|INTAKES||DURATION||AWARDING INSTITUTION||CERTIFICATION||COURSE FEE|
|September, January, April||3 Years (Full-time)
+ 1 Foundation Year
|University of Chichester||The final degree is awarded by the University of Chichester to successful students.||Foundation Year (Year 0) – £7000
Year 1, 2 & 3 – £8000 per annum
|September, January, April|
|3 Years (Full-time)
+ 1 Foundation Year
|University of Chichester|
|The final degree is awarded by the University of Chichester to successful students.|
|Foundation Year (Year 0) – £7000
Year 1, 2 & 3 – £8000 per annum
The programme has been designed to develop a range of cognitive and intellectual skills together with techniques specific to health and social care management and aligned to the benchmarks for knowledge and understanding within the framework covering Organisations, the External Environment and Management.
The course aims to:
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 UK ENIC (Formerly UK NARIC) to find out how the qualifications, you already have compared to UK qualifications. UK ENIC is a UK agency that provides information and advice about how qualifications and skills from overseas compare to UK qualifications.
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. To join an honours undergraduate programme, they must pass our initial assessment Numeracy and Literacy test and must achieve at Level 2. Other equivalent English language tests at that level will be accepted.
Normally the course will involve three years of full-time study. The optional foundation year will add an additional year to the programme. In particular circumstances, and at the discretion of the University, it may be possible to extend this period for up to five years.
The structure of the full BSc (Hons) Health and Social Care Management programme is shown below:
Year 0: Foundation Course (OPTIONAL) – 120 Credits at Level 4
Year 1: Certificate in Higher Education – 120 Credits at Level 4
Year 2: Diploma in Higher Education – 120 Credits at Level 5
Year 3: Honours Level – 120 Credits at Level 6
Foundation YEAR ZERO (6 Compulsory Modules)
English for Academic Purpose
The module is designed to increase confidence and fluency in the use of formal and informal English language skills. In particular, the course prepares students for the many different forms of interaction with speakers of English including academic staff and fellow students. The content focuses on the importance of clarity through the use of appropriate English in different academic situations and covers four key areas: listening and presenting skills, reading skills, writing skills, and how to select and use appropriate grammar and vocabulary in different academic contexts.
The module is designed to help students make the transition from secondary education to learning in higher education. Higher education emphasises the importance of students becoming autonomous learners which can be a challenge for those new to this approach. Understanding how you learn and your preferred learning style enables students to create a learning agenda specific to their particular needs including learning as a collaborative activity. Technological innovations are enabling greater use of student-centric as opposed to tutor-centric learning so encouraging the development of the individual as an autonomous learner through collaborative learning.
Using Numeracy and ICT Skills in Research
Research is part of the process of developing an ‘enquiring mind’. Whether to deepen subject knowledge, write an assignment or carry out a project, research is fundamental to studying at higher education. The module provides a foundation in the use of relevant numeracy and ICT skills in order to investigate, process and interpret information in the course of conducting research.
Evolution of Management Theory and Practice
As organisations grew and developed over time so the need to efficiently and effectively manage their operations became more important. But organisations also evolve in response to changes in their operating environment and the practice of management has needed to evolve with these changes. This module considers four phases in the development of the theory and practice of management – the origins of management practice, management in the early stages of the industrial revolution, management in the post-industrial era and the shape of management practice in the future.
Social Psychology in Organisations
Modern day management practice relies on an understanding of the causes of behaviour in the workplace. There is a technical aspect to work but it is important to also consider social aspects. Social psychology theories can help explain specific workplace phenomena such as the behaviour of individuals, motivation and organisational culture, which can affect the efficiency and effectiveness of operations. In particular, process theories help explain why certain phenomena occur while need theories help explain the extent to which individuals will participate and engage with tasks.
Understanding Health and Social Care
The module focuses on the knowledge and understanding applicable to a wide range of careers as a health care professional including the ethical, legal, economic, social and political factors that influence the provision and development of high quality services, and the analytical skills that underpin evidence-based practice. Working creatively, flexibly and confidently to address the needs of individuals and families, health and social care professionals are concerned with supporting vulnerable people in situations where they cannot look after themselves.
YEAR ONE (6 Compulsory Modules)
Critical Thinking Skills
Critical thinking is the ability to question what we read, hear and/or see. In all academic disciplines there are differences of opinion, conflicting evidence and uncertainty and a key skill in higher education is the ability to assess the evidence and arguments presented by others. This involves researching the topic, analysing the arguments given by different researchers in the field, and weighing up the evidence so that you can form your own conclusions about whose point of view you agree with and why.
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.
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)
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.
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, ‘followership’ 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.
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.
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.
The BSc (Hons) Health and Social Care Management programme is delivered through a full-time of formal lectures, workshops and seminars.
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.
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.
Please talk to our admissions team now.
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