Health Leadership and Workforce Management

Transcription

1 POSTGRADUATE PROGRAMS School of PUBLIC HEALTH AND COMMUNITY MEDICINE PHCM9701 Health Leadership and Workforce Management Semester 2, 2013

2 Contributor/s 2013 Lois Meyer, Joanne Travaglia, Lesley Halliday School of Public Health and Community Medicine Faculty of Medicine University of New South Wales UNSW Sydney NSW The School of Public Health and Community Medicine and, University of New South Wales. CRICOS Provider No: 00098G. Previously published material in this book is copied on behalf of the University of New South Wales pursuant to Part VB of the Copyright Act as amended.

3 Contents Course Outline Welcome 1 Course staff 1 Course information 3 Course aim 4 Learning and teaching rationale 5 Learning strategies 5 Assessment 9 Readings and resources 19 Continual course improvement 20 Additional support to students 20 Course schedule 25 Sections Phase 1: The individual leader Section 1: Introduction 1-1 Section 2: Managing the self as a leader 2-1 Section 3: The shifting role of leaders in healthcare 3-1 Section 4: Leadership principles and practices 4-1 Phase 2: Leading teams in healthcare Section 5: Leading healthcare teams 5-1 Section 6: The communication imperative 6-1 Section 7: Improving performance 7-1 Section 8: Leadership at every level 8-1 Phase 3: Leading the learning organisation Section 9: Decision making in healthcare 9-1 Section 10: Workforce planning and capacity building 10-1 Section 11: Ethics, culture and diversity 11-1 Section 12: Critical appraisal and review 12-1 UNSW School of Public Health and Community Medicine i

4

5 Course Outline Welcome This course enhances students' understanding of different approaches to leading and managing at different levels in a healthcare organisation. It provides tools to approach management problems in the context of major changes in society and the health workforce. Topics include decision making, managing diversity, assessing and improving worker performance, motivating professionals and constructively managing workplace conflict. You will be asked to consider the role of clinicians, line managers and HR professionals in people management and to explore your assumptions about influences on staff motivation, commitment and performance. The importance of the organisation culture will be highlighted. The relations among the different professions as sub-cultures will be reviewed to derive further understanding of the challenges facing health services managers. Case problems and scenarios will be used to encourage application and practice of skills. Analytical frameworks and tools will be offered to guide your exploration of what is happening in your respective organisations. Some of you may have undertaken other courses in management, strategic planning and organisational change in the past. For others, this may be an introduction to this area. Throughout the course, key leadership and management concepts will be addressed. These will be explored through a series of guided readings, practical application of concepts through scenarios and workplace examples and written assignments. Course staff 2013 Course convenors Dr Jo Travaglia Ph: Fax: [email protected] Dr Lesley Halliday Ph: Fax: [email protected] UNSW School of Public Health and Community Medicine 1

6 PHCM9701 Health Leadership and Workforce Management Dr Joanne Travaglia Joanne Travaglia is a sociologist with background in social work, adult education and health services management. She is Acting Director of the Health Management Program in the School of Public Health and Community Medicine and a Senior Research Fellow with the Australian Institute of Health Innovation. Jo is a Fellow of the Australasian Association for Quality in Health Care, a member of the Technical Committee for the Australian Committee on Safety and Quality in Health Care and of the Team Health Advisory Committee of the Clinical Education and Training Institute of NSW. Dr Travaglia s work centres on the application of critical theory to the practice and management of healthcare. She has published close to 100 books, book chapters, monographs and articles. Her interests include: the social, relational and organisational origins and impact of iatrogenic harm; vulnerable groups (both patients and staff) and the quality and safety of care; collaboration, learning and leadership in health; professional conceptualisations of quality and safety of care; new models of consumer engagement; the sustainability and transfer of innovation; and the changing role(s) of allied health. She has conducted research into the: implementation of safety and quality improvement strategies; professional knowledge creation and management; quality and safety of healthcare for vulnerable groups; use and impact of patient safety inquiries; management of diversity in health care; indicators of a healthy clinical workplace environment; and interprofessional collaborative learning and practice. She has published in BMJ Quality and Safety in Health Care, International Journal of Quality in Health Care, Medical Journal of Australia, Social Science and Medicine and the Journal of Organisational Health Management. Dr Travaglia is an Associate Editor for BMC Health Services Research. Dr Lesley Halliday Lesley Halliday is a psychologist with a specific interest in maternal health care and women s health, leadership and health services research. Lesley worked for several years in the clinical sector with vulnerable populations (aged/ palliative care, mental health), prior to completing a tertiary teaching qualification in 2003 and changing to an academic career. She holds a Psychology BSc (Hons1), a PhD from the University of Sydney and post graduate counselling qualifications. Lesley researches management, leadership and team work in the context of health care and how accountability is established in multidisciplinary teams, as well as women s health (particularly maternal health), with her expertise lying in qualitative and mixed method health research. Lesley received a prestigious Australian Learning & Teaching Council Citation Award in 2009 for her outstanding contribution to the CALD student learning experience. Her research is published in a number of international health and nursing journals, 2 UNSW School of Public Health and Community Medicine

