Jon Chilingerian, PhD
Professor of Organizational Behavior and Management of Health Care Organizations at Brandeis University; Visiting Professor at INSEAD

Renewing Medical Strategies in Leuvan Medical Center: The Challenge of Internal and External Consistency

Monday, November 1, 2004
12:00 - 1:30 PM

Jon Huntsman Hall Room- 270

Abstract Case Study

Jon A. Chilingerian is a tenured professor at Brandeis University. He is director of the MD-MBA Program, and Co-Director of the AHRQ-funded Doctoral Training Program in Health Services Research at Brandeis University. He is a visiting Professor of Health Management and Organization Behavior, and director of the European Health Leader's Program at INSEAD in Fontainebleau, France. He received his Ph.D. in Management from MIT's Sloan School of Management. He teaches graduate courses and executive education sessions in Organizational Theory and Behavior, Management of Health Care Organizations, and Health Services Research.

In July 1998, he designed, launched and directed the first European program to train Clinical Leaders for Johnson & Johnson. The two-week executive program runs twice a year and has 180 alumni. In September 1995, he won a $1,200,000 grant from the federal government to start direct a doctoral program in health services research at Brandeis, which was renewed in 1998 and 2003. In June 1995, Dr. Chilingerian launched a four-year MD-MBA Program in Health Management with Tufts Medical School and Northeastern University, which today is the largest MD-MBA program in the United States. Since 1999, the program has graduated an average of 15 MD-MBA students.

Dr. Chilingerian is the author of The Lessons and the Legacy of the Pew Health Policy Program, with Corinne Kay, published in 1997 by the Institute of Medicine National Academy Press. He has scholarly papers and review essays published in journals such as: Annals of Operational Research, Medical Care, European Journal of Operational Research, Health Services Research, Health Care Management Review, Medical Care Research and Review, Inquiry, Health Services Management Research, and The Journal of Health Politics, Policy and Law.

Dr. Chilingerian was former chair of the Health Care Management Division of the Academy of Management, and until last year sat on the Academy Council. He has been a consultant for a number of health care organizations. His research focuses on managing health care organizations, ranging from studies of executive leadership and management of professionals to the measurement of performance (i.e., productive efficiency, quality, etc.), identification of physician best practices and the analysis of effective operating strategies. He is an expert on performance studies using mathematical programming and frontier analysis.

He recently completed a three-year project at a Belgian Medical Center focused on understanding capacity problems in terms of technical, political and cultural systems inside health care organizations. He is working on a new project to study the adoption of buprenorphine in office-based practice. He is also doing research on the Performance Management System of the US Air Force in conjunction with the Surgeon General. In addition to authoring many articles and a book for the IOM, he is on the editorial board of several leading health care and management journals.

When corporate and competitive strategies change, they must fit with the internal operating strategies. Hence, coordination of strategic parts requires integrating physicians into a medical delivery system. The challenge is to coordinate internal activities across departments, care programs, service lines and other activity centers. This presentation will focus on a case study of a Belgium Medical Center changing its medical strategy. How does strategic change cut across the entire medical center, affecting capacity, physician relations, and patient satisfaction?

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