Juggling complex systems within a metropolitan health district

Abstract

Subject area

Leadership and Health Care management and Organisational Development and Talent Management.

Study level/applicability

Postgraduate level for honours or master’s programs in courses on public health, executive leadership and management, organisational development and public administration leadership.

Case overview

The case study offers an account of Ms Xolani Ngumi’s Chief Director, Enola District Health Services, South Africa, who was driving from her newly constructed modern district hospital to one of the municipal clinics that she was overseeing. It highlights the dilemma of the general practitioners (GP’s) that refused to be relocated, leading to many clinics being without clinical support.

Expected learning outcomes

Expected learning outcomes are as follows: Identification of stakeholders in a particular dilemma to aid leaders’ decision-making; developing the competence of balancing conflicting needs of stakeholders by juggling complex systems; and analysing staffing issues and offer recommendations to enhance talent management.

Supplementary materials

Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

Subject code

CSS 7: Management Science.

Citation

Scheepers, C., Thomas, L. and Meyer, E. (2017), "Juggling complex systems within a metropolitan health district", , Vol. 7 No. 4. https://doi.org/10.1108/EEMCS-12-2016-0229