7 Course Outline she regularly presents at national and international conferences, and is an Associate Fellow of the Australian College of Health Service Management (ACHSM). Dr Halliday s teaching philosophy advocates experiential learning as a basis for generation of critical reflection, consolidation of theory and practice, as well as academic, professional and personal growth. She contributes to a number of modules delivered internally and externally for the MHM, MHM/MPH combined program, as well as the Phase I medicine program. Keeping in touch Do not hesitate to contact us at any time. You may consult us for any reason, especially if you are having difficulty preparing the assessable work or if you do not understand any part of the materials. PLEASE contact us early if you are experiencing difficulties. Course information Units of credit This course is a core course of the Master of Health Management program, comprising six units of credit towards the total required for completion of the study program. The course is also offered as an elective in the Master of Public Health and the Master of International Public Health. Pre-requisites There are no pre-requisites for this course. UNSW School of Public Health and Community Medicine 3

8 PHCM9701 Health Leadership and Workforce Management Course aim The overall aim of this course is to enable you to build and progressively refine your understanding and application of leadership and management concepts and techniques so that you are able to systematically analyse and propose solutions to health management issues in your workplace. The course aims to provide you with the capacities to: Interpret and evaluate theories and practices in management and leadership relevant to the health sector, and reflect on their relevance to your own area of practice Critically analyse problems in health workforce management and utilise a range of analytical tools, techniques and strategies to address health workforce problems Demonstrate skills in leadership, collaboration and teamwork and the capacity to be socially, culturally and ethically responsive in your management practice. Specific course objectives On successful completion of this course you should be able to: Identify and explore key issues related to management of the health workforce Analyse the characteristics of and changing influences on the health workforce and identify the leadership strategies required to respond effectively to changes within the health sector. Assess your own managerial assumptions, standpoints, approaches and preferences and their implications for effective performance in the workplace. Demonstrate problem identification skills in managing the health workforce. Utilise a range of management tools and strategies to enhance workforce performance at individual, team and organisational levels. Propose relevant actions and solutions to health workforce and managerial problems to meet the organisational context. Demonstrate understanding of diversity in health services and identify strategies for ensuring a culturally safe and productive workplace. Outline principles for workforce planning and their implications for effectively managing staff and health service delivery. 4 UNSW School of Public Health and Community Medicine

9 Course Outline Learning and teaching rationale Leading and managing are inherently practical disciplines. While this course addresses the theory and evidence base of health services management; we are also committed to encouraging you to apply this knowledge and to develop practical managerial skills. A particular feature of this course is to expose you to a number of techniques and tools designed to improve managerial performance. Being able to effectively lead and manage people is challenging and complex. Rarely is there one right way to address management issues. We believe that managers therefore need to be flexible, with a range of skills and attributes that enable them to learn through experience. So that they are better equipped to deal with this complexity, we use an action learning approach, which involves working on real problems, focusing on a continuous process of learning, and reflection on how you would implement solutions. It is a powerful form of problem solving combined with intentional learning, in order to bring about change in individuals and the organisation. This course is designed to provide you with theoretical frameworks, apply these to your understanding of your workplace, and reflect on this experience. That is why we have included the learning journal as an integral part of the course. It provides you with opportunity to reflect on your learning and experience and use these insights to enhance your own managerial practice. Learning strategies Due to the practical orientation of the course, you will develop strategies to address human resource management issues in your own workplace. This includes work that will be part of your assessment for the course. The course will: provide opportunities to work on projects related to your own workplace; use a critical approach to social institutions which encourages you to critique and challenge the status quo; develop cognitive abilities such as critical thinking and reflection, and; provide opportunities to pursue academic interests and undertake three written assignments that will promote your capabilities in this area of health management. This course involves the gradual accumulation and assimilation of health service managerial concepts and tools throughout the session. Those who work steadily through the material, allocating between 6-8 hours per week for reading, writing and UNSW School of Public Health and Community Medicine 5

