BSc (Hons) Health and Social Care Management (Full Degree)

BSc (Hons) Health and Social Care Management (Full Degree)

INTAKES
September | January | April

DURATION
3 Years (Full-time)

AWARDING INSTITUTION
University of Chichester

CERTIFICATION
The final degree is awarded by the University of Chichester to successful student.

COURSE FEES
£6,165 per annum

Course Overview

The programme has been designed to develop a range of cognitive and intellectual skills together with techniques specific to Health and Social Care Management. Students will have an opportunity to immediately practice skills gained from the course with the majority of course assessments requiring evidence of the transfer of knowledge and understanding into the workplace. Students taking the programme will be working part time in a health and social care environment; for those not already in work the College will arrange part time employment or voluntary work placement with one of its partner organisations in the Health and Social Care sector.

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Course Aims And Objectives

The course aims to:

  • Develop knowledge and understanding of the main functional areas of health and social care organisations, their external environment and management practices.
  • Provide knowledge, concepts and principles of health and social care operations.
  • Develop an understanding of the key roles of management with an ability to apply this understanding to work-based problems.
  • Prepare students with the skills and competencies for a successful career in health and social care management.

Entry Requirements

Entry to the degree programme is governed by the regulations of the University of Chichester and requires one of the following:

  • A minimum of three ‘A Level’ passes at CCC (or High School Diploma to age 18 where it is deemed equivalent), or
  • A relevant Pearson/Edexcel BTEC National Diploma, or
  • An International Baccalaureate (28 points), or
  • A recognised and relevant Foundation/Access to Higher Education course (the minimum pass mark for a UK-based programme is usually 55%).
  • Applicants must also have a valid Enhanced DBS certificate.

Mature Students

Alternative entry routes are available for applicants aged 21 or over who do not possess the standard entry qualifications but have relevant skills and experience.

Mature students generally do well on degree programmes, particularly if they have taken an Access to Higher Education programme recognised by the QAA (the Quality Assurance Agency for Higher Education). Passing an Access programme is an excellent way of preparing for undergraduate study.

However, not all mature entrants need to have passed an Access to Higher Education programme or have traditional school qualifications. Non-standard entry arrangements are available for applicants who already have appropriate skills and subject knowledge. The process involves completing an assignment to help the University assess your level of subject knowledge and study skills.

Qualifications Check

Please contact the Admissions Office to find out if your qualification is suitable. If you do not have a UK qualification or an International Baccalaureate we will use NARIC to find out how the qualifications you already have compare to UK qualifications. NARIC is the UK agency that provides information and advice about how qualifications and skills from overseas compare to UK qualifications.

English Proficiency

All students whose first language is not English and have not done the last two years of their education in English must meet a minimum English language requirement before commencing their programme.

Course Structure

The structure of the full BSc (Hons) Health and Social Care Management programme is shown below:

Year One: Certificate in Higher Education – 120 Credits at Level 4

TERM 1

  • Academic Skills Development (20 cr.)
  • Personal and Professional Skills for Management (20 cr.)

TERM 2

  • Ethical Foundations of Health & Social Care (20 cr.)
  • UK Healthcare Policy (20 cr.)

TERM 3

  • Organisation Theory (20 cr.)
  • Operations Management, Quality and Excellence (20 cr.)

Year Two: Diploma in Higher Education – 120 Credits at Level 5

TERM 1

  • Project Management (20 cr.)
  • Strategic Human Resource Management (20 cr.)

TERM 2

  • Inter-professional Working in Health & Social Care (20 cr.)
  • The Legal and Regulatory Framework (20 cr.)

TERM 3

  • Service Planning and Budgeting (20 cr.)
  • Research Methodology (20 cr.)

Year Three: Honours Level – 120 Credits at Level 6

TERM 1

  • Leadership in Health & Social Care (20 cr.)
  • Contemporary Issues in Health & Social Care (20 cr.)

