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Classes Course
Place:
London
Price:
Duration:
1 Year
Requirements:
- Have a first degree in a health related discipline AND - Have at least 1 year work experience ... see more
Course objectives:
This postgraduate diploma in International Health Management provides students with the opportunity to explore, critically analyse and evaluate the disciplines of senior management within an international health and social care context.
| Requirements |
- Have a first degree in a health related discipline
AND
- Have at least 1 year work experience
OR
- Have a HND in Health and Social Care or equivalent level qualification
AND
- Have experience of working in Health and Social care.
|
| Price |
£4,495 + VAT
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| Unit Name: International Health | Unit Code: IH |
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This unit will enable learners to provide evidence for the best public health measures in terms of life styles and interventions at different levels and in different contexts. Focus will be on the wider determinants of health and how they interact at individual, community, national and international level (e.g. diet, stress, tobacco and other substances, physical activity, cultural context, socio- economic and environmental factors). Learners will need to understand and compare existing health care systems in the developed world and their influence and impact of developing economic areas. The learner will cover a range of factors that influence global health and the strategies to tackle international health issues. Learning outcomes: 1. Analyse approaches and strategies used in health promotion and disease prevention. 2. Contrast and compare health care systems in the developed world. 3. Critically analyse factors influencing global health strategies and partnerships. |
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| Unit Name: Culture Climate Values | Unit Code: CCV |
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This unit focuses on the crucial importance of understanding culture and climate in a globalised, diverse and repeatedly restructured working environment. The unit explores cultural issues at national and organisational levels and the differences between culture, climate and values. The unit also explores how a manager can interact effectively in different cultural settings and influence the development of a desired organisational culture. Learners will explore the work that has been done to develop an understanding of both national and organisational cultural dimensions and consider how this affects their interaction with stakeholders from different cultural groups. Learners will investigate studies on the development of organisational values and the climate in the workplace and the extent to which these can be influenced by managers. Although the unit is underpinned by exploration of relevant theory, the intention is that learners apply their learning to specific organisations and situations. They will develop realistic strategies for interacting effectively with people from different cultures and for contributing to the development of organisational culture. Learning outcomes: 1. Examine different national and organisational cultures and how they affect the achievement of organisational objectives. 2. Develop strategies for communicating effectively with stakeholders belonging to different cultural groups. 3. Explore the development of desired organisational values and an effective work climate in an organisation. |
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| Unit Name: Management in the Wider Environment | Unit Code: MWE |
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The increase in information and communication technology, the consequent globalisation of markets and competition and the need to respect today's more diverse society means that organisations have to ensure they are more aware of the wider environment. Managers need to be much more concerned with the cultural, moral, ethical, spiritual and environmental effects of their activities, to ensure that these do not cause conflict within their sphere of operations. In addition, managers need to be aware of current and developing national and European and International legislation. The need for corporate social responsibility or governance lies at the heart of this unit. Its objective is to encourage managers to look beyond organisational success and progress, and to realise the importance of respecting and taking responsibility for societal values in general. It looks at this through a number of spheres - global, international and European, legal, environmental, social, cultural, ethnic and moral, including the need to enhance the welfare of the workforce generally. This unit is, designed to help managers realise the implications of 'wider curriculum' when dealing with health care. The unit will also help them to respond to the increasing expectation of society around the world that all decisions, policies, processes and activities undertaken by health organisations take into account standards beyond business success. Learning outcomes: 1. Examine the wider implications and effects of Globalisation on Health matters. 2. Investigate the range and effects of environmental legislation, directives and guidance and the processes organisations need to adopt in order to provide health protection. 3. Explore the socio-cultural, ethical and moral issues that affect various organisations in the current economic environment to establish and implement good health care practice. |
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| Unit Name: Management Research - Project & Presentation | Unit Code: PR |
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The purpose of this unit is to provide learners with an opportunity to integrate all the learning from the whole programme. This unit recognises the importance of effective project management in today's economy. As the rate of change escalates, it is important for organisations to not just hold their place in the market but to plan to move ahead. This unit recognises the importance for managers to have project management skills and expertise to enable this to happen. In effect, this unit requires managers to plan the implementation of a new product, service or process. Learners need to take a full and active role in all aspects of the development of the project and the selection of an appropriate management issue is crucial to success. The learners cover a full range of management activities and roles including resource and people management and implementation of change. The result needs to be a substantial report of a style appropriate for the consideration of senior management. This unit is only a core unit for the Diploma. Learning outcomes: 1. Identify the development of a new product, service or process in terms of overall efficiency. 2. Calculate, agree and plan for the necessary resources required for the project. 3. Plan and agree the implementation of the product, service or process and the measures for monitoring and evaluating success. |