10 PHCM9701 Health Leadership and Workforce Management reflecting will do well. The time invested will be repaid not only in the grading earned, but over the long term, in the development of the student as a manager. The most important initial task is to read this Course Outline, taking special notice of the coursework requirements and key assignment dates. You should also begin to plan how you will tackle the course. EXTERNAL STUDENTS The residential 2 day workshop is a compulsory component for the course. This is only for external students and offered so that you can have a similar experience to the internal students in participating in a range of experiential activities and discussions face to face. At the workshop you will have the opportunity to engage with core concepts and activities for the course and interact with us the course convenors and your student peers. The workshop is fundamental to meeting the course requirements and it is expected that you will contribute to and participate actively in the experiential workshop activities and discussions. As an external student you will also be expected to participate in online discussions on a fortnightly basis that focus on key topics and dilemmas in health management. The online component will allow you to: Maintain and build on the network established at the workshop Give you the opportunity to continue to share ideas and exchange information Encourage you to collaborate and problem solve Allow you time to reflect on what you have learnt Provide you the opportunity to give and receive feedback on your work so far Give you easy access to web-based resources that may be helpful to you as a manager INTERNAL STUDENTS There will be weekly two hour classes which will be run as a combination of lecture, experiential activities and class discussion. It is expected that you will come to class prepared from reading course notes readings and ready to discuss these as well as participate actively in class activities. 6 UNSW School of Public Health and Community Medicine

11 Course Outline GRADUATE ATTRIBUTES The Master of Health Management specifies eleven Graduate Attributes that are fostered through this program. (See the SPHCM website for a full list of the attributes and how they are addressed across the MHM courses). This course specifically relates to nurturing your knowledge and skills in the following attributes: 1. Leading and managing within own organisational context including: Inspiring others in achieving the strategic direction of the organisation Critically analysing the drivers for change and managing the change process Drawing on organisational theories and frameworks to manage in the healthcare context Using negotiation skills and influence to resolve conflict and gain support 2. Strategically planning and managing resources for health service delivery including: Planning strategically to meet the needs of the health care context. Managing a diverse workforce in the context of global and local The course also relates to nurturing your interactional abilities and personal attributes particularly in relation to: 1. Communicating across a range of health service contexts Networking and communicating with staff Networking and communicating with peers and health service colleagues Networking and communicating with communities 2. Working within and contributing to local, national and international communities Demonstrating cultural competence 3. Enhancing the capacity for collaborative and multidisciplinary teamwork Leading and participating in collaborative teamwork Demonstrating multidisciplinary ways of working 4. Applying analytical and critical thinking for creative problem solving 5. Committing to ethical practice and social responsibility Applying legal and ethical frameworks Acting with personal integrity and abiding by professional ethics 6. Engaging in Lifelong learning and reflective practice Engaging in scholarly inquiry Critically reflecting on own practice, recognising personal limits and assumptions Actively promoting own learning, resilience and professional capacity UNSW School of Public Health and Community Medicine 7

12 PHCM9701 Health Leadership and Workforce Management Online learning component using UNSW MOODLE As part of the TELT (Technology Enabled Learning and Teaching) applications at UNSW, this course will use Moodle (Learning Management System) in Semester 2, 2013 and the online component will be delivered in this new environment. Be reassured that you will find the environment straightforward to use and we will support you in any way you need. We envisage you will have no problems with the environment and we hope will find it more user friendly than Blackboard. Moodle is a Learning Management System that supports university learning and teaching by extending the face-to-face learning environment to online learning spaces and providing virtual classrooms for distance learning courses. For more information on Moodle, visit: You can access your course in Moodle via: The online component of this course provides: 1. Course notes with Web links to required readings. 2. The weekly teaching session overheads, which will be posted in the week prior to each internal class. 3. A discussion facility for you to: a) Raise any questions. Unless questions are of a personal nature, please do not me directly, but raise them using this facility. I will check UNSW Moodle at least twice weekly and address any issues raised. b) Notify your classmates of any issues of Health Economics and Financial Management which occur during semester. c) Join a discussion group where you can contribute your views on a series of specific discussion questions. 4. A place where you get to know more about your peers and chat socially amongst each other. Guidance for using UNSW Moodle The School runs an elearning tutorial during residential week at the start of each semester. If you are unable to attend this tutorial, guidance for using UNSW Moodle, including some basic tips, can be found at: If you are still experiencing difficulties with UNSW B Moodle, please contact the UNSW IT Service Desk for assistance. 8 UNSW School of Public Health and Community Medicine

13 Course Outline Assessment There are two pieces of individual assessable work required in this course. Assignment 1 is due on 6 th September and Assignment 2 on the 30 th October. Please note that you must pass each assignment in order to pass the course. Assignment 1: Using leadership approaches to address current health systems problems Length: Due date: Weighting: 40% 2000 words total September 6 th Rationale for assessment: This assignment provides the opportunity to demonstrate skills in analysing current health leadership issues by utilising one or more of the current theories and approaches in this field. Task description: Pick one issue from those identified by the group (the final list will be posted on Moodle Week 1 of the course that is by 1 August). (a) (b) Briefly describe and explain how and why this issue is important for the safety, quality and or effectiveness of health services (approximately 500 words)? Chose at least two leadership theories or approaches covered in the course and discuss these critically. Why do you think these theories in particular are appropriate as a way of addressing the issue you have chosen? How will you, as a leader, use these theories or approaches to address this issue in your (real or imagined) workplace? (approximately 1500 words) Assessment Criteria Assignment 1 will be assessed against the following specific criteria: Provides a clear description of the issue confronting healthcare leaders in Australia and or internationally Demonstrates understanding of at least two leadership theories Explains and provides evidence of the importance of the issue for the safety, quality and or effectiveness of health services Demonstrates understanding of two leadership theories UNSW School of Public Health and Community Medicine 9

