Module Title
Management And Health Promotion
Keywords
Nhs Reforms, General Management, Health Promotion, Strategy, Strategic Analysis, Strategic Implementation, Stakeholders, Organisational Structure, Organisational Culture, Organisational Learning |
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Prerequisites for Module
None.
Corequisite Modules
None.
Precluded Modules
None.
Aims of Module
The aim of this module is: 1. to increase critical awareness of the implications of the NHS reforms for present day practice in health promotion. 2. to explore and critically examine a general management approach to health promotion. 3. to develop the individual's ability to take a more strategic approach to the implementation of health promotion.
Learning Outcomes for Module
On completion of this module, students are expected to be able to:
| 1. |
Examine critically the organisation and structure of the NHS.
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| 2. |
Discuss the implementation of general management in public services.
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| 3. |
Critically examine working practice under the ethos of the purchaser/provider split.
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| 4. |
Evaluate the effect of general management on the structure and organisation of health promotion.
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| 5. |
Formulate short and long-term strategies for health promotion.
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| 6. |
Examine critically the principles of management of chnage in relation to health promotion activities.
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Indicative Module Content
Organisational structure of the NHS; principles of general management; Griffiths post 1983; purchasing and providing health care and health promotion; contracting for health services; contracting for health promotion; principles of strategies analysis and implementation; explaining corporate strategy; management of change; theory of managing change.
| Indicative Student Workload
Contact Hours
| Part Time | Contact hours
| 50 |
Directed Study
| | Directed study
| 50 |
Private Study
| | Private study
| 100 |
Mode of Delivery
Delivery will be based on lectures, workshops group work and experiential learning.
Assessment Plan
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Learning Outcomes Assessed
| | Coursework | 1,2,3,4,5,6
| | Coursework | 1,2,3,4,5,6
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Two Case Studies assess all Learning Outcomes.
Indicative Bibliography
| 1. | Bowman C. & Asch D. (1987) Strategic management: corporate strategy and business policy. London: MacMillan Educational. Spurgeon P. & Barwell F. (1991) Implementing change in the NHS: a guide for general managers. London: Chapman & Hall.
| | 2. | Common R. (1993) Managing public services: competition and decentralisation. Oxford: Butterworth-Heinemann.
| | 3. | D.H.S.S. (1984) NHS management inquiry. (The Griffiths Report). London: HMSO.
| | 4. | Flynn N. (1993) Public sector management. (2nd Ed) Hemel Hempstead: Harvester Wheatsheaf.
| | 5. | Crafts R. (1989) Commissioning health service: central funding in the NHS. London: Public Finance Foundation.
| | 6. | Handy C. (1992) Understanding organisation. (4th ed) Harmondsworth: Penguin.
| | 7. | Johnson G. & Scholes K. (1993) Exploring corporate strategy. (3rd ed) Hemel Hempstead: Prentice-Hall.
| | 8. | N.A.H.A. (1988) The nations health: a way forward. Birmingham: N.A.H.A.
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