Health Care Management Management i hälso- och sjukvård

Transcription

1 Epidemiology and Global Health Department of Public Health and Clinical Medicine Umeå University, SE Umeå, Sweden Phone: Course syllabus Ref. no. Date Page 1 (7) Health Care Management Management i hälso- och sjukvård Credit points: 5 Course code: 3FH048 Responsible department: Epidemiology and Global Health, Department of Public Health and Clinical Medicine. Main field of study: Public Health (FHA). Level: Advanced Specialisation in relation to degree requirements: - Subject area: Public Health Grading scale: Fail, pass and pass with distinction. Any programme affiliation: The course can be studied as a programme course within the master programme in public health. The course can also be studied as a single subject course. Confirmation The course syllabus is confirmed by the Medical Faculty, Programme council for the International Master Program in Public Health (PRPH), Course syllabus is valid as from autumn Contents This is an introductory course to health care. The course gives an overview of various aspects of in both healthcare systems and health care organisations. Several topics are discussed: basics (e.g., styles, roles of managers and leadership, communication); human resource and performance ; some aspects of financial, project, strategic and problem-solving; quality and change ; as well as some business aspects of health care. All topics are given from international perspective, with direct examples from health care practices in different countries. Students are encouraged to critically evaluate the given material, reflecting upon the health care practice in their own country. Expected learning outcomes After completion of the course the student should be able to: understand the principles of effective understand and discuss various aspects of in health care assess organisational needs and analyse organisational problems create strategic plans understand and explain principles of total quality, human resource and performance

2 Page 2 (7) interpret basic economic information (e.g., data presented in annual accounting books). Required knowledge For non-programme students applying as single-course students, the requirements are 120 ECTS, of which a minimum of 30 ECTS are within one of the following: health sciences, environmental health or social sciences. English proficiency equivalent to English A from Swedish Upper secondary education. (IELTS (Academic) with minimum score 5.5 and no individual score below 5.0. TOEFL (Paper based with minimum score 530 and minimum TWE 4). TOEFL (Internet based with minimum score 72 and minimum Written 17)). Basic entrance requirements for higher studies in Swedish language proficiency is also required if the course is taught in Swedish. Form of instruction The course comprises two on-campus weeks and off-campus weeks in between. Teaching on the course is concentrated to two on-campus weeks and comprises lectures, seminars, group works and cases. The off-campus weeks are devoted to students own work on an extensive course project. Supervision and support are provided during the off-campus weeks. A lot of the course load is based on the individual student work that should be done prior to oncampus lectures and seminars. Students are required to read the course book before the start of the course. The additional literature (articles, cases, etc.) should be read before the relevant on-campus lectures and seminars. Students should expect two intense on-campus weeks with an extensive off-campus home assignment to be completed and presented before the end of the course. The cases, the course project and the course projects seminars are compulsory. Examination modes The examination is done in three parts: cases, a course project and a written examination. Analysis of several cases is an integrated part of the on-campus weeks (grading scale Fail and Pass ). Successful fulfillment of the case analyses is a first requirement for completing the course. A course project is an extensive exercise requiring implementation of knowledge acquired during the course weeks and by own learning. Successful fulfillment of the course project is a second requirement for completing the course. The grading scale for the course project is Fail and Pass. At the end of the course there is a written exam. The grading scale for the exam is Fail, Pass, and Pass with distinction. In order to be awarded Pass for the course, the grade Pass is required both for the written exam, the course project and the cases. In order to be awarded Pass with distinction for the course, the grade Pass with distinction is required for the written exam and the grade Pass is required for the course project and the cases. For students who do not receive a passing grade at the first written exam on the course, a re-sit exam is arranged. Correspondingly, an extra seminar is arranged for students who do not receive a passing grade on the course project; and additional assignments are given to students who do not receive a passing grade on the cases. A student who fails two examinations has the right to a change of examiner according to the University s set of rules. A request to change examiner should be sent to the Board of the Faculty of Medicine. Academic credit transfer Academic credit transfers are always reviewed individually according to the University s set of rules and academic credit transfer regulations.

3 Page 3 (7) Course literature See appendix. Provisional regulations: - Other regulations Start-of-study respite A respite for the start of studies may be granted under special circumstances. Examples of such circumstances are illness, military service, pregnancy, care of children or other nursing responsibilities etc. A negative decision about start-of-study respite may be appealed to Överklagandenämnden för högskolan. Course roll call Attendance is compulsory for the course roll call. A student may be relieved from this obligation only through a decision by the course coordinator and only under special circumstances. Non-attendance without a valid reason may lead to the seat being given to another applicant. A decision about this is made by the course coordinator.

