Malik Management solutions for
Hospitals
Health insurance funds
Public institutions
Health care industry

 

Right and good management has become a key success factor in the health care sector. Rapid change, fast medical progress, a shortage of skilled workers, funding shortfalls and high societal and political expectations with only limited resources present an enormous challenge to healthcare organizations. Conven­tio­nal methods are becoming less and less effective. Competent management is becoming the decisive difference in times of increasing competition.

 

 

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The system-cybernetic Malik Syntegration® Method provides
solutions to the biggest challenges and their successful implementation

Right organizational policy and corporate governance provide the fundamentals for
a smooth functioning of the
top management

The right strategy ensures
the optimal positioning in a competitive environment

The effective organizational design and development strengthens responsibility, efficiency and power of implementation

A practiced culture of responsibility, trust and professionalism improves
the results and increases the attractiveness for good people

An innovative management development ensures real leadership competencies and makes people and organizations effective

General Management Modell®

Malik Syntegration Method

1. 

All fundamentals for the comprehensive change determined in only 3 days

2. 

Involvement of up to 42 managers creates real consent and commitment to the mutual programme for change

3. 

Initial spark and spirit of optimism in the management team – a "cultural pull" for joint work on a new organization

4. 

Immediate establishment of a powerful implementation organization with a strong control cockpit and taking into account the "Operations-, Chrono- and Psycho-Logic"

5. 

Monitoring of the implementation of the change process until solutions are successfully implemented.

Grafik: Ikosaeder Modell® The Syntegration® Method is based on
the icosahedron – the largest platonic corpus

Examples of the Application of the Malik Syntegration Method:

  • Finding consent for political issues in the context of health care issues (e.g. discussion about the location and range of services)
  • Involvement of all system partners in strategy discussion (e.g. a referring physician for questions about the ambulant service portfolio, a works council for quantitative and/or qualitative personnel matters, relevant political forces for important regional decisions)
  • Involvement of responsible medical and care staff for matters related to structure and strategy
 

Corporate Governance

1. 

Ensuring the effectiveness of supervisory bodies

2. 

Successful cooperation between the board of directors and executives

3. 

Defining the organization's objective, mission and other normative fundamentals

4. 

Analysis of the current situation, optimisation measures and implementation support

5. 

Empowerment of the members of the board of directors regarding relevant questions of corporate governance.

Grafik: Business Mission Business Mission

Examples of the Optimisation of Corporate Governance:

  • Specific definition of the duties, skills and responsibilities of the members of supervisory bodies
  • Participation of the board of directors' in the development of mission and strategy
  • Clear arrangements and implementation support for cooperation between the board of directors and the management
  • Constitution of supervisory body and efficient cooperation of its members
  • Audit and, if appropriate, improvement of the normative frame (e.g. general orientation) referring to validity; definition of measures of insufficient compliance
 

Strategy

1. 

Updating and ascertaining the normative frame and, as a result, the creation of a clear and mandatory orientation

2. 

Patient-orientated strategy development with a future programme for a business portfolio, sustainable accomplishments, organization units and personnel structures

3. 

and therefore a foundation for a "healthy" development

4. 

To the organization adjusted process of result implementation, progression and a "radar" for the environment

5. 

Normative frame and strategy as a mandatory "tool", mastered by each manager.

Grafik: Central Performance Controls® Central Performance Controls® (CPC®)
The 6 key key variables for a healhy organization
 

Examples of Work in the Strategy Process:

  • Development of strategic guidelines based on normative benchmarks and the actual situation in the relevant fields of the environment of the healthcare system
  • Reduction of investment needs and encumbrance by clearly concentrating on sustainable products (e.g. check third party operation of the operation room including central sterilization, material supplies and staff, outsourcing of radiology to a device supplier)
  • Concentration on sustainable solutions for medical and care accomplishments (e.g. utilization of cooperation models for replacement due to an emerging lack of sustainability, e.g. due to unachieved case figures).
 

Organizational Development

1. 

Diagnosis of the organization and the development of a "target organization" (organizational structure and processes) – focused on effectiveness, responsibility and strength of implementation

2. 

Further development of management processes for appropriate professionalization of management

3. 

Networking and interaction of all organizational sections with a sense of purpose and patient orientation

4. 

Increasing all productivity potentials and thereby creating a "Fitness Programme" for the organizational structure

5. 

Increase in management skills in order for the managers to ensure the permanent optimization of the organization.

Grafik: Viable System Modell® Viable System Model®

Examples of Organizational Development:

  • Identification and reduction of problematic interfaces in a matrix organization
  • Systematic development of structures which are responsible for results and their related management processes
  • Clear definition of responsibility (e.g. between medical and care staff) in efficient structures
  • Increase in management efficiency for all involved parties by use of professional management systems and instruments which are suitable for clinics.
 

Culture

1. 

Diagnosis of organization culture in respect of compatibility with strategic corporate targets (Cultural Diagnosis)

2. 

Development of a target culture on the basis of five fundamental values: responsibility, trust, professionalism, performance and ability to change

3. 

Cultural design in processes of change

4. 

Development of a solid organization structure as the inner core of identity

5. 

Creation of a cultural basis for an organization which attracts good people.

Grafik: Kultur-Diagnose
 
Culture Diagnosis

Examples of Cultural Change Activities:

  • Involvement of all acting parties (including supervisory bodies) in the development of the culture
  • Implementation of consistent management comprehension and commitment to set an example by (top)managers
  • Development or revision of principles for management and cooperation as well as the reinforcement of cultural effect by reviewing its compliance and execution.
 

Management Development

1. 

The quality of management determines the quality of results of an organization. This applies especially to the top management

2. 

Malik's development programmes ensure that

a. 

management development is aligned to the strategic goals and tasks of the clinic

b. 

appropriate contents in the sense of professional standards are facilitated, rather than model topics

c. 

the necessary skills are developed with personalized learning methods which are rapidly effective

d. 

management systems, processes and tools are audited and optimized simultaneously.

Grafik: Das Malik Management Effectiveness Model® («Führungsrad®») The Malik Management Effectiveness Model®
("Management Wheel®")
 

Examples of Management Development:

  • Development of an integrated concept with systematic measures (self-learning and participative processes, strongly user-orientated) for the establishment of collective management understanding (management culture) and common skills (e.g. for medical, care and administrative staff) in the section of General Management
  • Targeted optimization of management processes through professional design and empowerment of leaders for proper use (e.g. preparation of target agreements, evaluation of target agreements, preparation of job assignments)
 

 

The "Malik Institute for Health Care Management" (MIHM) focuses particularly on the ever more complex tasks of design, operation and development of healthcare organizations: hospitals, health insurance funds, associations, public authorities and, not least, the active industry of the healthcare market. The MIHM makes the tried and tested Malik solutions usable immediately for the needs of the healthcare sector, and particularly those of hospitals. Thereby, it is focusing on the topics strategy, structure, culture and management. Their consistent and sustainable alignment to the customer's and respectively the patient's needs, taking account of economical parameters and goals.

Contact: mihm@mzsg.ch
  Tel.: +41 (0) 71 274 35 66