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| Unit Name: Quality & Systems Management in Health | Unit Code: QSMH |
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This unit focuses on the effective and efficient strategic planning and control of operational systems to improve their effectiveness and efficiency. Learners will develop an understanding of the design and monitoring of systems and processes and how they can be monitored and improved. This unit enables learners to study the development and evolution of quality and quality models and how they relate to International Health Care Management. Learners will be able to focus on important quality aspects within their own organization and on improving organisational performance. As a result of studying this unit, learners will be able to contribute to business excellence within their own organisation. Learning outcomes: 1. Evaluate the strategic objectives of operations management within the Health Care Organisation. 2. Design and monitor appropriate systems to ensure quality of product and services. 3. Improve organisational performance. |
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| Unit Name: Managing Financial Principles & Techniques | Unit Code: MFPT |
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This unit is the first of two that provide learners with a foundation in financial principles and techniques relevant to the strategic management process. In this unit, the focus is on the management of costs through the use of forecasting, appraisal and financial reporting procedures. The main objective is to provide learners with the tools and confidence to apply, analyse and evaluate financial information. This will enhance their decision-making skills through the use and validation of forecasting techniques, and the consideration of financial statements. To complete this unit effectively learners will need to show an ability to judge the sources, nature, accuracy and completeness of cost-based information. They will also need to apply strategies associated with determining sound management information with reference to the sources of funds, the potential investment of resources, and the interpretation of financial statements. Learning outcomes: 1. Apply relevant forecasting techniques to obtain information for decision making. 2. Examine and apply the financial appraisal techniques used to evaluate potential investment decisions. 3. Interpret financial statements for planning and decision making. |
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| Unit Name: Managing Human Resources Policy | Unit Code: MHRP |
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This unit will enable learners to focus on the knowledge, understanding and skills necessary for the planning and development of an organisation's human resources (HR). Learners will research the role of the HR function, analyse HR planning and development methods and how they contribute to organisational objectives and requirements, and analyse performance enhancements. Learning outcomes: 1. Investigate how Human Resources Management (HRM) contributes to the achievement of Health organisational objectives. 2. Examine HR planning and development methods in Health Service. 3. Analyse ways in which performance of HR may be enhanced. |
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| Unit Name: Developing a Communication Strategy | Unit Code: DCS |
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Communication is crucial to organisational effectiveness as the basis for maintaining pace and of ensuring that change can happen at all levels of the organisation. It is through the management of sound and co-ordinated systems of communication that an organisation can integrate its various parts to ensure workforce harmonisation to achieve awareness and performance. Organisations today need to plan their communication systems to ensure up-to-date information; knowledge and awareness are always available to all who need them. This unit gives learners an opportunity to look to the design of a communication system within one organisation, eg their own workplace, one to which they are seconded or through a case study. This is a developing area of interest and to an extent creates 'the infrastructure' that the organisation needs to ensure all are aware, involved and committed. It is only through a planned system that organisation flows can develop upwards, sideways and downwards to ensure that required information, knowledge and awareness reaches its intended audience within or outside the organisational structure itself. Learning outcomes: 1. Evaluate the strengths and weaknesses, of the current internal communication processes in an organisation or organizations in healthcare. 2. Evaluate the strengths and weaknesses, of the current external communication processes in organizations in healthcare. 3. Develop plans for the implementation, integration and evaluation of a strategy for effective communications. |
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| Unit Name: Change Management, Policies & Risks | Unit Code: CMPR |
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Alvin Toffler's famous comment 'There is only one constant today and that is change' was made some decades ago, but now change itself is changing at a fast rate. With such change comes uncertainty and insecurity. No longer can organisations, even in the public sector, where 'steady state' was ever the watchword, sit back. All are being increasingly challenged by change. As a result, organisations can either progress or perish. This unit will look at the reasons for change and alternative models for its management. It will not look at change at local operational level. Rather it will focus on the need to implement processes and systems for ongoing, continuous structural and cultural change in organisations, through such methods as organisational development, business process re-engineering and the learning organisation model. In effect, it will ask learners to look to developing organizational models that challenge the bureaucracy of the past age. Therefore, this unit will help learners come to realise that the ongoing management of change is really today the crucial role of any manager and requires a more open and participate approach. This, in turn, requires more than the traditional hierarchical skills of the old bureaucratic or mechanistic models of organisations. Learning outcomes: 1. Explore the background to change affecting the current organization. 2. Develop policies and systems for understanding and involving others in the process of change. 3. Plan to implement models for ensuring ongoing change assessing risks. |
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