The module will provide an introduction to the principles of leadership and management beginning with an examination of styles together with a focus on teams and their effective management including the monitoring and review of performance. Management within the NHS will be studied, including its history, development and current direction together with current drivers in leadership and management within the NHS. This will form the framework and will provide the basis on which students then move on to examine the management of change within the healthcare setting. Human resource management principles including employee rights and responsibilities will be discussed. This module focuses on financial management, budget planning, business planning and the management of change. The context is NHS financial planning, preparing 5 year plans and building a business case. The module ends with an evaluation of new ways of working within the NHS and other related healthcare settings.

Students will be encouraged to critically evaluate management strategies, leadership approaches and styles and to discuss current and topical professional issues relevant to healthcare engineering and facilities management.

Extensive support will be provided for guided independent study via the module’s Moodle course pages (see below).

A written ASSIGNMENT (60%) involving critical review within the area of service redesign and modernisation. This may be focused according to the participants own working field of healthcare engineering and facilities. 3000 words maximum. (LOs 1, 2, 3, 5)

A REFLECTIVE LOG (40%) to include clear links between practice and concepts and theories delivered in residential weekends. It should be underpinned by a critical analysis of contemporary literature. The focus of the log will be planning for change and may include financial management of change. 2000 words maximum.
(LOs 2, 4, 5)

Additional Assessment Details (including formative feedback / assessment):
Participants will received formative feedback on the assignment and reflective log.

This module is fully supported by Moodle course pages. The electronic support includes additional information about assessment, formative feedback and discussion groups, in addition to guided learning activities and guidance on independent study.

There will be formal lectures as part of the residential weekends.

Students will be expected to use and regularly engage with the Moodle Virtual Learning Environment (VLE) employed for the delivery of this module. Students are expected to work through the module material provided on the VLE at the suggested pace and in accordance with the Learning Activity Plan. The material will include study content and activities that allow students to assimilate the concepts and skills required by the module.

Delivery methods during weekends will be varied and involve participant active learning. Group work and discussion will be included together with lectures, seminars and case based learning in small groups.

LES, V., CRANFIELD, S. (2004). Managing change in the NHS: Developing change management skills. London: SDO

HAYES, J. (2010) Theory and Practice of Change Management. Palgrave. 3rd Ed. Palgrave

HUNSAKER, P. (2000) Training in Management Skills. New York:Prentice Hall.

Other texts may be recommended at the start of the module.

Moodle
Staffordshire University Library

1. To understand the application of leadership and management principles to the operation of a high quality healthcare engineering and facilities service and to be able to critically evaluate their effectiveness. (ANALYSIS, KNOWLEDGE AND UNDERSTANDING).

2. To identify opportunities for change in professional practice or operational management that will improve healthcare engineering and facilities service delivery and use current management practice to develop a plan to implement and evaluate such changes within healthcare engineering and facilities.
(APPLICATION, LEARNING, PROBLEM SOLVING).

3. To critically evaluate the consequence of organisational change on healthcare engineering and facilities and to formulate informed discussion and academic debate on the management and leadership of change within the wider healthcare environment.
(ANALYSIS, APPLICATION, REFLECTION).

4. To understand the application of financial management specifically within healthcare engineering and facilities provision including the role of budget planning in operational management and service development.
(ANALYSIS, KNOWLEDGE AND UNDERSTANDING).

5. To critically discuss pressures, opportunities and threats relating to current developments in the healthcare engineering and facilities arena and the wider health service environment using practical or theoretical examples from across a range of healthcare engineering and facilities professions.
(COMMUNICATION, ENQUIRY, LEARNING, REFLECTION).