PROGRAMMME SPECIFICATION FOR MA in LEADERSHIP AND MANAGEMENT (HEALTH AND SOCIAL CARE SERVICES)

Transcription

1 PROGRAMMME SPECIFICATION FOR MA in LEADERSHIP AND MANAGEMENT (HEALTH AND SOCIAL CARE SERVICES) MA in LEADERSHIP AND MANAGEMENT (HEALTH AND SOCIAL CARE SERVICES) 1. Award 2. Route Management (Health and Social Care Services) 3. Awarding Institution/Body UC 4. Teaching Institutions UC 5. Programme Accredited by UC 6. UCAS code n/a 7. QAA benchmarking group MA level Business and Management and Social Work PQ Specialist Award 8. Validation History First validated 1997, revalidated as part of Whole scheme review 2001, current review 2007 Programme Rationale The degree offers the manager an opportunity to examine the practice of leadership and management in health and social care services, informed by an analysis of wider management theory, in a changing organisational context. The intention is that students recruited from a range of management roles and organisations will form a learning community, analysing current management issues, underpinned by the evaluation and review of contemporary approaches to the management of the sector. Distinctive Features Are : emphasis on the examination of leadership and management practice, using case examples from students and their organisations, to create a greater understanding of management in the public and third sector and the opportunities and constraints present in health and social care organisations, at a time of great change in services. It is also fundamental to the degree s rationale that students studying management can enhance their capability and in turn the overall performance of their organisation through reflection on their own practice. Opportunity to enable the development of their effectiveness as leaders in their professional work and when working in unpredictable and changing contexts and networks. Opportunity to undertake sustained study of the subject through examining and engaging with theory in the field as well as presenting and disseminating their own in a range of media, Multi-professional and Multi-agency focus The programme will offer the opportunity to learn with and from others in a range of disciplines and professions across agencies and from a range of social and health care community sectors. Participation of Partners and service users Course learning and teaching methods includes participation of a range of service users and partners from leading sessions to participating as research partners in strategic planning as part of student research projects, It is envisaged that students undertaking the GSCC Higher specialist award in

2 Social work may wish to combine modules from their area of practice with Leadership and Management modules in order to gain the Higher Specialist award. The full Higher Specialist award will be presented for approval in Aims of Programme. The Programme aims to meet the needs of a range of potential students in management roles, through the critical analysis of management tasks, responsibilities and practices. Students are expected to: Develop their effectiveness, including skills and confidence, in the management role and undertake activities that contribute to positive change in their organisations; Use their studies as a basis for further personal development, assuming responsibility for their own development and those they manage; Meet the Quality Assurance Agency (QAA) (2002, p3 section 3.2) requirement that all masters graduates will be able to demonstrate knowledge of organizations, the external context and management with a particular emphasis on change and consideration of the future. Develop the ability to present management ideas and research findings in a structured and convincing way through seminar presentations and assignments; Undertake a significant independent research project into a management problem in their organisation. Intended learning outcomes:- The programme provides opportunities for students to develop and demonstrate the achievement of the following:.students will acquire knowledge of: History and development of management and administration in the public and third sector; The consequences of the introduction of managerialism and markets in the NHS and social care services and the third sector. The impact of managerial changes on the roles, ethical practices and responsibilities of professionals and service users: The impact of the modernisation agenda and its consequences for managers and services; The delivery of services within the context of current government policies, utilising case studies of local initiatives; Different service delivery models across statutory and third sectors, in order to critically evaluate change initiatives and their impact on service users in all sectors; Managerial effectiveness, including leadership and management, and their relationship to personal and organisational effectiveness, interprofessional and interagency working. Strategies and actions to increase effectiveness, and governance processes. Human resource management, including Teaching and learning strategies and methods Teaching and learning methods vary dependent on the focus of different modules; the overall aims of the degree and the student group s range of experience. Lectures, tutor and student-led seminars & presentations, critical reviews of research findings and discussions are all employed, as well as occasional visiting speakers (e.g. managers from local services). Sessions are interactive, aimed at developing students abilities to engage in active debate in relation to contested concepts. Tutorials with a variety of purposes also take place, from initial assignment guidance to detailed comments on dissertation drafts.

