Tentative Course Calendar* *The instructors reserve the right to alter course content and/or adjust the pace to accommodate class progress. Students are responsible for keeping up with all adjustments to the course calendar. Week Content Reading Due this week (by midnight before class session, unless indicated otherwise; see assignment descriptions for details) 1 Individual introductions Introduction to the course and the course project Gathering evidence for evidence-based management Pfeffer J., Sutton R. 2006. “Evidence-based management” (Harvard Business Publishing coursepack, or from ) McPhee, John. “Elicitation”. The New Yorker, Apr. 7, 2014 How to Read a Case Study. Retrieved March 06, 2015, from Intake survey (See Blackboard for the link) 1-minute Video Introduction Form Teams (instructions on Blackboard) 2 Formal organizational structure Reflecting internal vs. external forces in organizational structure Incentives and control Case: Going flat (HBP coursepack, case Discussion questions: What is a flat organization? What makes some organizations better suited for flat vs. hierarchical structure? What is the role of formal hierarchies in health care organizations? What advantages/challenges (non-) hierarchical structure present, specifically with respect to ACOs? Larson, B. K et al (2012). Insights From Transformations Under Way At Four Brookings-Dartmouth Accountable Care Organization Pilot Sites. Health Affairs, 31(11) Rebitzer, J. B., & Votruba, M.E. (2011). Organizational economics and physician practices. NBER Working Paper No. 17535. Case 1 memo/discussion, addressing one of the two discussion points on the left. Research plan (team roster and contract; list of organizations and individuals to interview; text of interview pitch and sample questions)
3 Knowledge and the flow of information in social networks Social capital Granovetter, M. S. (1973). The Strength of Weak Ties. American Journal of Sociology, 78(6), 1360 Case: Jerry Sanders (HBP coursepack case# 9-498-021) Discussion questions: What were Sanders’ strategies in developing new ventures? What was his strategy for building networks of relationships? Would Sanders’ strategies for developing business ventures be likely to prove successful in the future (i.e., in the new venture San Francisco Scientific), or should he consider adapting his approach? If yes, in what way? Case 2 memo/discussion, addressing one of the discussion points on the left. Updated draft of the research plan – incorporate instructor’s feedback on the interview pitch and questions. 4 Power networks Centrality, brokerage and constraint Social networks and informal organization Burt, R.S. 1992. “The Social Structure of Competition.” pp. 57-91 in Nohria, N. and R. Eccles, Networks and Organizations Case: Caro, R. A. (1982). Chapters 31 and 32. In The Years Of Lyndon Johnson The path to Power. New York: Knopf. Discussion questions: Compare and contrast Jerry Sanders’ (see previous session) and LBJ’s use of their respective social networks. What were their goals? How did they go about accomplishing them? Describe three specific instances of brokerage in Caro’s chapters. For each instance: what were the information and control benefits for LBJ? Case 3 memo/discussion, addressing one of the two discussion questions on the left. A 2-minute video presentation by your team on your secondary data analysis and industry sector background.
8 Evaluating theories in management Christensen’s presentation based on the book: Christensen, C. M., Grossman, J. H., & Hwang, J. (2009). The innovator's prescription: A disruptive solution for health care. New York: McGraw-Hill. Introduction + Chapter 4 “Disrupting the business model of the physician’s practice Jill Lepore, “The Disruption Machine: What the gospel of innovation gets wrong.” The New Yorker, June 23, 2014 Discussion questions: What is the theoretical model at the core of Christensen’s theory? State it formally. How would you test the model/theory? What data would you need? What results would support or falsify the theory? Does the theory fit some industries better than others? What aspects of Christensen’s theory fit health care better, and what aspects don’t quite fit? What is the utility of the theory for current executives of HCOs? Duarte, N. 2012 HBR guide to persuasive presentations (HBP coursepack Product # 11150H-PDF-ENG) Case 7 memo/discussion, addressing one of the two discussion questions on the left (Multiple due dates throughout the week – final posts due [enter date here], 11:59pm). Final project report. Due [enter date here], 11:59pm
Carey Business School Policies and General Information Blackboard Site A Blackboard course site is set up for this course. Each student is expected to check the site throughout the semester as Blackboard will be the primary venue for outside classroom communications between the instructors and the students. Students can access the course site at . Support for Blackboard is available at 1-866-669-6138. Course Evaluation As a research and learning community, the Carey Business School is committed to continuous improvement. The faculty strongly encourages students to provide complete and honest feedback for this course. Please take this activity seriously; we depend on your feedback to help us improve. Information on how to complete the evaluation will be provided toward the end of the course. Disability Services Johns Hopkins University and the Carey Business School are committed to making all academic programs, support services, and facilities accessible. To determine eligibility for accommodations, please contact the Disability Services Office at time of admission and allow at least four weeks prior to the beginning of the first class meeting. Students should contact Priscilla Mint in the by phone at 410-234-9243, by fax at 443-529-1552, or by . Honor Code/Code of Conduct All students are expected to view the Carey Business School Honor Code/Code of Conduct and submit their online. Students who fail to complete and submit the pledge will have a registrar’s hold on their account. Please contact the student services office via if you have any questions. Students are not allowed to use any electronic devices during in-class tests. Calculators will be provided if the instructor requires them for test taking. Students must seek permission from the instructor to leave the classroom during an in-class test. Test scripts must not be removed from the classroom during the test. Other Important Academic Policies and Services Students are strongly encouraged to consult the Carey Business School’s and for information regarding the following items: Statement of Diversity and Inclusion Student Success Center Inclement Weather Policy Copyright Statement Unless explicitly allowed by the instructor, course materials, class discussions, and examinations are created for and expected to be used by class participants only. The recording and rebroadcasting of such material, by any means, is forbidden. Violations are subject to sanctions under the Honor Code.