TERM 2

  • Managing Change (20 cr.)
  • Managing Risk (20 cr.)

TERM 3

  • Research Project (40 cr.)
YEAR ONE (6 Compulsory Modules)

Academic Skills Development
The focus of the module is on developing the critical thinking and practical skills needed to make the transition into higher education. Such skills can make a significant difference to the achievement of undergraduate programme learning outcomes as well as to a future career in the field of business management. In particular, the module develops specific literacy and research skills relevant to academic study as well as the personal and inter-personal skills needed to be successful as part of a learning community.

Personal and Professional Skills for Management
The module examines the personal and professional skills needed to successfully manage individuals in a business context. People are critical to the maximisation of operational performance and therefore an understanding of how to effectively communicate and influence workplace behaviour is a core skill of management. Managers also need to understand how inter-personal conflict arises with an ability to coach and develop people in order to achieve a productive workforce.

Ethical Foundations of Health and Social Care
The module considers the theoretical foundations of individual and organisational ethics in a health and social care setting. The principles that are developed create a framework that can be used to respond to typical everyday ethical challenges and situations. The aim is for an ethically ‘conscious’ approach whereby principles can be applied flexibly and confidently when responding to problems. The final part of the module examines how a positive ethical climate can be developed in a healthcare organisation including compliance and evaluation.

UK Healthcare Policy
The module examines the development of health policy and the organisation and delivery of UK health services since the creation of the NHS in 1948. In particular, what the NHS aims to achieve and how policies are developed, implemented and evaluated. The aim is to identify the main social, economic and political influences that have shaped health policy, explore where decision-making power lies, analyse attempts to improve quality and performance, and consider what healthcare in the UK might look like in the future.

Organisation Theory  
Whether formal or informal, the efficiency and effectiveness of organisations has a major impact on innovation, employment and standards of living. After examining early theories of how organisations evolved, the module analyses different organisational structures in the context of their environment and how, over time, changes in the environment can change the nature and function of organisations. The module concludes by considering how technological advances are forcing organisations to become less hierarchical and more flexible.

Operations Management, Quality and Excellence
In this module four aspects of operations management in a health and social care setting are examined. The first considers who ‘customers’ are and their expectations. The second explores what excellence and quality mean in the context of health and social care. The third analyses the process of management control including introducing lean processes into a healthcare environment, and the final part introduces various techniques for planning and managing the process of introducing service improvements.

YEAR TWO  (6 Compulsory Modules)

Project Management
The management of a project is usually thought to be a success if it achieves its objectives against stated criteria within an agreed timescale and budget. Whether undertaking a major organisational change or a simple re-organisation of procedures, project management skills are essential in health and social care. The module examines four elements of managing a project; defining desired outcomes and objectives, creating a project plan, managing the process and evaluating outcomes with a project report.

Strategic Human Resource Management
Research has shown that organisations with strategic human resource policies have less absenteeism and lower staff turnover. Strategic human resource management (HRM) links the HRM policies of an organisation to its strategic direction. Based on a belief that the skills, expertise, experience and knowledge of all of its employees contributes to the achievement of an organisation’s goals, strategic HRM aligns functional human resource policies, such as recruitment, reward systems, training and performance management with organisational policy.

Inter-professional Working in Health & Social Care
The 2012 Health and Social Care Act stipulated that the NHS should secure integrated care where it will improve quality and reduce inequalities in accessing services or improving outcomes. The module examines the different types of partnership working and what factors make a partnership successful, i.e. all participants have a personal stake in the partnership, work towards a common goal, have a similar ethos and work together with respect, trust and value each partner’s contribution.

The Legal and Regulatory Framework
It is not expected that managers in the healthcare sector have a detailed understanding of the legislation covering all aspects of health and social care. Rather they need a working knowledge of the relevant legislation to the extent that they can identify where professional, in-depth expertise may be needed. The module examines the basis of UK law and legislation covering employment in the workplace, before considering legislation specific to the healthcare sector and the professional regulatory system covering both individuals and institutions.