3 employment practices, performance management, recruitment and selection, equal opportunities policies, disciplinary procedures; Personal and organisational development strategies; Principal sources of finance in public services; Management accounting and the financial techniques in planning and controlling activities; Critical evaluation of financial policies in students services; Spreadsheets for financial modelling; Review not-for-profit financial modelling; Concepts of strategic management and planning; Strategy-making in public and third sector organisations; Power, culture and accountability in organisations including value dilemmas impacting on the managers role Potential, current and future strategies for joint, shared governance and risk assessment models within their organisation and as part of their leadership role The role, value and principles of personal, professional and corporate ethics in decision making for partnership working and collaboration. Strategic implementation and the management of change; Distinctive aspects of quantitative, qualitative research, & their strengths and limitations for researching management issues; Presenting a rationale which justifies how and why chosen theoretical and practical issues and methods of investigation are appropriate for studying the selected topic. show an understanding of the topic or issue being investigated; Interpretation of research findings to reveal a grasp of the leadership topic or issue and a conceptualised understanding of their own role or practice; Organising, and analysing problem-related data and synthesising appropriate responses within a reasoned, coherent and cohesive framework. Issues associated with collection/use of different kinds of data in empirical research; Issues of generalisability, reliability and Students will be taught and supported to use PORTIA as both a route to accessing information in relation to the programme and as a tool to access other web links. Assessment For each module a case-based assignment and or presentation of 4000 words, demonstrating knowledge and understanding of the key concepts and perspectives from leadership and management research and practice, applied to the case example chosen. Learning logs. Reflective diaries. Knowledge management tools Critical analysis of project management tools Dissertation is an empirical research project of 20,000 words is required

4 validity objectivity, bias, involvement. Intellectual/practical skills The ability to use research methods in management settings; Develop students critical reflective stance; Developed students effectiveness at analysing change and development needs in their organisations in order to solve problems and create solutions. Develop student s awareness of need for empirical evidence in the debate on the role and performance of management in public and third sector services. A critical analysis of aspects of leadership and management which students may take into a variety of services and management roles; Teaching and Learning strategies and methods Student-led presentations and seminars Planning and carrying out in-depth taped interviews and surveys for research purposes Undertaking financial analysis Student led Review and critical evaluation of agency, network, organisational and community policies and procedures in relation to risk management Student led Design and / or respond to professional, agency, corporate or organisational requirements for ethical approval for projects or empirical research Defending and justifying approaches and methods of working presented, developed and evaluated. Assessment Case-based assignments Identified aspects of Advanced Award Reflective CPD log Transferable Skills Understanding of the historical context of the development of management and leadership in the public and third sector Recognise the importance of good leadership and management practice and its potential for enhancing individual and organisational performance; Relate theories of leadership and management to practice, utilising this knowledge to make informed decisions; Formulate and presenting clear critical arguments, both orally and in writing using powerpoint Use and interpret information using excel spreadsheets in teaching activity Teaching and learning strategies and methods Identification and analysis of case material for assignments Review and critical evaluation of agency, network, organisational and community policies and procedures in relation to risk management and leadership practice, some of which have links through PORTIA. Defending and justifying approaches and methods of working presented, developed and evaluated using powerpoint for oral presentations.

5 for financial planning Use research methods in management settings (eg design of questions and structured and semi-structured questionnaires for collection of quantitative data, including use of software packages as relevant, undertaking qualitative interviews; Apply knowledge of leadership and management to case studies and reports and make critical judgements of the merits of particular arguments; Present a project title and a proposal with a justification for the project aims outcomes and scope Appraise methods of project management and defend tool or model or approach to be used. Consider the ethical, financial, leadership collaborative implications of a project undertaken Critically reflect on the potential outcomes of a project, individual learning and the value within your agency, network, organization or community Access PORTIA portal for information on the programme and other activity Undertaking own research for dissertation Identification and analysis of case material for assignments Develop an individual project plan and stages of a proposed project, progress to a specific project stage.participating in computer/web based learning activity as part of modules Assessment Assignments including formal assessed presentations, Learning logs, reflective diaries. Knowledge management tools Critical analysis of project management tools Dissertation Professional/attributes Only where professional awards are being made (i.e.) not employment skills). The Programme seeks to develop, (for those undertaking the Award) through the Competence in Practice module, and other programme modules. Skilled & autonomous use of wide repertoire of methods & ability to select & use most effective approach to leading and managing a service across boundaries and in multi agency contexts identifying, analysing and resolving complex issues, problems and barriers, Leading partnership, collaboration, inter-professional teamwork, multi-agency and multi- Teaching and learning strategies and methods Higher Specialist Award module based on reflection on student s current management practice, together with evidence from module assignments which demonstrates the students ability to integrate management concepts with their practice. and continuously develop and improve. Evidence From Programme Modules Learning Outcomes are cross referenced to GSCC higher specialist award indicators. Assignment Module 1 A 4000 word assignment which