14 PHCM9701 Health Leadership and Workforce Management Exhibits the ability to critically analyse the leadership theories Draws on other recent health leadership and management literature to support the analysis Provides a well-reasoned and coherent argument for the case study analysis in explaining the appropriateness of the leadership theories/approaches to addressing the issue described Incorporates evidence of critical reflection on the concepts and approaches within the course and their relevance to managing the issue chosen in a health service context Provides a well-structured, succinct and clearly written response Uses an appropriate referencing format. Assignment 2: Identifying and responding to the causes of health service failures Length: Due date: Maximum 3000 words October 30 th Weighting: 60% Rationale for assessment: The overall aim of this assignment is for you to critically analyse and respond to a case study of a major (yet not uncommon) health service failure. You will be asked to identify, analyse and address the leadership and health workforce issues which currently exist in healthcare systems across the world, utilising information from the Francis Inquiry into the Mid Staffordshire NHS Foundation Trust in the United Kingdom as an example. The Inquiry Reports can be found at the following URL These are large reports, so do not print the whole documents unless you have the resources to do so. Additional information about this and related Inquiries will be provided as part of the course, and relevant documents will be posted on Moodle. Task description: How would you address at least two of the issues raised by staff, managers or clients (and their families) in sections B and C of Volume 1 of the Francis Inquiry? What leadership and management a) style(s), b) skills and c) strategies would you need to use to address these issues and improve the quality, safety and effectiveness of care? 10 UNSW School of Public Health and Community Medicine

15 Course Outline It is important when choosing the issues that you consider not just the impact in the particular case of Mid Staffordshire, but to consider the ways in which these issues affect other healthcare services (including your own). In writing your assignment, please provide the following: 1. Background information: provide a brief introduction and background to your understanding of the issues at Mid Staffordshire (note this should be no more than a very brief summary) 2. The leadership and or workforce issues under consideration: What are the particular issues you wish to address? Why do you wish to address them? Why are they important? 3. Application: how relevant are these issues in other healthcare contexts? 4. Aim: What is the purpose of the improvement strategy(ies) you wish to implement? What will success look like and how will it impact on staff and clients? 5. Role: what will your role be in the improvement process? What leadership style, approach or theories will you implement and why? 6. Action: What do you intend to do? Specify practical clear achievable actions and the resources needed to implement them. 7. Responsibility: Who else will be involved in your improvement strategy(ies)? 8. Timeframe: How long will it take to implement your approach and achieve outcomes? 9. Monitoring: How will you measure your progress towards achieving your aim(s)? Be specific. 10. Risks and strategies: Identify the major known risks the plan faces and outline your planned strategies for dealing with these. 11. Bibliography Rationale for assessment: This assignment builds on your work in Assignment 1, and provides an opportunity to consolidate and apply what you have learned to solving health workforce issues and applying health leadership and management strategies within a specified case study. UNSW School of Public Health and Community Medicine 11

16 PHCM9701 Health Leadership and Workforce Management Assessment criteria Assignment 2 will be assessed against the following specific criteria: Provides a clear explanation of the organisational context of the problem/issue; Provides a clear analysis of the impact of the issues chosen on health workplaces and their outcomes in general (ie not just a description of what happened at Mid Staffordshire, but an analysis of how similar issues do or don t affect health services in general); Provides a coherent argument for the leadership styles and skills you have chosen; Provide feasible and appropriate strategies for addressing the workforce problem/issue and justify the preferred strategy/ies; Integrates literature where appropriate, providing evidence of critical reading across the health management literature, including the course materials and additional materials beyond those provided; Provides a well-structured, succinct and clearly written response; Uses an appropriate and accurate referencing. Grading and marking Grades to be used are represented by the following symbols (and corresponding range of marks): HD (85%-100%), DN (75%-84%), CR (65%-74%), PS (50%-64%), FL (<50%) HD DN CR This grade represents a High Distinction. This level of performance involves all of the characteristics of a DN performance but also a level of excellence that makes it outstanding. The level of originality, creativity, or depth of thought and understanding shown would be higher than normally expected for postgraduate students. It demonstrates a higher order of critical thinking and reflection than that demonstrated at the level of DN. This grade represents a Distinction. This level of performance involves all of the characteristics of a CR performance but also a level of originality, creativity, or depth of thought and understanding. The work might involve a high level of abstract thinking, or the ability to take an idea or an application into a new context, understand the demands of that context and make modifications. Specific assessment criteria relevant to this assignment are adequately addressed and ALL aspects well done. (This distinguishes it from a CR in which one or two aspects may be incomplete or otherwise not well done.) This grade represents a Credit. The assignment or project comes together to make a broadly coherent whole. The response answers the question, makes a good argument, draws on appropriate evidence, and shows some selectivity and judgment in deciding what is important and what is not. Communication is clear and effective. Specific 12 UNSW School of Public Health and Community Medicine

