Curriculum Lawrence Tech's dual degree program is distinctively designed to enhance the opportunities for personal and professional growth of tomorrow's leaders. Qualified students in the dual degree program will take core course work in both the College of Business and Information Technology's MBA program and in the College of Engineering's Engineering Management program. Upon completion of the course work in both programs, a student will be awarded two master's degrees.
Broadening Perspectives The Reflective Mindset is designed to help participants gain a better understanding of their personal management style - how they present themselves to others, their strengths and weaknesses, and their current leadership skills.
Participants learn how to be thoughtful and reflective, to step back from always doing, to see familiar experiences from a new perspective. Leading Organizations The Analytic Mindset provides an overview of today's principal health care organizations including health promoting hospitals, community agencies, health maintenance organizations, etc.
Participants gain insight into the operation of these organizations by analyzing their intrinsic similarities and differences.
Participants are also introduced to the analytical tools used to manage specific organizations and to formal approaches that improve managerial effectiveness.
Key concepts in accounting, people management and organizational strategy stimulate participants to diagnose the strengths and weaknesses of their own organization. Strategy, structure, sourcing and delivery are explored in a systematic way that allows participants to view the managing process as a melding of art, craft and science.
Navigating the System The delivery of health care is rooted within highly complex systems that vary enormously across the world - from fully socialized to market-driven. Yet every system struggles with where it should sit on this continuum.
Because most practitioners - whether managers or clinicians - typically spend their careers within a single system, they rarely have the opportunity to appreciate the alternatives. The third module focuses on these contextual "systems", exploring the various social institutions within the health care field and their interactions with economic, political and social forces.
The goal is to increase understanding of the dynamics of "system change". Participants are encouraged to seek creative solutions based on an integrated, rather than a fragmented understanding of health care.
Participants also explore in greater depth the interactions between economics and health, and the possibilities for leveraging change within complex systems. Appreciating Work Relationships In this module, participants focus on managing relationships with patients, professionals, health advocates, administrators, the government, the media and many other groups.
Skill development includes relationship-building, negotiating, stakeholder coordination, and knowledge management. The managing of professional relationships is emphasized, with participants developing the advanced skills necessary to build and lead complex networks rather than simple organizations.
The integration of knowledge from multiple disciplines and perspectives is also examined. Achieving Change The final module is action-focused, integrative in nature, focusing on the achievement of change.
Successful health management cases are reviewed and the action implications of adaptive management are explored. Other key areas of study include: Participants integrate and synthesize the knowledge they have acquired during the preceding modules.
The program closes with in-depth consideration of the process of transformation leadership and what it means to lead comprehensively, analytically, collaboratively, contextually, catalytically and reflectively.
A key principle of the program is "use work, don't make work. Participants engage in an activity of their or their sponsoring organization's own choosing with the objective of affecting significant change within their organization or community.
It may be undertaken as either a solo project or, in the case of group participation from an organization or otherwise identifiable community, as a team effort. Teams may be formed from a geographical health authority i.
The project may be targeted e. Reflection Papers Participants submit Reflection Papers following each of the first four modules relating the theories and learnings from the program to real aspects of their work environment.
There is also a reflection paper following the Managerial Exchange. These provide an opportunity to explore job-related challenges in depth. That visit is returned, so that each participant acts as both host and guest.
Prior training in the skill of observation prepares everyone for the visits.
Toward the end of the visiting period, the guest manager gives a report to the host and three or four weeks later, after completing both visitor and host sections, writes a longer paper on the whole experience.
Clinicians are asked to arrange time in their institutions for their guest to observe those in managerial positions. Time as well as resources need to be factored during the month program to complete the Managerial Exchange. Now that was something relatively new to me as a medical director perhaps particularly as a surgeon, one tends to be making decisions getting on with the job.
It is really good, to be able to spend some time thinking about what one has done in the previous day, what is one bringing to the table. Sharing it with yourself, and then sharing it with your colleagues initially on the table and but quite frequently within the big group.
As the modules went on, the confidence that, that gave you, and sharing that with the colleagues was something very strong and enriching. I partnered up with somebody from United Kingdom. He visited my place I visited his place, and we both discovered a completely different culture in the organisation.
And this made me think of the culture in my own organisation. This made me look at my organisation with different eyes. I will partner up with the other people in next couple of years and visit them, to see how they are doing in their own work place, just for my own interest.· Identify and determine the necessary financial and non-financial resources available for new ventures; the criteria used to screen and evaluate proposals, their attractiveness and risk, and know how to obtain start-up and early growth capital and develop an integrated plan for new venture development (including financial projections for.
A reflection about the OBS learning model for masters' dissertation The importance of role-playing in the quality of the project OBS is a business school oriented to create optimal conditions for knowledge creation, sharing and applying to real business and organizations problems.
The TOP MBA is a generalist, broad-based advanced management degree that integrates management theory and business practice. Providing an integrated approach to management education, the MBA covers the key functional business areas, including finance, marketing, human resource management and operations management.
Strategy is Implementation. This paper discusses the problems that Harrison-Keyes. Inc. faces. The paper tries to find solutions to the identified problems by relating them to the approach of other companies and identifying how the various level of an organization approach the same kind of problems.
Most leadership classes in Master of Business Administration (MBA) programs include leadership theories, concepts of leadership and management, and to varying degrees, student learning of some managerial skills; however, many of these classes do not provide the needed focus on the development of essential skills, such as self-reflection and.
Rethinking the MBA The Challenge Integrative Thinking: Rotman School of Management, Toronto impact, and developed models with variables and parameters to quantify the financial impacts on the company of economic, social, and environmental trends Deliverables: Engage in legislative debate about climate change, especially efforts to limit.