The aim of this module is to explore system changes, integrated care models, and system architecture as they relate to health care. The focus will be primarily on health systems in high income countries. In many high income countries, including the UK and Canada, health systems are facing the challenge of adapting to new approaches to healthcare that focus on the organisation and management of health services in primary and community settings to meet changing health needs. These organisations tend to be smaller, often networked or federated groups, have flatter organisational structures and are developing new ways of working, coping with more complex delivery settings and the need to adopt more collaborative and integrated ways of working between organisations.
Contact hours: 24
Private study hours: 126
Total hours: 150
MSc Management, Kent Business School (Medway Campus)
Main assessment methods
• Case scenario, 2,000 words (50%)
• Essay, 2,000 words (50%).
Reassessment Method
100% Coursework
Best, A., Greenhalgh, T., Lewis, S., Saul, J. E., Carroll, S. & Bitz, J. (2012). Large-system Transformation in Health Care: A Realist Review. Milbank Quarterly, 90 (3), 421-456.
Langabeer, J.R. & Helton, J. (2015). Health Care Operations Management - A Systems Perspective. 2nd revised edn. Burlington MA: Jones and Bartlett Publishers.
Macfarlane, F., Greenhalgh, T., Humphrey, C., Hughes, J., Butler, C., & Pawson, R. (2011). A New Workforce in the Making? A Case Study of Strategic Human Resource Management in a Whole-system Change Effort in Healthcare. Journal of Health Organization and Management, 25 (1), 55-72.
Sheaff, W. R., Halliday, J., Øvretveit, J., Byng, R., Exworthy, R., Peckham, S., & Asthana, S. (2015). Integration and Continuity of Primary Care: Polyclinics and Alternatives, a Patient-Centred Analysis of How Organisation Constrains Care Coordination. Health, 3 (35).
Shiver, J. J., & Cantiello, J. (2015). Managing Integrated Health Systems. Burlington MA: Jones & Bartlett Publishers.
Sturmberg, J. P., O'Halloran, D. M., & Martin, C. M. (2012). Understanding Health System Reform – A Complex Adaptive Systems Perspective. Journal of Evaluation in Clinical Practice, 18 (1), 202-208.
See the library reading list for this module (Canterbury)
See the library reading list for this module (Medway)
The intended subject specific learning outcomes
On successfully completing the module students will be able to:
8.1. Demonstrate a critical understanding of how changing demographic profiles impact on the organisation and delivery of health services
8.2. Apply management strategies to complex health service practice scenarios
8.3. Analyse complex health service system issues and identify relevant organisational and management strategies to address identified
problems
8.4. Situate health service management practice experience within evolving integrated organisational structures
The intended generic learning outcomes.
On successfully completing the module students will be able to:
9.1. Analyse, interpret, objectively evaluate and prioritise information, recognising its limitations, and critically evaluate the logic of arguments
and modes of inquiry
9.2. Recognise the limitations of knowledge in healthcare management
9.3. Communicate effectively with collaborators and participants in a management situation, adapting communication styles for appropriate
'audiences'
9.4. Demonstrate problem solving skills in an organisational management setting, identifying and defining management problems, ensuring
optimal and alternate solutions, deciding on a course of action, and reviewing the relative success of this course of action
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