6 disciplinary communication and ensuring the delivery of integrated and person-centred services. Competence in enhancing capabilities of others including service users as means of informing and improving practice or service delivery at strategic, organisational and individual level. Support, mentor, supervise or manage others, exercising practice, research, management or educational leadership to enable them to identify and explore issues and improve their own practice. Critical Analysis of leadership role in the development and implementation of effective ways of working in networks across organisational, sectoral and professional boundaries, Analysis and critical reflection to inform and influence practice, policy and service delivery; Commitment to sustaining values of social work in light of continuing social and political change & ability to define and develop policies & practices accordingly; The taking of responsibility for ethical practice, risk assessment and formal governance procedures as part of their leadership and management role presents a critical analysis of your service, with reference to theories of public sector management, and the impact of new management forms and functions in performing its public or third sector role. Assignment module2 Example: Discuss the impact of an aspect of the Government s modernisation policies on your service, using a case example, underpinned by examples of innovation and change in service delivery and outcomes for service users (4000 words). Assignment Module 3 Example: What leadership and management tasks are changing to meet new demands made on your organisation? What are the implications for your role and what strategies are you implementing to meet these new demands (4000 words). Assignment Module 4 Assignment (100%) In relation to their chosen financial case study, students will be required to produce a written proposal. The target audience for this document would be the manager(s) that are in the position to determine whether the proposal will be acted upon (4,000 words). Assignment Module 5 Analyse the relationship between your service s current strategic goals and their implementation using a case example to identify the effectiveness of its strategic management processes (4000 words). Assignment Module 5 (option) The assessment for the module stage will be a 4000 word project report. Content will be presented under the following categories: Identification of topic and its underpinning drivers based on leadership and management Relevance and value and justification of the topic to your

7 current role Presentation of project title and proposal to include aims, outcomes and scope set within the organisational context. Appraisal of project management tools or model and validity in the health and social care context The ethical, financial and collaborative implications of the project proposed A critical reflection of the potential outcomes of the project and its impact on your leadership style and the organisation. Evaluation of individual learning that has taken place and demonstrating the meeting of module learning outcomes. Assignment Module 5 (Option) A 4000 word reflection and analysis of aspect(s) of mentoring or coaching. The subject of the assignment will be placed within the experience of being a mentor/coach that the students have had, preferably during the course of this module. Students will choose an appropriate theme that arises from their experience and will use this process to critically explore relevant theory. Assignment Module 6 The assessment for the module stage will be a 4000 word assignment that identifies an area of management research, include the question(s) to be answered by the study, the objectives for the research, a preliminary identification of the relevant literature and an outline of the research design. The successful completion of this module assignment will provide a proposal for the dissertation. PQ Advanced Award Assessment Assignment (5000 words equivalent) to be written and accompanying verification of practice from the student s line manager Dissertation The dissertation will be 18-20,000 words in length. This is an extended piece of work which will show the development

8 and enhancement of academic skill in terms of exploring the context of the research, critical analysis of the literature in the chosen field, justification of chosen methodology and its application, and the presentation of findings to a wider audience. To achieve a pass students must show how they have addressed formally the ethical and governance requirements and evidence of their ability to engage in independent study by fulfilling the following criteria: the ability to identify an area to be investigated; the ability to discuss the origins of the issue; the ability to analyse the problems and strategies for change arising from the issue including ethical and governance frameworks and requirements. the ability to offer a critical commentary on the chosen methodology; the ability to offer a critical commentary on their role as practitioner-researcher; or on other appropriate research roles; the ability to justify the strategies and techniques employed for data collection and analysis and information retrieval. the ability to critically evaluate findings in formal presentation of data. the ability to show an appreciation of the timings and origins of those insights which influenced the work in progress; the ability to show an understanding of the differing viewpoints of those involved; the ability to demonstrate how changes necessitated by the findings might be presented to interested audiences (particularly in action research and collaborative working); the ability to develop new analyses and insights from documentary sources. the ability to make precise links with existing known studies or other

