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92887 Organisational Management in Health Care

Warning: The information on this page is indicative. The subject outline for a particular session, location and mode of offering is the authoritative source of all information about the subject for that offering. Required texts, recommended texts and references in particular are likely to change. Students will be provided with a subject outline once they enrol in the subject.

Subject handbook information prior to 2019 is available in the Archives.

UTS: Health
Credit points: 6 cp

Subject level:

Postgraduate

Result type: Grade and marks

There are course requisites for this subject. See access conditions.

Description

This subject provides students with the knowledge of organisational theory and behaviour necessary to manage people and processes effectively in a health service organisation. Health service managers are required to meet (and enhance) organisational performance, attract (and retain) talented staff, and manage change effectively. Accomplishment of these challenging goals requires managers to learn how to alter organisational dynamics via strategies relating to organisational structure and culture, along with the psychology of individual staff members. Legal and corporate governance, consumer engagement in organisational decision-making, and financial management in organisations are also addressed in this subject from a health service perspective.

Subject learning objectives (SLOs)

Upon successful completion of this subject students should be able to:
A. Explain the interaction between effective management practices and organisational structures, cultures and processes;
B. Analyse the consequences of organisational effectiveness on performance and outcomes;
C. Critically appraise the roles and impacts of specific aspects of organisational management that may influence performance and outcomes, including human resource management, financial management, and consumer engagement in decision-making;
D. Communicate complex organisational issues effectively for a variety of target audiences by using diverse techniques, modes and strategies.

Teaching and learning strategies

This subject uses a blended learning approach, with students attending four days of workshops that involve lectures, group discussions and scenario-based exercises. These face-to-face activities are supported by integrated online learning, health care-related case studies, and authentic formative and summative assessment activities.

Pre-class activities
Students will be provided with a range of online materials, including videos and an extensive reading list, prior to attending the on-campus workshops. Regular self-reflection and assessment activities will provide students with the opportunity to come to workshops with their own examples of issues relating to the areas of organisational and human resource management that will be discussed throughout the subject.

Case-based scenarios and face-to-face collaboration
Bespoke case studies will be used to help students explore different approaches to designing, implementing and evaluating change in health service organisations. Australian case studies will be supplemented with international materials to enable students to contribute and learn from diverse perspectives. Overall, the case studies will assist students to: learn complex theoretical concepts; identify organisational processes and procedures that require change; identify individual and organisational readiness for change; form judgements on the most appropriate methodologies to guide change; and develop solutions to ensure change acceptance. Detailed self, peer and teacher feedback will be provided to consistently and holistically develop students’ knowledge and skills.

Workshops and online learning materials
The workshops will be experiential and draw on preparatory materials through the use of simulations and case studies. The workshops will also provide students with the opportunity to ask questions, engage in collaborative group work, and undertake shared learning. Overviews of specific sessions will be detailed in this subject outline, and all resources will be located on UTSOnline.

The workshops have been designed to allow students to examine theoretical models and consider with their peers and lecturers how these are implemented in daily practice. The workshops will provide a mixture of traditional lectures - although these will be operate largely to provide a review of a variety of models and theories for each content area - followed by intensive small and large group discussions. Videos and presentations from key industry representatives will provide students with an understanding of the key issues associated with organisational management and design. Each workshop will focus on a different component of organisational management, including organisational development and design, strategic planning, culture and culture change. This will enable students to explore and apply diverse theories and evidence of best practice in organisational management from around the world.

Pre-session learning
Students access online learning resources such as podcasts, videos and literature prior to attending face-to-face on-campus workshops to improve their confidence in approaching the proposed content, afford them time to construct questions and facilitate discussion in class, resulting in shared learning experiences and reflections. The specific sessions will be detailed in this subject outline and all resources will be located on UTSOnline.

Assessment range
Students will be given the opportunity to undertake a variety of assessments, including: an exam; a short report; the development of a strategic plan; and a team report and presentation. Formative and summative feedback will be provided throughout the subject, in both spoken and written form, and from the students’ peers.

Early low-stakes feedback will be provided via three methods:

  • Feedback on case study analyses and examples of authentic experiences brought into the workshops
  • Results for the first assessment task, worth 20%, which are distributed prior to the census date

Continual feedback will be provided via the following methods:

  • Feedback on preparatory work from non-workshop weeks
  • Structured peer feedback in workshops
  • Progressive assessment tasks, worth 20%, 30%, 30% and 20%

Content (topics)

  • Organisational theory, design and behaviour
  • Organisational culture and subcultures
  • Managing organisational performance (financial resources) (link to 92603)
  • Legal, ethical and corporate governance arrangements (Ministry of Health, Local Health Districts, and Local Health District boards)
  • Strategic planning in a healthcare environment
  • Leadership
  • Organisational change and development (link to 92297)
  • Managing human relations (managing teams, indigenous recruitment and retention)
  • Consumer engagement in organisational decision making

Assessment

Assessment task 1: Analysis of organisational structure and design

Intent:

This assessment focusses on understanding the concepts of organisational theory, structure and design within the health care environment.

Most health care organisations are not the outcome of single planned process of organisational structure or design. They usually evolve over time in response to a variety of internal and external circumstances. Students need to be able to identify the fundamental elements, aspects and implications of existing and planned changes to reform the health care system.

