Planning, Organisation and Monitoring in Healthcare Organisations
A.Y. 2025/2026
Learning objectives
- Acquire the ability to understand the meaning of the programming and control systems of results in the operating processes of healthcare companies both in the public and private / private accredited fields
- Acquire the ability to understand the significance of the programming and control systems and tools with respect to the institutional and managerial purposes of the healthcare company both in the public and private / private accredited fields
- Understanding the relationships between programming and control systems and the concepts of effectiveness, efficiency and cost-effectiveness of the healthcare company both in the public and private / private accredited fields
- Acquire criteria through which to read the organizational structures of accredited public, private / private health companies and the policies adopted by accredited public and private / private health companies in terms of human resources.
- Acquire the ability to understand the significance of the programming and control systems and tools with respect to the institutional and managerial purposes of the healthcare company both in the public and private / private accredited fields
- Understanding the relationships between programming and control systems and the concepts of effectiveness, efficiency and cost-effectiveness of the healthcare company both in the public and private / private accredited fields
- Acquire criteria through which to read the organizational structures of accredited public, private / private health companies and the policies adopted by accredited public and private / private health companies in terms of human resources.
Expected learning outcomes
- Use the skills of health economics and business organization necessary for the organization of health services and for the management of available human and technological resources, assessing the cost / benefit ratio
- Apply and evaluate the impact of different theoretical models in operations of the organization and management of health services
- Plan the optimization of all resources (human, technological, informational, financial) available to the medical facilities of low, medium and high complexity
- Apply the main methods and tools of iconic representation of organizations to represent a service delivery system in the health and / or social health sector
- Communicate clearly on organizational issues and healthcare with its collaborators and users
- Critically analyze the ethical and deontological aspects of the health professions, also with a view to multi-professional integration
- Plan the activities of the Prevention Services and verify their efficiency and effectiveness
- Apply and evaluate the impact of different theoretical models in operations of the organization and management of health services
- Plan the optimization of all resources (human, technological, informational, financial) available to the medical facilities of low, medium and high complexity
- Apply the main methods and tools of iconic representation of organizations to represent a service delivery system in the health and / or social health sector
- Communicate clearly on organizational issues and healthcare with its collaborators and users
- Critically analyze the ethical and deontological aspects of the health professions, also with a view to multi-professional integration
- Plan the activities of the Prevention Services and verify their efficiency and effectiveness
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
Course syllabus
Challenges and "futures" of the Italian health sector: implications for the management of health care companies and
professionals
1. The typical complexity of health care companies
2. Why does "management matter" in health care? And which one?
3. Professionalism: resource and complication
4. Uniformity and differences of the private and public health enterprise
5. Meaning and role of management and clinician engagement in the health care enterprise
6. Running the health care enterprise: a question of method
7. Planning as an exercise in leadership (abrasive)
8. Strategic change
9. Budgeting and performance management
10. Strategic human resource management and organization
11. Hospital networks, the hospital and its transformation
12. Primary care and the new paradigms of territorial health services: from performance to population health management
13. Epilogue: key issues to revitalize the NHS and the Italian health sector
1. Assigned resources: Facility characteristics and accreditation requirements; Process management: health, operators,
budget and quality; Calculation of requirements.
2. Contractual regulations: CCNL: rights and duties; Supplementary Company Contracts; The management of requests
(vacation, leave, 104, expectations, time off, compulsory and optional adj.to); working and service hours (PT or PT contract); recognition of uniform dressing/undressing hours; physical fitness: limitations/prescriptions by MC
3. Governance of activities: QMS in the day-to-day: procedures, protocols, operating instructions; Activity management tools: work plans; Personnel management tools: absence scheduling, contingency management, from advance planning to day-to-day monitoring; Performance monitoring: internal reporting vs. management control; Assignment of personnel to different types of activities: alternation as a tool for growth
4. Health records of professionals: Medical, nursing and rehabilitation records; Integration and digitization; Preservation and archiving
- Quality of care: Definition of Clinical Governance and Clinical Risk; Classification of errors; Hints on risk analysis methods
- Territorial rehabilitation health care documentation: Documentation for access to outpatient rehabilitation care; Documentation of territorial rehabilitation activities
Prof. Federico Lega, Prof. Francesca Ferrè:
1.Hospital companies: characteristics and elements of complexity
2.Planning and management control: logic and purpose
3.Problems and design criteria: the traditional system
3.1 The articulation of corporate responsibilities
3.2 The structure of cost accounting
3.3 The architecture of the budget system
3.4 The budget form: varied and unchanged resources
3.5 Reporting and management control
3.6 The role of the controller
3.7 The link with staff incentive and evaluation systems
4. Example of the planning and control process in a public health company
5. Toward integrated performance measurement system
professionals
1. The typical complexity of health care companies
2. Why does "management matter" in health care? And which one?
3. Professionalism: resource and complication
4. Uniformity and differences of the private and public health enterprise
5. Meaning and role of management and clinician engagement in the health care enterprise
6. Running the health care enterprise: a question of method
7. Planning as an exercise in leadership (abrasive)
8. Strategic change
9. Budgeting and performance management
10. Strategic human resource management and organization
11. Hospital networks, the hospital and its transformation
12. Primary care and the new paradigms of territorial health services: from performance to population health management
13. Epilogue: key issues to revitalize the NHS and the Italian health sector
1. Assigned resources: Facility characteristics and accreditation requirements; Process management: health, operators,
budget and quality; Calculation of requirements.
