Leadership and Management in Health PgCert/PgDip/MSc top-up/MSc

60 credits

This is a core module for students studying at master's level. The module introduces students to the role that research methods play in developing discipline knowledge, and in providing the knowledge that underpins evidence-based practice. Students will develop the ability to critically evaluate research articles and other documents from a methodological perspective. They will develop the skills to conduct high quality research. Core factual material and learning resources will be provided electronically via Canvas. Classroom sessions will take the form of workshops where possible, and will cover topics such as reviewing research literature systematically; research design; qualitative and quantitative data collection methods and data analysis techniques; writing up and presenting research. For the dissertation, each student will have a personal supervisor who will provide guidance on planning and conducting the research, and on writing it up.

30 credits

This module aims to integrate theory and practice of leadership, management and organisational behaviour, towards understanding of the individual, group and organisational factors that underpin organisational effectiveness in healthcare services in a context of accelerated change. Students will be encouraged to critically evaluate the characteristics of successful organisations, group dynamics and individual high performers within the context of health. In addition, the module discusses the internal, external and political triggers for change in healthcare. Students will learn to evaluate how receptive an organisational context is to change and to critically appraise the strengths and weaknesses of different models and tools for organisational change.

15 credits

This module aims to provide students with an understanding of strategic health management and governance in organisational, political, and socio-economic contexts. It will help students to develop an ability to analyse critically developments in healthcare management in the UK and other countries. Topics include evolution of health care management, new public management; marketisation and private sector involvement; decentralisation policy formulation and implementation; governance and inter-organisational collaboration, systems typology and methods of assessment, organisational and social influences, clinicians in management.

15 credits

This module introduces the basic concepts of service operations management applicable to the health and social care environment. You will cover:

• methodologies for the planning and control of resources within the health and social care environment; and
• means of quality measurement and control and their suitability in ensuring the delivery of an appropriate and consistent service in line with the expectations of the service user.

Topics include:

• investigation of different planning and control strategies and evaluation of their impact upon the scheduling and control of resources and facilities;
• measuring customer satisfaction (bridging the link between expectations and perceptions, the Servqual model, a review of the role of quasi independent bodies such as the Picker Institute, Doctor Foster Intelligence); and
• evaluation of quality programmes specific to the health and social care environment (eg Chris Wilson's model, RCN DySSy, Social Care Quality models).

30 credits

This module seeks to examine the key issues which influence decision making in what is often a ‘cash limited' environment. The module reviews health service finance from two contrasting perspectives.

Firstly from a ‘top down' viewpoint, in terms of the Source/s and Flow of Healthcare Funding that reviews how funding is allocated across healthcare organisations and how it is then dispersed within organisations.

Secondly, and in contrast, Health Economics for Policy Decisions then reviews how clinicians and other managers who hold budgetary responsibility should constantly review the degree to which allocated funding is being spent appropriately in order to drive clinical quality, value for money and health gain.

15 credits

This module develops student ability to understand and use information as a strategic resource in supporting the delivery of health and social care services. It covers the changing role of information and communications technology (ICT) in the light of structural changes in the NHS and social care; and the enabling role of Information Technology (IT) in facilitating communication and collaboration among professionals and patients in the health and social care sectors.

15 credits

This module explores the evidence base for, and measures the effectiveness of, the range of approaches available within the private sector which can be used to leverage improvements in public health service design and delivery. Topics include service and marketing aspects of: patient choice (choose and book), service user engagement, stakeholder involvement, service quality (fitness for purpose), service re-engineering (organisational turn-around), payment by results, demand management, marketing and differentiation / relationship management (stakeholder / professional), and relationship management (consumer / end-user). Students will also learn how to understand and balance both user and stakeholder expectations and perceptions in the effective management of service delivery.

30 credits

This module aims to integrate theory and practice of leadership, management and organisational behaviour, towards understanding of the individual, group and organisational factors that underpin organisational effectiveness in healthcare services in a context of accelerated change. Students will be encouraged to critically evaluate the characteristics of successful organisations, group dynamics and individual high performers within the context of health. In addition, the module discusses the internal, external and political triggers for change in healthcare. Students will learn to evaluate how receptive an organisational context is to change and to critically appraise the strengths and weaknesses of different models and tools for organisational change.

15 credits

This module aims to provide students with an understanding of strategic health management and governance in organisational, political, and socio-economic contexts. It will help students to develop an ability to analyse critically developments in healthcare management in the UK and other countries. Topics include evolution of health care management, new public management; marketisation and private sector involvement; decentralisation policy formulation and implementation; governance and inter-organisational collaboration, systems typology and methods of assessment, organisational and social influences, clinicians in management.

15 credits

This module introduces the basic concepts of service operations management applicable to the health and social care environment. You will cover:

• methodologies for the planning and control of resources within the health and social care environment; and
• means of quality measurement and control and their suitability in ensuring the delivery of an appropriate and consistent service in line with the expectations of the service user.

Topics include:

• investigation of different planning and control strategies and evaluation of their impact upon the scheduling and control of resources and facilities;
• measuring customer satisfaction (bridging the link between expectations and perceptions, the Servqual model, a review of the role of quasi independent bodies such as the Picker Institute, Doctor Foster Intelligence); and
• evaluation of quality programmes specific to the health and social care environment (eg Chris Wilson's model, RCN DySSy, Social Care Quality models).