9 relevant literature; the ability to critically analyse evidence from different sources and critically appraise this in relation to the current dissertation studies findings. the ability to consider alternative interpretations of events and evidence; the ability to synthesise from the evidence and speculate upon the implications of the findings. Quality indicators The quality of this programme is monitored by the following methods: Ongoing dialogue with students about their experience of Route, based on shared assumptions as much as possible in order to enhance the student experience and contribute valuable information and ideas to improve Route s performance. Student feedback at the end of each module, via anonymous questionnaire. Issues raised in the questionnaire discussed with module leaders and in Programme Boards. Issues with wider implications fed into the Postgraduate Awards Scheme. Through annual monitoring. Programme Coordinator tasked with responsibility for taking action on issues requiring resolution. All Students attend termly year group meetings. Students Representatives provided with draft Annual Monitoring Report before formal submission to UC QA procedures. Student Representatives discuss this report with the student group and report back to the Route Leader. Clear stated access to the Route Leader in case of interim problems Regular contact with and feedback from External Examiner Recognition that the quality of the Route is measured in terms of the outcomes of modules delivered, but also in the process of the delivery itself. Team teaching and peer observation of teaching enable staff to monitor and develop their teaching skills. Programme of development of module leaders part of CP year plan offering a range of development activity for contributors. Admission Requirements In a management role, or a clinical or practitioner role with significant management responsibilities. An undergraduate degree or equivalent and/or a professional qualification at graduate level in a relevant field (eg Diploma in Occupational Therapy; Diploma or BA in Social Work; Registered Nurse). For students without formal qualifications, substantial experience in a management role, usually in a middle or senior managerial post, where the applicant can demonstrate the potential to operate at postgraduate level. Applicants for advanced standing will be judged individually: that the previous postgraduate study is in the field of public or third sector

10 management; the candidate s level of performance in a previous course is taken into account; maximum remission accords with the Postgraduate Awards Scheme policy on advanced standing. Award requirements (includes interim awards) Certificate: Diploma: Master s: 60 M level credits 120 M level credits 180 M level credits Standard Diagram - route requirements Master of Arts diagram MA Level Dissertation The dissertation is required to demonstrate: Grounded in current research: Making precise links with existing known studies or other relevant literature; Critically summarising key debates in the management field. Methodological issues: Identification of an area of leadership or management suitable for investigation; Analysis of the problems arising from the issue identified; A clear exploration of ethical and governance issues the study presents and formal responses. A critical commentary on the chosen methodology; A critical commentary on their role as manager-researcher; A discussion of the origins of the issue; A justification of the strategies and techniques employed including the participation of service users Analysis: Finding ways of teasing out findings; An understanding of the differing viewpoints of those involved; Analysis of evidence from different sources and relate it to the findings; Consideration of alternative interpretations of events and evidence; Development of new analyses and insights from data sources. Discussion and implications: How changes necessitated by the findings might be presented to interested audiences (particularly in management research of interest to services); Synthesising from the evidence and speculation upon the implications of the findings. Award Requirements of Dissertation & all modules Distinction: outstanding ability to gain insight into a complex management issue, individual flair in producing original approaches and solutions; abstracting and synthesising hypotheses from areas studied; communicating methodology and arguments effectively. Pass: ability to organise and interpret material; reflect upon & critically analyse material without significant omissions, errors or irrelevancies; using relevant literature to support study, make links to current practice; communicating

11 Presentation: Students will be expected to present and submit their dissertation in accordance with accepted conventions of academic writing; in terms of written accuracy work should be of publishable quality. understanding effectively; pursuing enquiries in depth. Diploma Level Module 4 Financial Decision Making Module 5 Strategic Management Mentorship Module PQ SW Advanced Specialist award Module 6 Research Methods for Managers Self Directed Learning Module Award Requirements (see above) A pass in six modules Certificate Level Module 1 Module 2 Module 3 Progression Requirements Managing in the Social and Health Care Sector Managing Service Delivery Managerial Effectiveness Self Directed Learning Module A pass in three modules Award requirements (see above) Other Modules from the MA Portfolio if available