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Scheduled Learning and Teaching Activities: (35 hours)

Day 1: Workshop, 7 hours
Day 2: Workshop, 7 hours
Day 3: Workshop, 7 hours
Plus two ‘recall’ days, 7 hours each

In addition, candidates will be required to undertake 265 hours independent study.
200 hours reading and literature review and reflexive practice
65 hours assignment preparation and writing

This course is aimed at strategic managers who are registered social workers; specifically including strategic social work managers, principal social workers and strategic social work educators.
Upon successful completion of this course, candidates will have developed a clearer understanding of their ethical and professional approach to strategic management. They will have identified examples of excellent practice within challenging contexts, worked with peers to support, develop and collaborate with each other and considered their role in the support and advancement of employees. They will have learned to incorporate critical reflection and reflexivity into their roles as leaders and become committed to a collaborative approach to the enhancement and standing of the social work profession.

The content of the module includes:

Sharing of ideas and research into best practice and effectiveness and debate with fellow candidates. Candidates will also be expected to remain open to challenge and new ideas, expanding their knowledge base and enhancing their skills in leadership of organisations.

The approach will be one of adult learning, where it will be assumed that participants have chosen to take part, will benefit from real life examples and experiential learning, and from working alongside others in similar roles. The facilitator will contribute personal, academic, research and practice materials to stimulate and aid learning. Candidates will also be expected to undertake individual and collaborative research into agreed areas of interest between sessions and to present their findings and any application of their learning to the cohort.

The presumption will be that participants have an interest in supporting and developing their staff as responsible adults, involving them in adapting and improving organisations in the face of unprecedented demand.

The assessment process includes:

Summative assessment will take the form of a 4,000-word written assignment in which you will be required to analyse critically a piece of work you have undertaken as an organisational leader.

The critique should incorporate learning from the course and employ a reflective style, including self-challenge and objectives for future development (meets All LO’s).

Formative assessment Candidates will be expected to complete a plan of their intended assignment for feedback.

*Adams, R. Dominelli, L. And Payne, M (Eds), 2009), Social work: themes, issues and critical debates, Basingstoke, Palgrave

Coulshed V. & Mullender A (2006) 3rdedition. Management in Social Work. Basingstoke, Palgrave Macmillan.

*Donnellan, H. Jack, G (2010) The survival guide for newly qualified social workers, London, Jessica Kingsley

Greer, J (2016) Resilience and Personal Effectiveness for Social Workers. London: Sage

Handy C. (2009) Gods of Management: The Changing Work of Organisations

Handy C (1999) Understanding Organisations Penguin Publishing

*Hafford-Letchford, T. (2006), Management and organisations in social work, Exeter, Learning Matters

Hafford-Letchfield T, et al (2008) Leadership and Management in Social Care, London, Sage.

*Horner N ( 2003) What is social work? Context and Perspectives. Exeter, Learning Matters

Martin, V. Charlesworth, J. Henderson, E. (2010) Managing in Health and Social Care Routledge London

*Thompson, N. (2009), People skills, 3rd edition, Basingstoke, Palgrave

Thompson, P McHugh, D, (2009), Work Organisations 4th edition, Basingstoke, Palgrave


*Wilson F (2003) Organisational Behaviour and Gender, 2nd Edition, Aldershot, Ashgate

Kapra, F. Luigi Luisi, P. (2014) The Systems View of Life, Cambridge University Press

Senge, P. (1990) The Fifth Discipline, the Art and Practice of the Learning Organisation, Doubleday

White, S. Fook, J, & Gardner, F. (2006) Critical Reflection in Health and Social Care, Maidenhead: Open University Press,

Hayes, S. Strosahl, K. Wilson, K.(2016) Acceptance and Commitment Therapy: The Process and Practice of Mindful Change, 2nd Edition, Guildford Press

Candidates need to hold a social work qualification, be registered with HCPC and hold a strategic management/senior leadership position in a social work organisation.

1. Demonstrate through critical and reflexive practice, a knowledge of the leadership traits, personal responsibilities and self-direction that are prerequisites of the organisational leader’s role.

Reflection and analysis, knowledge and understanding

2. Demonstrate originality in the application of knowledge, together with practical understanding to devise individual and collaborative strategies to enhance personal and organisational resilience whilst appreciating the challenges of austerity.

Application, communication problem solving, learning, application

3. Demonstrate an ability to evaluate research which is at the forefront of social work, in order to create more effective contexts for the implementation of systematic and holistic practice using a ‘what works’ approach.

Knowledge and understanding, reflection and analysis