Earned masters and doctoral degrees from the Harvard Business School, currently Professor Emeritus of Strategy and Organization at the INCAE Business School in Alajuela, Costa Rica.
The inadequacy of data gathering facilities on family planning in Costa Rica became painfully app... more The inadequacy of data gathering facilities on family planning in Costa Rica became painfully apparant in the early months of 1973 as the government prepared for a new 5-year family planning program. Contributing heavily to the problem was the fact that 3 different statistical systems were in use: the manual system used by the Ministry of Public Health; the system introduced by the Pan American Health Oraganization; and the system of the Centro Latinoamericano de Demografia (CELADE). A fourth agency the Center for Social and Population Studies also collects data. Each uses different forms and collects different kinds of information. The systems are described and exerpts from interviews with system leaders provide an insiders view of their workings. A summary of an analysis of the various systems is presented centering on needs forms data data processing analysis resources and costs. The development of a comprehensive information system is recommended to produce data needed to handle program activities including clinical services the distribution of contraceptives training communications and so forth. Within each activity the administrator should have data on personnel supplies equipment and activities.
Typical of many subsidiaries and joint ventures with multinationals in Central America through th... more Typical of many subsidiaries and joint ventures with multinationals in Central America through the 1980s, TANIC operated over the years in Nicaragua with considerable autonomy from its parent, British American Tobacco. It was largely self-sufficient, obtaining raw materials from local producers, manufacturing, and selling in the domestic market. Globalization was a distant and abstract concept. When Miguel Trivelli arrived in
... Beyond bureaucracy: Strategic management of social development. Post a Comment. CONTRIBUTORS:... more ... Beyond bureaucracy: Strategic management of social development. Post a Comment. CONTRIBUTORS: Author: Ickis, John C. (b. 1943, d. ----. Author: De Jesus, Ed. C. Author: Maru, Rushikesh M. PUBLISHER: Kumarian Press (West Hartford, Conn.). SERIES TITLE: YEAR: 1986 ...
This teaching case presents a decision to implement a “strategy of value creation,” based on mult... more This teaching case presents a decision to implement a “strategy of value creation,” based on multi-disciplinary teams organized by acute health conditions, in a hospital organized by areas of specialization, in functional units. The case describes how a new management team of “Hospital Romero” has achieved several organizational changes, including greater and more productive communication between new and veteran staff, improved relations with the labor union, and support from community groups. However, the team encounters strong resistance to the implementation of an IPU (integrated practice unit), which is a multi-disciplinary team to provide integral attention throughout the treatment cycle related to the diabetic foot. The case puts the reader in the position of Dr. Juan Contreras, the Medical Subdirector of the Hospital, who must evaluate alternatives to overcome this resistance. This case is based upon semi-structured, in-depth interviews with hospital staff, participant observation, and the analysis of hospital reports and statistics. The names of some individuals and places have been changed at the request of the Hospital administration.
The inadequacy of data gathering facilities on family planning in Costa Rica became painfully app... more The inadequacy of data gathering facilities on family planning in Costa Rica became painfully apparant in the early months of 1973 as the government prepared for a new 5-year family planning program. Contributing heavily to the problem was the fact that 3 different statistical systems were in use: the manual system used by the Ministry of Public Health; the system introduced by the Pan American Health Oraganization; and the system of the Centro Latinoamericano de Demografia (CELADE). A fourth agency the Center for Social and Population Studies also collects data. Each uses different forms and collects different kinds of information. The systems are described and exerpts from interviews with system leaders provide an insiders view of their workings. A summary of an analysis of the various systems is presented centering on needs forms data data processing analysis resources and costs. The development of a comprehensive information system is recommended to produce data needed to handle program activities including clinical services the distribution of contraceptives training communications and so forth. Within each activity the administrator should have data on personnel supplies equipment and activities.
Typical of many subsidiaries and joint ventures with multinationals in Central America through th... more Typical of many subsidiaries and joint ventures with multinationals in Central America through the 1980s, TANIC operated over the years in Nicaragua with considerable autonomy from its parent, British American Tobacco. It was largely self-sufficient, obtaining raw materials from local producers, manufacturing, and selling in the domestic market. Globalization was a distant and abstract concept. When Miguel Trivelli arrived in
... Beyond bureaucracy: Strategic management of social development. Post a Comment. CONTRIBUTORS:... more ... Beyond bureaucracy: Strategic management of social development. Post a Comment. CONTRIBUTORS: Author: Ickis, John C. (b. 1943, d. ----. Author: De Jesus, Ed. C. Author: Maru, Rushikesh M. PUBLISHER: Kumarian Press (West Hartford, Conn.). SERIES TITLE: YEAR: 1986 ...
This teaching case presents a decision to implement a “strategy of value creation,” based on mult... more This teaching case presents a decision to implement a “strategy of value creation,” based on multi-disciplinary teams organized by acute health conditions, in a hospital organized by areas of specialization, in functional units. The case describes how a new management team of “Hospital Romero” has achieved several organizational changes, including greater and more productive communication between new and veteran staff, improved relations with the labor union, and support from community groups. However, the team encounters strong resistance to the implementation of an IPU (integrated practice unit), which is a multi-disciplinary team to provide integral attention throughout the treatment cycle related to the diabetic foot. The case puts the reader in the position of Dr. Juan Contreras, the Medical Subdirector of the Hospital, who must evaluate alternatives to overcome this resistance. This case is based upon semi-structured, in-depth interviews with hospital staff, participant observation, and the analysis of hospital reports and statistics. The names of some individuals and places have been changed at the request of the Hospital administration.
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