Module Description
s
Comments/notes
Title / Leadership and Management 2
Code / NAM57
Level / 7
Credit rating / 20
Pre-requisites / Normally course pre-requisites apply OR
Hold a current and appropriate registration with the NMC or
Hold a current registration with the Council for Professionals Supplementary to Medicines or
Hold a current recognised social work qualification and
Have 24 months post qualifying community experience
Currently work in relevant community practice for a minimum of 15 hours per week
Have management support and approval to undertake the module
Demonstrate evidence of appropriate, recent and successful completion of study at degree level (120 level 6 credits)
Type of module / Extensive run over one semester
Aims / The aim of this module is to enable students to develop a critical understanding of key issues relating to leadership, practice development and clinical governance in order to take a lead role within the arena of health and social care.
Learning Outcomes/objectives / Students will be able to:
  1. Critically evaluate leadership and management theory and concepts in the development of self and teams in order to foster innovation and practice development.
  2. Utilise key concepts and theoretical frameworks in decision making and creative problem solving applied to professional, operational and strategic issues.
  3. Critically analyse theories of motivation as the foundation for both informal and formal staff appraisal systems, individual performance review and the use of personal development plans in support of personal and organisational goals.
  4. Synthesise and select quality management systems and processes in support of evidence based practice, quality standards and clinical governance
  5. Create and foster an original and innovative approach to user and stakeholder involvement in the planning, organising, delivery and evaluation of health and social care services.
  6. Explore possibilities for interdisciplinary and interagency team alliances in the development of corporate and strategic objectives.
  7. Lead clinical practice, clinical supervision, mentorship and advise on professional and educational opportunities to enhance and support professional and career development. Critically evaluate staffing issues relating to present and future deployment in order to meet service activities.
  8. Critically evaluate health informatics and resource management techniques in the provision of efficient and effective solutions within the arena of care provision.

Content / The political, economic, social, technological, environmental and cultural context of health and social care. Management of health informatics and the resource capacity. Communication and personal effectiveness. Practice development and clinical governance.
Teaching and learning strategies / Taught hours will include formal lectures to introduce concepts and theories. Group discussions, workshops, case studies and exercises to facilitate the development and consolidation of ideas and expertise. Student centred activities to include peer assessment, feedback and involvement of practitioners from locality placements. Work based learning will include guided experiential learning in the application of taught theories/concepts.
Teaching hours will normally be allocated as follows:
Direct taught hours 48
Student directed study 104
Practice activities 48
Total hours 200
Learning support / Adair, J. 1998 Leadership Skills. CIPD
Bennis, W. Speitzer, G and Cummings, T. (eds) 2001 The Future of Leadership. Jossey, Bass Wiley.
Chelen, S. 2003 The Essential Guide to the Internet for Health Professionals: 2nd Edition, London: Routledge.
DOH 2001 Investment and Reform for NHS Staff-Taking Forward the NHS Plan. The Stationery Office.
Girvin, J. 1998 Leadership and Nursing. Macmillan.
Hebda, T., Czar, P., Mascara, C. 2001 Handbook of Informatics for Nurses and Health Care Professionals: 2nd Edition. New Jersey: Prentice Hall.
Huczynski, A. and Buchanan, D. 2001 Organisational Behaviour. 4th Edition Prentice Hall.
Johnson, G. and Scholes, K. 2002. Exploring Corporate Strategy. 6th Edition Financial Times. Prentice Hall
Joss, R. and Kogan, M. 1995 Advancing Quality. Health Service Management. Open University Press.
Mullins, L. 2002 Management and Organisational Behaviour. 6th Edition. Financial Times. Prentice Hall.
Storey, J. 2000 Human Resource Management: A critical Text. Thomson Learning.
Ovretveit, J. 1993. Coordinating Community Care. Multidisciplinary teams and care management. Open University Press.
Ovretveit, J. 1998 Evaluating Health Interventions. Open University Press.
Swansburg, R. C. and Swansburg, R. J. 2002 Introduction to Management and Leadership for Nurse Managers. 3rd edition. Jones and Bartlett.
Upton, T. and Brooks, B. 1995. Managing Change in the NHS. Open University Press.
Vroom, V. and Deci, E. (eds) 1992 Management and Motivation. Penguin
Web sites







