A Socio-economic tool for a systematic performance : the case of a hospital in North, Lebanon

Abstract

The dissertation examines social-economic approaches to management (SEAM) to induce a change in a leading hospital in North, Lebanon. It identifies the root causes of dysfunctions on the managerial level to enhance both the performances and skills of the concerned institution and employees. It analyzes the system to reveal the hidden cost and other barriers that have impeded the development of the hospital. It transforms the accumulated data into a feasible program to adopt certain managerial tools to attain the desired outcome. The objective of the research is to strengthen managerial unity through strategic alignment. At the same time, train the top managers on universal managerial tools, skills on how to correct dysfunctions and identify related hidden costs. It also improves the working conditions of the employees and provides a solution to hindrance what the hospital encounters. It discusses in details the trickle down causes and effects to minimize the dysfunctions in the system. It adopts SEAM as a model of socio-economic approach that position itself on Organization Development, Management Control, Lean Management, and Total Quality Management. It offers a systematic economic performance to evaluate the advantages and disadvantages in the system. The research revealed hidden costs, and taboos. The implementation of SEAM addressed the uncovered problems and yielded a better functioning managerial model. Keywords: SEAM, management, tools, dysfunction, hidden costs, performance, democracy, change, strategy.