Ronald J. Stupak’s research while affiliated with The Harvard Drug Group and other places

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Publications (27)

Clinical capital equipment acquisition: decision-making at the executive level
  • Article

February 1999

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13 Reads

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1 Citation

Journal of Health and Human Services Administration

D S Greisler

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R J Stupak

Capital investment in the United States health care industry is one of the components of the system that has historically fueled cost increases and complicated the quality/cost/access conundrum. This article is concerned with capital development focused on clinical equipment acquisition in acute care hospitals. The research findings suggest that decision-makers are abandoning two approaches to decision-making known as Quantitative Decision-Making and Mixed Scanning in favor of two models known as Rational Decision-Making and Political Decision-Making. While this is the case, a method of decision-making known as Idea Sets (developed and labeled by James March as Garbage Can Decision-Making) is the most widely used approach. Equipment acquisition criteria used by the decision-makers are shifting away from concerns of enhancing existing clinical programs and/or adding new clinical programs. Acquisition criteria are shifting toward procuring equipment which will decrease institutional expense, improve organizational efficiency, and galvanize operational effectiveness. In addition to the technical findings of the research, further insights about ourselves and our colleagues are gleaned. Accordingly, we understand more completely the human dynamics surrounding decisions and thus are able to dialogue more richly about issues. Meaningful dialogue such as this will have the dual benefit of advancing teamwork and facilitating decision-making.

Cardiovascular leaders moving beyond logic: an active strategy for advancing cardiac services

November 1997

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11 Reads

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1 Citation

The Journal of cardiovascular management: the official journal of the American College of Cardiovascular Administrators

D S Greisler

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R J Stupak

Cardiac leaders need to put forth cogent, well-articulated, conceptually sound reasons for pursuing issues that they consider to be significant to the future of their service. Logic, rationality, and quantification of issues are "givens"--they are the price of admission that one pays to have an issue contested in the organizational arena. Understanding the larger sphere in which CV issues reside by contextualizing logic and rationality in terms of organizational culture, power, politics, group dynamics, and ego improves the chance that the cardiac agenda will receive thoughtful consideration and support by organizational decision-makers. Clearly, optimal CV performance can only be attained through the process of sophisticated interdependence. Accordingly, by understanding and using the Iceberg in its entirety, CV leaders will manifest the power of it to bring about constructive change and market viability. The completed model appears in Figure 6. As your cardiovascular team advocates for the CV agenda, take care to "be as wary as snakes but as harmless as doves.

Redefining perspectives, processes, and performance in oncology services for the year 2000

March 1997

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4 Reads

The Journal of oncology management: the official journal of the American College of Oncology Administrators

D S Greisler

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R J Stupak

A central aspect of successfully redefining our approaches to service delivery is tapping the potential that exists within each member of an organization. How we relate within the organization and how we view the environment and markets in which our organization functions are critical issues.

Ethics, National Security and Bureaucratic RealitiesNorth, Knight, and Designated Liars
  • Article
  • Full-text available

March 1997

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41 Reads

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3 Citations

The American Review of Public Administration

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Ronald J. Stupak

Some have characterized Oliver North's conviction in federal court, for lying to Congress among other things, as the criminalization of policy differences, whereas others have condemned his actions as subversive of constitutional checks and balances. Within the government, "designated liar" has become an unofficial title when selecting an agency official to give the "company line. "for Congress or the public. The commonplace acceptance, even expectation, of official lying as exemplified by North is merely accepted as a fact of governmental life. What is it about the culture of national security decision making that makes lying an acceptable form of behavior? The authors have found that some of the real-world factors that shape individual behavior include organizational indoctrination, access to information, succumbing to that cult-like mystique of routine access to classified information, and national-security policy making itself.

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Citations (8)

... Algı yönetimi, iletişimde kullanılan mesajların insanların algılarına nasıl etki ettiğini değerlendirmekte ve bu etkileri istenilen sonuçlara ulaşmak için optimize etmeye çalışmaktadır (Martemucci, 2007). Stupak (2001) tarafından yapılan tanıma göre, algı yönetimi teknoloji odaklı bir yaklaşımı temsil etmektedir. Bu perspektife göre, algı yönetimi, kişiselleştirilmiş elektronik iletiler ve gelişen iletişim araçları gibi teknolojiyi kullanarak hedef kitleye ulaşma ve etkili iletişim kurma gücünü ifade etmektedir. ...