17 Course Outline assessment criteria relevant to this assignment are adequately addressed. (One or two aspects may not be well done but the overall result is still MORE THAN satisfactory). PS FL This grade represents a pass. The student has demonstrated understanding of the basic aspects of the topic, but they may be minimally integrated and fail to make a convincing coherent statement or argument. Written work may be descriptive rather than analytical. It may rely too much on retelling other sources such as texts and lecture notes, with little evidence that the student is capable of transforming these into a personal understanding. Significant elements of the assignment are treated superficially. Assessment criteria relevant to the assignment are sufficiently addressed to warrant a PS however the overall standard is no more than satisfactory. This grade represents a clear fail. This grade is used when the student has misunderstood the point of the assignment, or failed to address the most important aspects of the topic. In other words a substantial failure, which would need major work before it could be passed. NOTE: Students are expected to meet UNSW standards of academic writing and in particular must meet standards of referencing described by the Learning Centre. Failure to reference correctly may limit marks to PS or below. Plagiarism or collusion will result in an automatic FL. Submitting your assignments You are required to submit your assignment electronically via UNSW Moodle. The following policies apply: 1. This course will use the Turnitin similarity detection software in Moodle. All assignments must be submitted electronically via the Turnitin Assignment dropbox available in Moodle course site by the due date. (Turnitin is an originality checking and plagiarism prevention tool that enables submitted written assignments to be checked for plagiarism including improper citation or misappropriated content. Each assignment submitted to Turnitin is checked against the submitted assignments of other students as well as the Internet and key resources selected by the course convenor. Student assignments submitted to Turnitin will remain in the Turnitin database for an unknown period.) If you are unfamiliar with the Turnitin software, a demonstration can be found on the UNSW Moodle Support Pages > Students > Assignments 2. You can view the Originality Report of your submission and resubmit as often as you wish until the assignment due date. This will help you in self-reviewing and revising your submission until the due date. Please note that draft assignments submitted in this way will be regarded as the final version at the due date if you have not uploaded a subsequent, finalised version (each file UNSW School of Public Health and Community Medicine 13

18 PHCM9701 Health Leadership and Workforce Management uploaded overwrites the previous version). No resubmissions will be allowed after the due date and time of the assignment. IMPORTANT: The first submission generates an Originality Report immediately (within10 minutes). For Originality Reports for the second or subsequent submissions there is a 24 hour delay between time of submission and before the Originality Report begins processing. You will need to allow for 24 hours before your assignment due date and time, if you want to see an originality report before submitting the final version. 3. Only use your student ID to identify yourself in your assignment (DO NOT INCLUDE YOUR NAME). All assignments submitted to the Turnitin database will be used to determine whether other students in your course, and in the future, have plagiarised or inappropriately included work that is not their own. Therefore, personal details (such as your name and/or contact details which can be used to identify you) should be removed from your papers to protect your privacy. 4. You will need to include your Student ID, course code, date and assignment title in the header or footer on every page, and in the file name. 5. You are no longer required to submit the coversheet with your assignment. Instead, you will need to review and acknowledge the declaration in Moodle for each of your assessment tasks. The Turnitin Assignment drop-box will become available after the declaration has been read and acknowledged you will need to click on a button Agree before you can see the Turnitin drop-box and submit your assignment. 6. After you submit your file, Turnitin will display a digital receipt in your browser window. If you can't see a receipt it means that you have not successfully submitted your file. A copy of the receipt is also sent to your address. Save the receipt and the paper ID it contains, as this is proof of a completed submission. 7. All late assignments (unless extension or exemption previously agreed) will be reduced by a grade. This rule applies if the assignment is one day or one week late. 8. Extensions will only be granted to students suffering extenuating circumstances. Extensions of up to one week are only granted if requested before the due date. Longer extensions, up to a maximum of two weeks, are only considered with medical certificate unless other appropriate reason is given. Application for extension must be made by to the course coordinators. 9. Assignments will not be marked if submitted after other students' assignments have been returned. 14 UNSW School of Public Health and Community Medicine

