operation and Financing Systems.

9 – Hospital Economic Theory and Low-Profit Services.

10 – Benchmarking in Healthcare.

11 – Work Organization Models in Healthcare Companies and Healthcare Organizations.

12 – Corporate Quality Management.

13 – Continuous Improvement in Healthcare Management.

14 – Organization in Private and Public Healthcare Companies: Differences and Similarities.

15 – Benchmarking in Healthcare.

16 – E-Health and Information and Communications Technology (ICT) in Healthcare.