Reference:

DİJİTALLEŞME EKSENİNDE İNFODEMİ VE BİLGİ DÜZENSİZLİKLERİ
Perception Management: An Active Strategy for Marketing and Delivering Academic Excellence at Liberal Arts Colleges
  • Citing Article

  • June 2001

Public Administration Quarterly

Ronald J. Stupak

... Members of the organisation must first accept the new task that has to be achieved, which is one of the difficulties in every new initiative (Poole et al., 2006). This means that the culture of the provision of the changes has to change, which is defined as the lens through which members of the organisation have to perceive the programme (Fraser, 1998). An organisational culture affects the organisation's behavior at all levels (DiBella, 1996), and mainly the interactions between stakeholders. ...

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Management of organisational changes in a case of de‐institutionalisation
Organizational culture and standardized programs: A practitioner’s guide to implementation
  • Citing Article

  • March 1998

International Journal of Organization Theory and Behavior

D. Larry Fraser

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Ronald J. Stupak

... Although this could lead to a slightly increased risk of mirror-imaging, 70 education and training can help mitigate these drawbacks, such that the rewards associated with accurate assessments outweigh the risks. In some contexts, this might even be considered an ethical issue, 71 since the required production of an assessment without access to all the information might be interpreted as intentional misinformation. 72 More important to the IC is the potentially adverse impact on the value to the policymaker of an assessment, given this compartmented environment. ...

Reference:

A Formal Risk-Effectiveness Analysis Proposal for the Compartmentalized Intelligence Security Structure
Ethics, National Security and Bureaucratic RealitiesNorth, Knight, and Designated Liars

The American Review of Public Administration

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Ronald J. Stupak

... Bryson, 1995). Advocates of strategic planning believe the process will enhance and improve systematic information gathering, clarification of organizational direction, establishment of priorities, quality decision-making, communication and understanding of strategic intent, robust organizational responsiveness, effective performance, conscientious framework, useful application of expertise, and attention to organizational learning (Fraser & Stupak, 2002). In short, strategic business planning is expected to contribute to organizational effectiveness and efficiency by following a systematic, rational, and transparent planning process (Muczyński, 2016a). ...

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Social housing management: a long-term planning perspective on the example of a Polish municipality
A SYNTHESIS OF THE STRATEGIC PLANNING PROCESS WITH THE PRINCIPLES OF ANDRAGOGY: LEARNING, LEADING, AND LINKING
  • Citing Article

  • August 2002

D. Larry Fraser

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Ronald J. Stupak

... Hence, Kaizen is about improvement, but is typically taken to mean an ongoing effort at achieving impersonal benefits (Lincoln, 1989). This unending pursuit of impersonal virtue is nonetheless informed by the Zen emphasis on continuously striving for enlightenment (Stupak, 1999: p. 428), but is also quite consistent with the TQM emphasis on unendingly reducing variation. ...

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Buddhism and TQM: An alternative explanation of Japan's adoption of Total Quality Management
Symposium introduction: an operational code approach to W. Edwards Deming: The man, the context, the savant and the legacy
  • Citing Article

  • December 1999

Journal of Management History (Archive)

Ronald J. Stupak

... Innovative behaviors of governmental executives show that the supposed rigidity in the public sector is an unhelpful over-generalization (Doig & Hargrove, 1987). Stupak (1996) has argued that external factors of change make managerial decision-making more difficult in public organizations. Additionally, several scholars (e.g., Cook, 1998;Van Wart, 2003;Hanbury et al., 2004) have underlined the importance of decision-making for public managers. ...

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Public Managers: Their Behavior, their Change Potential and the Behavior of Women and Men in Public Organizations
Change dynamics and public management: Challenges and opportunities
  • Citing Article

  • January 1996

Ronald J. Stupak

... The provision of a range of services by hospitals relates to the 'service line model' that came into effect in the 1980s (Nackel and Kues, 1986;Gee, 2003). According to Stupak and Greisler (1997;p. 14), "The theoretical foundation of a service line is that it results in continuum development across specific disease states to improve operational performance and enhance market penetration." ...

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Examining the impact of clinical quality and clinical flexibility on cardiology unit performance—Does experiential quality act as a specialized complementary asset?
Developing a cardiovascular service line team: a process for humanizing clinicians and administrators
  • Citing Article

  • September 1997

The Journal of cardiovascular management: the official journal of the American College of Cardiovascular Administrators

R J Stupak

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D S Greisler

... Lack of purpose has a general tendency to undermine resilience so that a clear perceived purpose in a major activity area is important for personal resilience. (Gragnolati, 2002) Stress Relief Stress relief involves the variety of relaxation and activity strategies that are useful for relieving the effects of excess stress. Many of the traditional strategies for detection, management and prevention of excess stress can be utilized here. ...

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special report
Life and Liberty: The Power of Positive Purpose
  • Citing Article

  • February 2002

Journal of Health and Human Services Administration

Brian A Gragnolati

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Ronald J Stupak