module specification

SH7001 - Management of Health and Social Services (2017/18)

Module specification Module approved to run in 2017/18, but may be subject to modification
Module title Management of Health and Social Services
Module level Masters (07)
Credit rating for module 20
School School of Social Professions
Total study hours 200
 
164 hours Guided independent study
36 hours Scheduled learning & teaching activities
Assessment components
Type Weighting Qualifying mark Description
Coursework 100% 50 A 4000 words report
Running in 2017/18
Period Campus Day Time Module Leader
Spring semester North Wednesday Evening

Module summary

This module has been designed to enable students to reflect on their management knowledge, skills and experiences, set their own development goals and draw on a robust theoretical framework and practice skills set to address common management issues. Students will be able to analyse management approaches critically in respect of the quality of service delivery and staff performance and in the context of resource constraints.

Prior learning requirements

none

Module aims

The main aims are to:

• Explore issues in the management of health and social care services in the context of recent changes in organisational structures, management styles and service priorities
• Consider how the pursuit of quality and efficiency in service provision can best be managed, and contrast managerial, professional and client perspectives.
• Examine key concepts in people management and how these are affected by contemporary approaches to management
• Examine ethical issues arising from different managerial approaches, including accountability.

Syllabus

Introduction to management theories across health and social care, Role of management in policy, Project planning and management, making and implementation of policies, Ethical considerations in management, Financing of services and budgeting , Managing change, How to manage quality, Management of human resources, Staff appraisal and performance management and personal development

Learning and teaching

The learning and teaching strategy will consist of a structured programme of some formal lectures, workshops, seminars and student-led discussions of set material and students’ own experiences. The module will include a variety of ways for students to explore management theories, policies and concepts using activities to deepen their understanding towards meeting the learning outcomes and their personal development goals. They include: interactive workshops based on problem solving and analysis of live issues and real cases, personal study, private reading, reflective writing and thinking in advance of class attendance, case studies, critical incidents, role play and small group work, video clips, formal lectures and personal reflection. Keeping a reflective diary for this module is useful.

The module will be using WebLearn - guidance will be given during the module about how to best use this. It is designed to support students’ learning providing access to wider reading and resources to help to prepare for each session e.g. websites, policy documents and articles and or to revise and deepen knowledge after sessions e.g. lecture notes. Students are encouraged to use other learning resources such as the Library and the CELT as well as WebLearn.

Learning outcomes

1. Evaluate the various theoretical approaches to management in health and social care settings
2. Evaluate the organisational and managerial context as it relates to the delivery of health and social services
3. Analyse the effects of different management approaches and contexts on patient/client services, and on job satisfaction for staff
4. Apply ethical considerations in decisions relating to the welfare of individuals, groups and populations

Assessment strategy

The assesment strategy includes formative and summative methods throughout the module and is aligned with the learning and teaching methods. The strategy is designed to build students’ knowledge and skills to be able to address a multidimensional case study which students may choose or construct and it is addresed in a single report. The report will require students to discuss and apply theory through their analysis of the case study and reach appropriate management reommendations to bring about improvements. The report will provide summative feedback at the end of the course.