19 Course Outline 10. Only FL assignments can be resubmitted. The maximum grade that can be achieved after re-marking is a PS. 11. Assignments will be marked within two weeks of due date. Feedback may not reach students until 3 weeks after assignment submission. 12. More details on Assignment Submission will be available within your Moodle course site. 13. For more information on how to avoid plagiarism, see section on plagiarism. See School website for more information on Assessment Guidelines Feedback on assessment Clear feedback will be provided on all assignments. The course convenors are acutely aware that meaningful and timely feedback to students improves learning. Academic honesty and plagiarism At UNSW plagiarism is a form of academic misconduct and is viewed very seriously. The following notes describe what plagiarism is and where you can obtain additional information about it. It is part of your responsibility as a student of UNSW to ensure that you understand what plagiarism is, so that you avoid it in any of your assignments and other academic work. What is Plagiarism? Plagiarism is using the words or ideas of others and presenting them as your own. Plagiarism is a type of intellectual theft. It can take many forms, from deliberate cheating to accidentally copying from a source without proper acknowledgement, that is referencing. The basic principles are that you should not attempt to pass off the work of another person as your own, and it should be possible for a reader to locate information and ideas you have used by going to the original source material. Acknowledgement should be sufficiently accurate to enable the source to be located quickly and easily. If you are unsure whether, or how, to acknowledge your source material, consult your lecturer or visit The Learning Centre. UNSW groups plagiarism into the following categories: * Copying: using the same or very similar words to the original text or idea without acknowledging the source or using quotation marks. This also applies UNSW School of Public Health and Community Medicine 15

20 PHCM9701 Health Leadership and Workforce Management to images, art and design projects, as well as presentations where someone presents another person s ideas or words without credit Inappropriate paraphrasing: changing a few words and phrases while mostly retaining the original structure and information without acknowledgement. This also applies in presentations where someone paraphrases another s ideas or words without credit. It also applies to piecing together quotes and paraphrases into a new whole, without referencing and a student s own analysis to bring the material together Duplication: submitting your own work, in whole or in part, where it has previously been prepared or submitted for another assessment or course at UNSW or another university Collusion: working with others but passing off the work as a person s individual work. Collusion also includes providing your work to another student before an assignment is due, or for the purpose of them plagiarising at any time, paying another person to perform an academic task, stealing or acquiring another person s academic work and copying it, offering to complete another person s work or seeking payment for completing academic work. The School recognises and encourages the need of external students to have contact with each other and where possible collaborate in their studies. However, there have been instances where students have copied each other's material and submitted it as their own this is an example of collusion. Lecturers are alert to this practice. You should not work with any other student to answer assignment questions and submit the same or very similar work as someone else unless it is a group assignment. Also, is it not acceptable to submit an assignment which has been submitted by a student in a previous year or submit an assignment which is substantially similar to one you have submitted for another course. *These categories are adapted from by Oxford Brookes University (UK) Plagiarism Information Skills, Oxford Brookes University Library Skills Resource Where can I find more information? In many cases, plagiarism can be the result of inexperience or poor academic skills, rather than the deliberate intention to deceive. The University has adopted an educative approach to plagiarism and developed a range of resources to support students, which are outlined below. The University has also developed a clear set of procedures for managing serious and repeat instances of plagiarism. These require a set of formal processes be undertaken to investigate students academic standards. A range of penalties can be applied by the University if a student is found to have plagiarised. 1. UNSW s Plagiarism & Academic Integrity Website This site aims to address three issues that often result in plagiarism: unfamiliarity with the concept of plagiarism; knowing how it occurs, and developing the necessary 16 UNSW School of Public Health and Community Medicine

21 Course Outline academic skills to avoid plagiarism. As a student, you will be able to use this collection of resources (worked examples, activities and links) to improve your allround academic literacy and, consequently, reduce the possibilities for plagiarism. More information is available at: UNSW has also produced a booklet to assist you with essential information for avoiding plagiarism: 2. The Learning Centre The Learning Centre provides a range of programs and resources for students including website materials, workshops, individual tuition and online tutorials to aid students in: correct referencing practices and citation practices; paraphrasing, summarising, essay writing, and time management; appropriate use of, and attribution for, a range of materials including text, images, formulae and concepts. Individual assistance is available on request from The Learning Centre ( Students are also reminded that careful time management is an important part of study and one of the identified causes of plagiarism is poor time management. Students should allow sufficient time for research, drafting, and the proper referencing of sources in preparing all assessment items. 3. The Elise Study Skills tutorial ELISE (Enabling Library & Information Skills for Everyone) is an online tutorial to help you understand how to find and use information for your assignments or research. It will help you to search databases, identify good quality information and write assignments. It will also help you understand plagiarism and how to avoid it. The Elise Study Skills tutorial (subjectguides.library.unsw.edu.au/elise) is highly recommended to Postgraduate students in their first semester of study. On completion, students will be able to: Understand the need for citing information and be able to use appropriate referencing styles Conform with conventions and requirements relating to the access and use of information Understand and abide by copyright laws 4. Turnitin Turnitin is an originality checking and plagiarism prevention tool that enables submitted written assignments to be checked for plagiarism including improper citation or misappropriated content. Each assignment submitted to Turnitin is checked against the submitted assignments of other students as well as the Internet and key resources (including library databases, text-book publishers, digital UNSW School of Public Health and Community Medicine 17

