Module Descriptors
INTRODUCING SPIRITUAL CARE IN PRACTICE: LEADERSHIP AND ORGANISATIONAL CHANGE
XCPD70421
Key Facts
Faculty of Health Sciences
Level 7
15 credits
Hours of Study
Scheduled Learning and Teaching Activities: 36
Independent Study Hours: 114
Total Learning Hours: 150
Assessment
- ASSIGNMENT weighted at 80%
- PRESENTATION - INDIVIDUAL weighted at 20%
Module Details
Module Indicative Content
The introduction of spiritual care in practice or service settings requires skills in understanding predominant organisation culture, barriers and opportunities for change, and leadership.
Much as we may long to be independent practitioners, concentrating solely on our own area of expertise, we are increasingly working in large and complex organisations and within a multitude of systems. In fact most organisational entities are growing bigger and more intricate, with even the public sector much more inclined than previously to be affected by global factors. Understanding how organisations function and having some tools to identify and move towards a positive culture helps those we work with and for and assists us in feeling more in control of our destiny.
Effective agencies need to both cope and flourish in times of change and to deliver on the day - to- day tasks. To do this successfully both leadership and management are essential and integral to the health of the organisation. In health and social care, where people deliver services to people, through people, the need for leadership which has vision and focus but also models the humanity we wish to see in frontline care is an imperative.
This module will equip the student to display advanced understanding of the skills to implement spiritual care practices within an organisational setting, managing their implementation and a critical awareness of the leadership skills necessary to develop spiritual care in practice.
Much as we may long to be independent practitioners, concentrating solely on our own area of expertise, we are increasingly working in large and complex organisations and within a multitude of systems. In fact most organisational entities are growing bigger and more intricate, with even the public sector much more inclined than previously to be affected by global factors. Understanding how organisations function and having some tools to identify and move towards a positive culture helps those we work with and for and assists us in feeling more in control of our destiny.
Effective agencies need to both cope and flourish in times of change and to deliver on the day - to- day tasks. To do this successfully both leadership and management are essential and integral to the health of the organisation. In health and social care, where people deliver services to people, through people, the need for leadership which has vision and focus but also models the humanity we wish to see in frontline care is an imperative.
This module will equip the student to display advanced understanding of the skills to implement spiritual care practices within an organisational setting, managing their implementation and a critical awareness of the leadership skills necessary to develop spiritual care in practice.
Module Additional Assessment Details
Written assignment: 80% of final mark
Presentation: 20% of final mark
Written assignment (3000 words excluding references): Critically reflecting on your own practice and experience you will choose one example of activity to examine in the light of existing leadership and management theory. Demonstrating a user-centred approach, which may or may not include working both within your own organisation and in partnership with outside agencies, you will show critical awareness of bringing this example of activity competently into the workplace setting.
Presentation: You will be required to give a 15-20 minute presentation demonstrating critical assessment of one example from your experience which, drawing on relevant theory, illustrates a change management process, which was either successful or laid the foundations for positive organisational change in the future. This presentation may draw on the activity outlined in your written assignment.
Both parts must be passed.
Learning outcomes relationship: Written assignment refers to learning outcomes (1) & (2). Presentation refers to learning outcome (3).
Presentation: 20% of final mark
Written assignment (3000 words excluding references): Critically reflecting on your own practice and experience you will choose one example of activity to examine in the light of existing leadership and management theory. Demonstrating a user-centred approach, which may or may not include working both within your own organisation and in partnership with outside agencies, you will show critical awareness of bringing this example of activity competently into the workplace setting.
Presentation: You will be required to give a 15-20 minute presentation demonstrating critical assessment of one example from your experience which, drawing on relevant theory, illustrates a change management process, which was either successful or laid the foundations for positive organisational change in the future. This presentation may draw on the activity outlined in your written assignment.
Both parts must be passed.
Learning outcomes relationship: Written assignment refers to learning outcomes (1) & (2). Presentation refers to learning outcome (3).
Module Resources
Library (including Access West Midlands scheme)
Advice on the utilisation of databases online and CD based.
Tutorial support
Study skills/ IT support advisors
Access to a computer and the internet
Access to email facilities
Advice on the utilisation of databases online and CD based.
Tutorial support
Study skills/ IT support advisors
Access to a computer and the internet
Access to email facilities
Module Texts
J. Adair (1983) Effective Leadership, Aldershot: Gower
J. Adair and J. Nelson eds (2004) Creative Church Leadership, Norwich: Canterbury Press
J. Collins (2001) Good to Great, London: Random House
Foundation for Church Leadership (2005) Focus on Leadership, York: FCL
P. Gilbert (2005) Leadership: Being Effective and Remaining Human, Lyme Regis: Russell House ( See here also for a helpful reading list and learning resources)
P. Gilbert and N. Thompson (2002) Supervision and leadership Skills: A Training Resource, Wrexham: learning Curve Publishing
V. Martin (2003) Leading Change in Health and Social Care, London: Routledge
E. Schein (2004, 3rd edition) Organisational Culture and leadership, San Francisco: Jossey-Bass
J. Storey ed (2004) leadership in Organisations: Current Issues and Key Trends, London: Routledge
N. Thompson (2006) People Problems, London: Palgrave
The new Pavilion journal: The British Journal of Leadership in Public Services , (launched 2005) contains a series of articles, profiles and case studies.
J. Adair and J. Nelson eds (2004) Creative Church Leadership, Norwich: Canterbury Press
J. Collins (2001) Good to Great, London: Random House
Foundation for Church Leadership (2005) Focus on Leadership, York: FCL
P. Gilbert (2005) Leadership: Being Effective and Remaining Human, Lyme Regis: Russell House ( See here also for a helpful reading list and learning resources)
P. Gilbert and N. Thompson (2002) Supervision and leadership Skills: A Training Resource, Wrexham: learning Curve Publishing
V. Martin (2003) Leading Change in Health and Social Care, London: Routledge
E. Schein (2004, 3rd edition) Organisational Culture and leadership, San Francisco: Jossey-Bass
J. Storey ed (2004) leadership in Organisations: Current Issues and Key Trends, London: Routledge
N. Thompson (2006) People Problems, London: Palgrave
The new Pavilion journal: The British Journal of Leadership in Public Services , (launched 2005) contains a series of articles, profiles and case studies.
Module Learning Strategies
The learning strategy will utilise a variety of formats in order to effectively communicate key theories and enable students to critically reflect upon these. Included within lectures will be group work, partner working and lecturers provided by external experts in their field.