Journals
Health Service Journal
Journal of Advanced Nursing
Journal of Interprofessional Care
Journal of Nursing Management
Managing Community Care
Management Today.
Assessment / Students will undertake three assessment tasks as follows:
Assignment of 3000 words.
A 3000 word written assignment and a 500 word executive summary of the key points including recommendations
Practice assessment.
A critical incident analysis of a leadership issue related to professional practice. The incident will be critiqued from strategic, environmental and personal perspectives
Practice Portfolio
Pass in remaining practice outcomes
Brief description of module content and/or aims (maximum 80 words) / To foster the development of community specialist practitioners who are confident to assume leadership roles in the arena of health and social care services. This module will build on the specific pathway outcomes and allow students to apply accumulated knowledge and experience to manage and develop services promoting health gain.
Area examination board to which module relates / Community Specialist Practice Course
Module team/authors/co- ordinator / Kay Aranda
Sharon de Goeas
Sheila Hoad
Monty Perera (Module Leader)
Sue Sully
Visiting Lecturers
Semester offered / Semester 2
Delivery Site / Falmer
Date of first approval
Date of last revision
Date of approval of this version / June 2004
Version number / 1
Replacement for previous module / Management and practice development core module.
Field for which module is acceptable and status in that field / PGDip Community Specialist Practice - (Mandatory)
GPHSS (Optional)
School home / INAM
External examiner / Malcolm Richardson

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Leadership and Management 2

Outcome / NMC / QAA / Key Skills / NSF Cancer / NSF Child / KSF
Critically evaluate leadership and management theory and concepts in the development of self and teams in order to foster innovation and practice development / 13.20.21.23.26, 14.14 / i, ii, iii, iv
a, b, c, d. / 1, 2a-d, 3, 4, 5
Utilise key concepts and theoretical frameworks in decision making and creative problem solving applied to professional, operational and strategic issues. / 14.9.11 / i, ii, iii, iv
a, b, c, d. / 1-5
Critically analyse theories of motivation as the foundation for both informal and formal staff appraisal systems, individual performance review and the use of personal development plans in support of personal and organisational goals. / 13.21.23.27 / i, ii, iii, iv
a b c d / 1-3
Synthesise and select quality management systems and processes in support of evidence based practice, quality standards and clinical governance / 13.20.23.25.27 / i, ii, iii, iv
a b c d / 1-3
Create and foster an original and innovative approach to user and stakeholder involvement in the planning, organising, delivery and evaluation of health and social care services. / 13.2.3.4.9.10.13.16.17
14.15.16
24.6
30.6 / iii
a b c d / 1-3 & 5 / 1 / A
Explore possibilities for interdisciplinary and interagency team alliances in the development of corporate and strategic objectives. / 14.16
24.4.10.11
30.4. / iii
a b c d / 1-3 & 5 / 2
Lead clinical practice, clinical supervision, mentorship and advise on professional and educational opportunities to enhance and support professional and career development. Critically evaluate staffing issues relating to present and future deployment in order to meet service activities. / 13.19.20.21.22.23.26.27
14.19.20. / i, ii, iii, iv
a b c d / 1-5
Critically evaluate health informatics and resource management techniques in the provision of efficient and effective solutions within the arena of care provision. / 14.14.18
24.7.12
28.4.6
30.7.10 / i, ii, iii, iv
a b c d / 1-5

Leadership and Management 2

Outcome / NSF Diabetes / NSF OP / NSF MH / NSF Informatics / Liberating Talents
Critically evaluate leadership and management theory and concepts in the development of self and teams in order to foster innovation and practice development
Utilise key concepts and theoretical frameworks in decision making and creative problem solving applied to professional, operational and strategic issues.
Critically analyse theories of motivation as the foundation for both informal and formal staff appraisal systems, individual performance review and the use of personal development plans in support of personal and organisational goals.
Synthesise and select quality management systems and processes in support of evidence based practice, quality standards and clinical governance
Create and foster an original and innovative approach to user and stakeholder involvement in the planning, organising, delivery and evaluation of health and social care services. / 3 / 1, 2 & 3 / 1
Explore possibilities for interdisciplinary and interagency team alliances in the development of corporate and strategic objectives.
Lead clinical practice, clinical supervision, mentorship and advise on professional and educational opportunities to enhance and support professional and career development. Critically evaluate staffing issues relating to present and future deployment in order to meet service activities.
Critically evaluate health informatics and resource management techniques in the provision of efficient and effective solutions within the arena of care provision. / 1,2,3,4,5

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Specialist Practitioner Pathway Modules

The modules will be presented in the following order;

Community Mental Health Nursing

General Practice Nursing

Nursing In the Home / District Nursing

Public Health Nursing / Health Visiting

School Nursing

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