4 Page 4 (7) Appendix Course literature Health Care Management. Reading for the course: The course book: N. Goodwin, R. Gruen, V. Iles (2006). Managing Health Services. Open University Press, Berkshire. 3. Additional reading - addition to the lecture notes and the course book available on the course page on Cambro. 4. Further reading suggestion on what to read further if you got interested in a topic. Lecture title Organisational structure and design Change Recommended reading (besides lecture notes) 1. Healthcare Management: Organisation Design and Behavior, 5 th ed., edited by Shortell & Kaluzny. Albany, NY: Thomson Delmar Learning (2006). Course book: Chapters Campbell, R.J. (2008). Change in health care. The Health Care Manager, 27(1): Toivanen et al. (1999) Applicability of SWOT analysis for measuring quality of public oral health services as perceived by adult patients in Finland. Community Dent Oral Epidemiol., 27: DeSilets & Dickerson (2008). SWOT is useful in your tool kit. The Journal of Continuing Education in Nursing, 39(5): Problem solving and decisionmaking Strategic planning Total quality Course book: Chapter 4. Course book: Chapter 15 Course book: Chapter Otreveit (2000). Total quality in European healthcare. International Journal of Health Care Quality Assurance, 13(2): Financial (basics) How to pay a 1. Morfaw, J. (2006). Total quality. University Press of America: Oxford. 1. Hankins & Baker (2004). Management Accounting for Health Care Organizations. Tools and Techniques for Decision Support. Jones and Bartlett Publishers: Sundbury, MA

5 Page 5 (7) doctor Course book: Chapters 5-6, Chawla et al. (1997). Paying the physician: review of different methods. DDM, Harvard School of Public Health: Boston. 2. Manninon & Davles (2007). Payment for performance in healthcare. BMJ, 336: Management skills and qualities Course book: Chapters 1-3 Bloisi, W. (2003). Management and Organisational Behavior. Cook & Hunsker. Leadership Course book: Chapters Schiffbauer et al. (2008). The role of leadership in HRH development in challenging public health settings. Human Resources for Health, 6:23 2. Hopkins et al. (2006). Effective leadership and successful career advancement: perspectives from women in health care. Equal Opportunities International, 25(4): Jasper, M. & Jumaa, M. (2005). Effective healthcare leadership. Blackwell Publishing: India. Communication Culture and communication Course book: Chapter Brislin, Richard W and Lavoi Kim (2003). Cultural diversity in peoples' understanding and uses of time. Applied psychology: An International Review, 52(3): Gelfand et al. (2007). Cross-cultural organizational behavior. Annu. Rev. Psychol., 58: Varner, I. & Beamer, L. (2008). Intercultural Communication in the Global Workplace, 4th ed., McGraw-Hill: Singapore. Project Human resource 1. Longest, B. B. (2004). Managing Health Programs and Projects. Jossey-Bass, A Wiley Imprint: US. Course book: Chapters Harris et al. (2007). Human resource and performance in healthcare organizations. JHOM, 21(4/5): Oriol, M.D. (2006). Crew Resource Management. JONA, 36(9):

6 Page 6 (7) 1. Flynn, W. J., Mathis, R. L., Jackson, J. H. (2007). Healthcare human resource. Thomson: United States. Performance Course book: Chapters 10, N. Black & R. Gruen (2005). Understanding Health Services. Section 6 Quality and performance 1. Bergeron, B. P. (2006). Performance in healthcare: From key performance indicators to balanced scorecard. HIMSS: Chicago. Business aspects of healthcare : marketing, technology, business planning Social entrepreneurship in healthcare 1. Burns, L. R. (2008). The business of healthcare innovation. University Press: Cambridge. 2. Piggot, C. S. (2000). Business planning for healthcare. 2 nd edition. Open University Press: Buckingham. 2. Shea, l. J. & Schewe, C. D. (1992). Marketing for the long-term healthcare organisation. Lund University: Sweden. 3. Sheaff, R. (2002). Responsive healthcare: Marketing for a public service. Open University Press: Buckingham. 1. Bornstein, D. (2004). How to change the world. University Press, Oxford Other sources: check the Useful tools on Cambro. Recommended further reading: a. Lombardi, D. M., Schermerhorn, J. R., Jr. (2007). Health care. John Wiley & Sons, Inc: United States. b. Longest, B. B. & Darr, K. (2008). Managing health services organisations and systems. 5 th edition. Health Professions Press: Maryland. Some useful links: 1. The Health Manager s Website (WHO site with a lot of useful information) 2. The Manager s Electronic Resource Center (a great site for learning about and sharing experience. Is particularly useful for managers in low-income countries) 3. The Health Manager s Toolkit (here you will find the same and even more useful managerial tools) 4. National Institute for Health Care Management Foundation (here you can find many interesting publications) 5. (here you can find short articles and comments on )

7 6. rid=12238 Journal of Health Organisation and Management 7. International Organization for Standardization (here you feel find information on international standards for business, government and society, incl. healthcare) 8. (Ashoka s homepage with a lot of inspiring information on social entrepreneurship) Page 7 (7)