22 PHCM9701 Health Leadership and Workforce Management reference collections, subscription-based publications, homework helper sites and books) as selected by the course convenor. Some courses may require all students in that course to submit their work into Turnitin when they submit their work. However, academics can also use it to check an individual student s assignment when they are marking it. You can find out more about Turnitin here: Addressing plagiarism and academic misconduct As a postgraduate student you need to be aware that any allegation of plagiarism needs to be investigated by the School and that if the allegation is proven, the student is placed on the UNSW Student Plagiarism and Misconduct Register. Plagiarism varies in its extent and seriousness and procedures are in place that deal with plagiarism through education and referral to the Learning Centre to more formal reprimands and penalties depending on the seriousness of the plagiarism and previous history of the student. Penalties for students found guilty of repeated plagiarism can include a reduction in marks, failing a course, or for more serious matters, suspension or exclusion from the University. For more information on academic misconduct you can refer to: Referencing It is your responsibility to learn one of the accepted academic methods for acknowledging sources of information (citing references). You must use ONE style only in your assignments. ALL your references must be correct in the reference list and or bibliography. Guidelines for acknowledging sources of information can be found on the following websites: Faculty of Medicine SPHCM The Learning Centre 18 UNSW School of Public Health and Community Medicine

23 Course Outline Readings and resources Internal Students: Learning resources for this course consist of the following: 1. These course notes with readings 2. Weekly class activities with your peers 3. Lecture resources and additional resources available through Moodle 4. The course texts. External Students: Learning resources for this course consist of the following: 1. These course notes with readings 2. Residential 2 day workshop and materials 3. Lecture resources and additional resources available through Moodle 4. The course texts. Recommended texts: This year there are no set texts. HOWEVER, both Harris et al and Bolman and Deal remain highly useful for this course. Harris MG and Associates. (2006) Managing Health Services Concepts and Practice (2 nd ed). Sydney: MacLennan and Petty. This book is a current and most useful summary of key issues in health management in Australia. The authors come from all the major universities teaching health management and bring the latest thinking, literature reviews and useful tips and checklists. Bolman L & Deal T. (2008) Reframing organisations: artistry, choice and leadership (4th ed). San Francisco: Jossey-Bass. This text considers four key dimensions of managerial interest organisational structure, human resource management, politics and culture. The central theme is that managers need skills in managing across all four dimensions. Please note this text is available electronically from the library Carlopio J, Andrewartha G (2008). Developing management skills: a comprehensive guide for leaders (4 th ed). Sydney: Pearson. Although this book is written for generic managers, much of it is relevant and useful for health services managers. It contains many useful self-tests to aid understanding of your own strengths and areas for development. UNSW School of Public Health and Community Medicine 19

24 PHCM9701 Health Leadership and Workforce Management Lawson J, Rotem A, Bates PW. (2003) From clinician to manager: an introduction to hospital and health services management. Sydney: McGraw-Hill. This popular and easy to read text explores the principles, language and concepts underlying the practice of public health management in Australia. Many illustrative real-life case study examples are given to augment the conceptual material. Continual course improvement Periodically student evaluative feedback on both courses and teaching is gathered. The UNSW's Course and Teaching Evaluation and Improvement (CATEI) Processes are used along with student focus groups, student forums, and at times additional evaluation and improvement instruments developed in consultation with the Faculty of Medicine's Program Evaluation and Improvement Group. Student feedback is taken seriously, and continual improvements are made to the course based in part on such feedback. Evaluation activities across the Faculty are strongly linked to improvements and ensuring support for learning and teaching activities for both students and staff. In order to improve this course we will ask you for your views about the workshop (both during and after the workshop) and your reflections about participating in the online environment. We will also ask you to complete the CATEI form on-line at the end of the course. Additional support to students Mentors A mentor is a wise, experienced person who knows a great deal about a particular area of activity. In your case, you will want a mentor who knows about the health care system and the ways in which it functions both in Australia and in your own health region. You should be aware that a mentor will be able to help you gain insight as well as improving your knowledge of health care but should not help you with your actual assignments. As you know, assignments are to be your own work. A mentor will be a person, who can discuss the workings of the health care system, and the roles of organisations within it, and general health services management issues rather than discussing the particulars of the course you are presently studying. There are several ways to look for a mentor: Ask your colleagues and/or superiors at your workplace about knowledgeable, experienced people they know of in your health region. If 20 UNSW School of Public Health and Community Medicine