2. Contractual regulations: CCNL: rights and duties; Supplementary Company Contracts; The management of requests
(vacation, leave, 104, expectations, time off, compulsory and optional adj.to); working and service hours (PT or PT contract); recognition of uniform dressing/undressing hours; physical fitness: limitations/prescriptions by MC
3. Governance of activities: QMS in the day-to-day: procedures, protocols, operating instructions; Activity management tools: work plans; Personnel management tools: absence scheduling, contingency management, from advance planning to day-to-day monitoring; Performance monitoring: internal reporting vs. management control; Assignment of personnel to different types of activities: alternation as a tool for growth
4. Health records of professionals: Medical, nursing and rehabilitation records; Integration and digitization; Preservation and archiving
- Quality of care: Definition of Clinical Governance and Clinical Risk; Classification of errors; Hints on risk analysis methods
- Territorial rehabilitation health care documentation: Documentation for access to outpatient rehabilitation care; Documentation of territorial rehabilitation activities
Prof. Federico Lega, Prof. Francesca Ferrè:
1.Hospital companies: characteristics and elements of complexity
2.Planning and management control: logic and purpose
3.Problems and design criteria: the traditional system
3.1 The articulation of corporate responsibilities
3.2 The structure of cost accounting
3.3 The architecture of the budget system
3.4 The budget form: varied and unchanged resources
3.5 Reporting and management control
3.6 The role of the controller
3.7 The link with staff incentive and evaluation systems
4. Example of the planning and control process in a public health company
5. Toward integrated performance measurement system
Prerequisites for admission
Passing the exam " Basics and instruments of business economics applied to healthcare sector"
Teaching methods
The courses will include frontal lessons of theoretical framework which will alternate with discussion of case studies and exercises guided by the teachers.
Teaching Resources
- Slides e altro materiale a cura del docente
- Lega F., Economia e Management Sanitario: Settore, Sistema, Aziende, Protagonisti, 3° edizione EGEA, 2023
- 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, 3° edizione EGEA, 2023
- 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 assessment of learning outcomes is carried out through a written exam composed of two parts: the first part refers to the module taught by Professors Lega and Ferrè, and the second part to the module taught by adjunct professors Caligiuri, Filippini, and Trotti.
The first part consists of a multiple-choice quiz with 31 questions, each with five possible answers and only one correct answer.
There is no penalty for unanswered or incorrect questions. The grade, expressed on a scale of 30, with the possibility of honors (cum laude), is based on the number of correct answers.
The second part also consists of a multiple-choice quiz with 30 questions, each with five possible answers and only one correct answer.
There is no penalty for unanswered or incorrect questions. The grade, expressed on a scale of 30, with the possibility of honors, is based on the number of correct answers.
The exam is unified for the integrated course, and the final grade (out of 30) is determined by the average of the two parts.
Each part of the exam has a time limit of 60 minutes.
Students may withdraw from the exam at any time and may review their exam by scheduling an appointment with the instructors.
There are no midterm exams or early exam sessions.
No study materials, notes, smartphones, or smartwatches are allowed during the exam.
Results will be published on the ARIEL webpage of the course, and grades will be officially recorded through the University's online system by the Chair of the Examination Board.
The first part consists of a multiple-choice quiz with 31 questions, each with five possible answers and only one correct answer.
There is no penalty for unanswered or incorrect questions. The grade, expressed on a scale of 30, with the possibility of honors (cum laude), is based on the number of correct answers.
The second part also consists of a multiple-choice quiz with 30 questions, each with five possible answers and only one correct answer.
There is no penalty for unanswered or incorrect questions. The grade, expressed on a scale of 30, with the possibility of honors, is based on the number of correct answers.
The exam is unified for the integrated course, and the final grade (out of 30) is determined by the average of the two parts.
Each part of the exam has a time limit of 60 minutes.
Students may withdraw from the exam at any time and may review their exam by scheduling an appointment with the instructors.
There are no midterm exams or early exam sessions.
No study materials, notes, smartphones, or smartwatches are allowed during the exam.
Results will be published on the ARIEL webpage of the course, and grades will be officially recorded through the University's online system by the Chair of the Examination Board.
SECS-P/10 - ORGANIZATION AND HUMAN RESOURCE MANAGEMENT - University credits: 6
Lessons: 48 hours
Professors:
Bernardelli Giuseppina, Viscardi Michela
Professor(s)