Service Planning and Budgeting
Combining service planning with budgeting reflects a growing understanding in the health and social care sector that plans and budgets should be linked if not fully integrated. This approach can improve planning, performance assessment and decision making. The aim of the module is to enable students to understand how to plan services and interpret budget statements as a holistic process. In this way service management can become more efficient and effective, leading to the opportunity to identify waste and cut costs.

Research Methodolgy
The module lays the groundwork for undertaking a research project in the final year of the programme. In particular, it examines different research philosophies together with the basic elements of research design. Core skills that are developed include selecting an appropriate method of data collection and analysis, identifying relevant information sources, preparing and collecting data, analysing data using different approaches for qualitative and quantitative research, and writing the report once the project is completed.

YEAR THREE  (5 Compulsory Modules) 

Leadership in Health and Social Care
Views about the appropriate role of leadership reflect the economic, social and political context  in which leaders operate. The module examines various theories of leadership with their application to modern day business situations. For example, the link between a successful change initiative and the role of leaders in building trust through the exercise of ‘responsible’ leadership. The module concludes with an analysis of effective leadership and personality traits, ‘followship’ leadership and transformational leadership.

Contemporary Issues in Health and Social Care
The module examines a range of contemporary issues in health and social care and the implications for healthcare policy and practice. By exploring a range of perspectives, including the influence of social and cultural factors, power and professionalism and multidisciplinary contexts, students will be able to undertake a critical evaluation in the context of a social justice framework. With a strong theoretical underpinning, the analysis can form the basis for applied problem-solving in situations typically confronted by healthcare managers.

Managing Change
The aim of the module is to inform students about the nature, process and management of organisational change. Highlighting various models and approaches, the module uses case analysis to examine the interpersonal, group and organisational issues associated with change management in a range of healthcare situations. Through analysing the usefulness and drawbacks of the different models it will enable students to identify the most suitable approach in a specific situation and the development of an implementation strategy.

Managing Risk
The module examines the nature of risk and the processes for identifying and managing risk in a healthcare environment. The characteristics of human error are explored as background to an appraisal of various risk assessment models. Once various risk factors have been identified, and an assessment completed, systems for managing risk can then be evaluated. The module concludes with an analysis of the relationship between risk and safety which leads to an examination of how a ‘just’ culture for balancing safety and accountability can be developed.

Research Project (Double Module)
The research project provides an opportunity to integrate and apply knowledge and understanding from the three years of the degree programme to a typical workplace situation, and to develop research skills and review management literature in a specialised area. The project is an original, detailed analysis of a topic selected in consultation with, and supervised by, a member of LSME’s academic staff. The project includes a critical literature review and primary and/or secondary empirical work to address a specific research question.

Course Duration

The course will involve three years of full-time study.

Mode of Delivery and Assessment

Mode of Delivery

The BSc (Hons) Health and Social Care Management programme is delivered through a combination of formal lectures, seminars and personal tuition requiring attendance at the College for two full days per week. Additional learning resources are available through the College’s virtual learning environment.

Assessment

Various methods are used to assess each module including essays, reflective assignments, written reports, oral reports, case studies and projects. There are no time constrained examinations.

Post Qualification

Students who are awarded a minimum of a 2(2) classification can progress to a range of University Masters programmes in a relevant subject area. Students can also progress in employment in the Health and Social Care sector in a supervisory or managerial role.

Develop a Higher Education Career in Health and Social Care

Our three-year BSc and one year Top-up Degrees in Health and Social Care will provide a unique opportunity to enhance your managerial skills for effective leadership in the Health and Social Care sector or progress into a Master’s degree in your chosen specialism in care.

TRANSFORMING PEOPLE WITH SKILLS

Transforming people with skills as we aim to inculcate in our students, the innovative skills required for their careers in business, education or health and social care.

 
University of Chichester
QAA
Pearson
Advanced HE
TEF
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