Thread by @DennisKendel

Drawing upon my career experience in organizational management & provision of consulting services, I'd like to share some observations about important differences in these two functions & their complementarity
🧵 (1/14)

Management structures vary considerably based upon the size & complexity of organizations. Role titles include Chief Executive Officer (CEO), Chief Operating Officer (COO), Vice-President (VP), Director, Unit Manager, etc. (2/14)

Management involves decision-making. The granularity of decision-making authority varies with the most macro management decisions being vested in the CEO. There is usually a laddered approach to accountability for decision-making (3/14)

To optimally manage some organizational functions, diverse expertise may be essential. For this reason, some organizations, like the SHA, rely upon management dyads. The SHA has 5 management dyad teams that engage a physician + non-physician (4/14)

When making major decisions that will have impact throughout the organization, the entire management team is engaged in a collaborative decision-making process. Such a team based process is also used for long-range future planning (5/14)

There is always some risk that organizations get locked into rigid ways of thinking which may constrain their effectiveness. To mitigate that risk, organizations may engage a consultant who is tasked with doing a review & offering advice (6/14)

After carefully weighing the advice an organization obtains from a consultant, it may accept all, some or none of the recommendations offered by the consultant. Even if recommendations are not accepted, the process may have positive impacts (7/14)

We currently face a situation in Saskatchewan in which the Minister of Health perceives some deficiency in how the SHA manages "logistics". This is a very generic term that is open to very wide interpretation. The Minister needs to clarify his concerns (8/14)

Once the Minister has clarified the nature & scope of his concerns about the SHA's management of "logistics", the SHA Board of Directors should carefully and thoroughly consider these concerns in a publicly transparent manner (9/14)

On conclusion of the Board's consideration of this matter. it should:
1) Engage its entire ELT in a collaborate review of the matter with the Board, and/or
2) Engage a credible expert consultant to review the matter & offer recommendations to the Board (10/14)

If the Minister's concerns about "logistics" extends to contracting out to private vendors any services now directly managed by the SHA, the SHA Board should launch a broad public consultation on the potential benefits & risks of service privatization (11/14)

The SHA Board should not proceed with creation of a new VP position in its ELT focused on "Enterprise Initiatives Support" without clarification & fully public transparency on the scope of decision-making vested in this VP position (12/14)

The creation of a new stand-alone VP position in the SHA with no clarity of its mandate and working relationship with the existing ELT may be damaging to the current highly successful team approach to organizational management at the SHA (13/14)

While the research literature on effective organizational management does affirm some diversity in management models, I know of no evidence that would support the establishment of a "lone ranger" VP position with such vague responsibilities & accountability (14/14)

@threadreaderapp please unroll