25 Course Outline they name the same person or several names come up repeatedly, these are likely to be good references. Consult your professional association. Ask other members of your class who are also in your health region. Guidelines for preparing assignments and essays Here are the guidelines for studying this course primarily via distance. They are also useful for doing assignments generally. Read the assignment requirements carefully. Make a list of the requirements and note after each one the items you should investigate and develop in order to cover them fully Start with the course textbooks and Readings but note that a wellregarded essay or case study will utilise material beyond those prescribed As you read articles or other material before doing the assignment, make sure you analyse the work that you read and determine its meaning. If you don't do this analysis, you may find your work on the assignment is not up to standard because you are referring to parts of other authors' work which you have not understood When you make an analysis of information for the assignment, make sure you are able to support your analysis with examples which show you understand what you are saying Prepare a draft of the assignment. Make sure you format it according to the relevant style. In this course we will accept any recognised style (eg, Harvard or Vancouver) provided it us used consistently. Then check it to see if you have covered all the topics required and also conformed to the required number of words. How to adopt a critical approach to your assignments It is important that you adopt a critical approach to your assignments, to the material that you obtain for assignments, to the required readings, and to other information with which you are presented in this course. A critical approach does not mean a disparaging or belittling attitude to information. Rather, it means that you absorb what you are reading in an active way and that you do not accept without question what may often seem to be authoritative pronouncements by authors and commentators. It means you think about and evaluate the material which you are reading and which you are presenting in assignments. It means that you attempt to cast aside your assumptions and biases and attempt to assess the logic and consistency of the material in light of the UNSW School of Public Health and Community Medicine 21

26 PHCM9701 Health Leadership and Workforce Management supporting evidence. Wide reading on a topic facilitates this process. It is a very useful learning approach. Self-Pacing The work of this course has been divided into sections: one for each week of session. The units cover certain closely-related topics. The work of the sections, combined with the readings, form the background for the assignments. You should organise your study time so you can cover the materials to meet your needs within the timelines. Each week's work should be approximately hours, depending on your own methods of study. IT requirements for UNSW students Our courses have online components which have been developed and are taught on the assumption that all students meet the UNSW IT Requirements Policy. Viewable online at: UNSW IT Service Desk (UNSW Moodle support) The IT Service Desk is your central point of contact for assistance and support with UNSW Moodle, UniPass, zpass, UniMail, UniWide, zmail and Anti-virus software. Contact them directly for assistance with IT related matters, including UNSW Moodle: Website: Tel: +61 (2) [email protected] Location: UNSW Library Library resources UNSW library support Staff at the library can help you: find information resources for your assignments access electronic resources & databases advise you on library and information services. Information about UNSW library assistance is available at: Library Homepage: Postgraduate Services: Tel: Location: UNSW Library, Level 2 Service desk 22 UNSW School of Public Health and Community Medicine

27 Course Outline Online training and resources There are a variety of online tutorials and resources available to Postgraduate students to help equip you with the information skills you will need to get started in your program such as: searching databases (which include videos and screen captures), evaluating different types of resources like peer-reviewed journals and websites, and citing references. These resources are designed to help students learn more about: searching for information to complete assignments and projects, and self-directed learning. It is highly recommended that students complete the Online Information Skills Tutorial prior to commencing their studies and assignments. Subject guides Use these guides as a quick and easy pathway to locating resources in your subject area. These excellent guides bring together the core web and print resources in one place and provide a one click portal into the online resources. UNSW Library Subject Guides: Health Services Management Subject Guide: Learning Centre The Learning Centre provides a wide range of workshops and study skill resources to students enrolled in degree programs at the University. Students can access information on: Essay and assignment writing, Exam skills, Reading and writing skills, Referencing and plagiarism, Organisation skills, Oral presentations. See: Administrative matters All administrative matters are covered comprehensively on the SPHCM Website. Check for details on how to access , obtain your zpass etc. at: See the school website for information on school assessment guidelines: If you do not have a prospectus you can pick one up from the Postgraduate Coursework Office, Level 2 Samuels Building or download if from the web. UNSW School of Public Health and Community Medicine 23

28 PHCM9701 Health Leadership and Workforce Management For any further assistance, you can contact: Postgraduate Office School of Public Health and Community Medicine The University of New South Wales Level 2, Samuels Building UNSW Sydney NSW 2052, Australia T: + 61 (2) F: + 61 (2) E: [email protected] Other matters Health & Safety: Complaints procedures: Equity & Diversity: 24 UNSW School of Public Health and Community Medicine

29 Course Outline Course schedule Provisional weekly schedule Date Topic and Section Assessments due Week July Residential Workshop (External Students Only) Week 1 30 July Introduction Week 2 6 August Managing the self as leader Week 3 13 August The shifting roles of leaders in healthcare Week 4 20 August Leadership principles and practices Week 5 27 August Leading healthcare teams Week 6 3 September The communication imperative 8-13 September Week 7 17 September Week 8 24 September Week 9 1 October Week 10 8 October Week October Week October Mid-session break Improving performance Leadership at every level Leading the learning organisation Workforce planning and capacity building Ethics, culture and diversity Critical appraisal and review Assessment 1 due September 6 th Assessment 2 due October 30 th UNSW School of Public Health and Community Medicine 25