Type: Examination
Groupwork: Individual
Weight: 20%
Length:

60 minute online examination

Criteria:

50% Judges the accuracy of elements from the presented range of information and possibilities

25% Judges the currency of predicted implications from the range of possibilities

25% Selects accurate aspects from the range of possibilities

Assessment task 2: Development of an organisational strategy

Intent:

This assessment item focusses on the skills required to develop a strategy and implement it within a healthcare organisation. Strategic planning in health care encompasses a spectrum of activities that all address the organisation’s place in the market.

Strategic planning in health care is essential for successful operations, expansions and profitability. There are constant shifts and changes in the healthcare environment, and these present challenges for providers on a financial, operational and monitoring level. Ensuring that an organisational strategy is in place reduces the risk that staff will deviate from the overall vision, mission, goals and objectives.

Type: Report
Groupwork: Individual
Weight: 30%
Length:

1000 words (report style)

Criteria:

30% Constructs a comprehensive and complete strategy that is relevant to Chandler Health and demonstrates a depth of knowledge about strategy formulation

50% Designs a clear and succinct framework that guides strategy development relevant to Chandler Health

10% Validates perspectives through correct interpretation and explicit linkage of relevant and current literature (> year 2005) to the assessment focus

10% Produces correct grammar, spelling, formatting, style (report), and referencing

Assessment task 3: Financial management

Intent:

This assessment item focusses on the ability to interpret financial records and propose changes to fees based on profit and loss analysis.

Whether a healthcare organisation is for profit and not-for-profit, it has to survive economically by generating sufficient revenue to offset expenses and allow for growth. Additionally, while most healthcare organisations employ financial managers or accountants, management and financial strategies are intertwined.

Contemporary healthcare managers are required to develop annual budgets for units and departments, provide weekly or monthly reports of budgetary variances to executive staff, monitor trends regarding staff, material and supply usage, and communicate fiscal management expectations and outcomes to staff and other stakeholders.

Type: Case study
Groupwork: Individual
Weight: 30%
Length:

Not applicable. All questions for each case study must be answered.

For example, suppose a question asks what the profit will be in a particular month and you put "$50,000". Even if this is correct, you will receive no marks if you do not show how you got the answer. There is no need for footnotes or references unless you quote directly from a source, but it is essential that the work is your own.

Criteria:

100% Formulates correct answers, calculations and explanations to all questions.

Assessment task 4: Creation of a positive organisational culture

Intent:

This assessment item focusses on the skills required to develop a positive organisational culture within a healthcare organisation. The anatomy of an organisation’s culture can strongly influence the organisation’s potential for success or failure. A common framework is necessary to enhance an organisation’s culture, and most healthcare organisations outsource this activity to a consultancy company that specialises in organisational management and change. Students need to develop skills in how to present strategic information to a governing board, which makes large financial decisions based on company reputation and briefing presentation quality.

Type: Case study
Groupwork: Group, group assessed
Weight: 20%
Length:

30 minute videocast + bibliography

Criteria:

25% Analyses and reframes the relevance of organisational culture to organisational effectiveness demonstrating a depth of knowledge

50% Considers relevant strategies for each of the five (5) outcomes that demonstrates a depth of knowledge about organisational effectiveness

10% Formulates a clear and logical approach within a professional presentation structure

10% Validates perspectives through correct interpretation and explicit linkage of relevant and current literature (> year 2005) to the assessment focus

10% Produces correct referencing in the bibliography

Required texts

Robbins, S.P., & Barnwell, N. 2006, Organisation theory: concepts and cases, 5th edn, Pearson Education Australia, Frenchs Forest, NSW.

References

Refer to UTSOnline for access to up to date references for this subject.

Other resources

UTS Student Centre
Building 10
Monday to Friday: 9am - 5pm
Tel: 1300 ASK UTS (1300 275 887)

Details for student centres: www.uts.edu.au/current-students/contacts/general-contacts
For other resources/information refer to the Faculty of Health website (www.uts.edu.au/about/faculty-health), the Health Student Guide (www.uts.edu.au/sites/default/files/uts-health-student-guide.pdf) and UTSOnline at: https://online.uts.edu.au/webapps/login/

UTS Library
The Library has a wide range of resources, facilities and services to support you including textbooks, subject readings, old exam papers, academic writing guides, health literature databases, workshops, a gaming room and bookable group study rooms. There is also a team of librarians to help you with all your questions.
W: lib.uts.edu.au, Facebook: utslibrary, Twitter: @utslibrary Tel: (02) 9514 3666

Improve your academic and English language skills
Marks for all assessment tasks such as assignments and examinations are given not only for what you write but also for how you write. If you would like the opportunity to improve your academic and English language skills, make an appointment with the HELPS (Higher Education Language & Presentation Support) Service in Student Services.

HELPS (Higher Education Language & Presentation Support)
HELPS provides assistance with English language proficiency and academic language. Students who need to develop their written and/or spoken English should make use of the free services offered by HELPS, including academic language workshops, vacation intensive courses, drop-in consultations, individual appointments and Conversations@UTS (www.ssu.uts.edu.au/helps). HELPS staff are also available for drop-in consultations at the UTS Library. Phone (02) 9514 9733

Please see www.uts.edu.au for additional information on other resources provided to students by UTS.