Bibliography

Adair, J. (1986) Effective Teambuilding. Gower Publishing, London
Adair, J. (1988) The Action-Centred Leader. The Industrial Society, London
Adair, J. (1998) Leadership Skills. Institute of Personnel and Development, London
Armstrong, M. (5th ed) (1999) How to be an even better manager London: Kogan Page
Baxter, C. (2001) Managing Diversity and Inequality in Health Care. Balliere Tindall
Belbin, M. (2004) Management Teams why they succeed or fail, 2nd ed, London Elseivier Butterworth-Heinemann
Bhutta, M. (2005) Shared Aspirations: The Role of the Voluntary and Community Sector in Improving the Funding Relationship with Government. National Council for Voluntary Organisations. Public Money and Management, 22, 55–63
Black, C. (2008) Working for a Healthier tomorrow TSO Available from: http://www.workingforhealth.gov.uk/documents/working-for-a-healthier-tomorrow-tagged.pdf
Broom, A. (1990) Managing Change. Palgrave Macmillan
Buchanan, A. & Huczynski, A. (1991), Organisational Behaviour. Prentice-Hall.
Care Quality Commission (2009)  NHS trusts need to do more to meet essential standards (Online) Available from: http://www.cqc.org.uk/newsandevents/newsstories.cfm?cit_id=34929&FAArea1=customWidgets.content_view_1&usecache=false Campbell, B. (1970) Managerial behavior, performance and effectiveness New York, McGraw-Hill
Coast, J (2007) The rationing debate. Rationing within the NHS should be explicit. The case against. BMJ;314:1114 (12 April) (Online) Available from: http://www.ncbi.nlm.nih.gov/pmc/articles/PMC2126470/
Dawson, A. and Verweij, M. (2007) (Eds) Ethics, prevention and public health. Oxford: Clarendon PressDracopoulou, S. (1998) Ethics and Values in Health Care Management. Routledge,
Doyal, L. (2007) The rationing debate: Rationing within the NHS should be explicit: The case for BMJ ;314:1114 (12 April) (Online) Available from: http://www.bmj.com/cgi/content/full/314/7087/1114 
Flynn, N. (2002) Public Sector Management London: Harvester Wheatsheaf
Gaster, L. (1995) Quality in public services. Open University Press
Gill, R. (2006) Theory and Practice of Leadership  London: Sage
Green , A. (1992) An Introduction to Health Planning in Developing Countries. Oxford University Press
Hafford-Letchfield, T. (2006) Management and Organisations in Social Work Exeter: Learning Matters Ltd
Handy, C. (1993) Understanding Organisations. 4th Edition. Penguin, London
Hogg, C. (1999) Patients, Power & Politics From patients to citizens London: Sage
Hogwood, B. & Gunn, L. (1984) Policy Analysis for the Real World. Oxford University Press, London.
Hunter, D. (1997) Desperately seeking solutions: Rationing health care. Longman
Hunter, D. and Marks, L. (2002) Decision making processes for effective policy implementation. Available from: http://www.nice.nhs.uk/niceMedia/pdf/SemRef_Decision_Hunter.pdf
Hunter, D. (2007) Managing for Health. Routledge
Kim, S. (2002) ABC and Organisational Change: an Institutional Perspective. Management Accounting Research, 13, 249-256.
Klein, R. Day, P. & Redmayne, S. (1996) Managing Scarcity: priority setting and rationing in the National Health Service. Open University Press
Klein, R. (2007) Rationing in the NHS editorial BMJ  (Online) Avaialble from: http://www.bmj.com/cgi/content/full/334/7603/1068 [Accessed 11th February 2010]
Koonz, H. O’Donnell, C. & Weihrich, H. (1990) Management New York, McGraw-Hill
Martin, V. & Henderson, E. (2001) Managing in Health and Social Care. Routledge London.
Lindblom, C. (1968) The Policy-Making Process. Englewood Cliffs, New York.
Molyneaux, J. (2001) Interprofessional Teamworking: What makes teams work? Journal of Interprofessional Care  Vol 15 No 1 pp 29-35
Moulin, M. (2002) Delivering Excellence in Health & Social Care: quality, excellence & performance management. OUP.
Newbury, J. Clarridge, A. Skinner, J. (1997) Collaboration for Care in Burley S, Mitchell EE, Melling K (edits) et al Contemporary Community Nursing, Edward Arnold

Nigro, L. (1984) Decision Making in the Public Sector. Marcel Dekker, INC, New York.

NMC (2008) The Code:  Standards of conduct; performance and ethics for nurses and midwives London Nursing and Midwifery Council

Obholzer, A. Roberts, V. eds. (1994) The Unconscious at Work Individual and Organisational Stress in the Human Services London Routledge

O'Keefe, E. Ottewill, R. Wall, A. (1992) Community Health: issues in management Business Education Publishers Ltd.: Sunderland

O’Neale,V. (2000) Excellence Not Excuses. Inspection of Services for Ethnic Minority Children and Families. SSI DH Publications

Parsons, W. (1995) Public Policy: An Introduction to the Theory and Practice of Policy Analysis. Edward Elgar Publishing Limited, UK.
Payne, M. (2000) Teamwork in Multi-professional care Macmillan
Pethybridge, J. (2004) How team working influences discharge planning from hospital: a study of four multi-disciplinary teams in an acute hospital in England. Journal of Inter-professional Care, 18, 29 – 41.
Pfeffer, N. & Coote, A. (1991) Is Quality Good for you?. London: IPPR for children in need. HMSO
Porter-O'Grady, T.  Krueger Wilson, C.  (1998) The Health Care Teambook. Mosby, London.
Prichard, J. Stanton, A. (1999) Testing Belbin’s team role theory of Effective groups. Journal of Management Development, Vol 18, No 8 652 – 665.

Quinn, R. & Cameron, K. (1988) Paradox and Transformation: Towards a Theory of Change in Organisation and Management. Ballinger Publishing Company, Cambridge, Massachusetts.

Richardson, S. & Asthana, S. (2006) Inter-Agency Information Sharing in Health and Social Care Services: The Role of Professional Culture The British Journal of Social Work, vol. 36, no. 4, pp. 657-669, June

Royal College of Psychiatrists (2006) Good Psychiatric Practice: Confidentiality and Information Sharing (Council Report CR133). Royal College of Psychiatrists.

Sabatier, P. (1988) An Advocacy Coalition Framework of Policy Change and The Role of Policy-oriented Learning Therein. Policy Sciences, 21, 129-168.
Sampson, E. and Marthas, M. (1990) Group Processes for the Health Professions. 3rd Edition. Delmar Publishers, NY.
Schein, E. (1988) Process Consultation (Volume 2). Addison-Wesley, London

Seedhouse, D. (1989) Ethics: the heart of healthcare. Chichester: Wiley

Walt, G. (1994) Health Policy: An Introduction to Process and Power. Zed Books Ltd, London.

Werhane, P. (2000) Business Ethics, Stakeholder Theory, and the Ethics of Healthcare Organisations. Cambridge Quarterly of Healthcare Ethics, 9, 169-181.