MGMT08032 2016 Management and Leadership for the Social Care Sector

General Details

Full Title
Management and Leadership for the Social Care Sector
Transcript Title
MLSCS
Code
MGMT08032
Attendance
N/A %
Subject Area
MGMT - Management
Department
SOCS - Social Sciences
Level
08 - NFQ Level 8
Credit
05 - 05 Credits
Duration
Semester
Fee
Start Term
2016 - Full Academic Year 2016-17
End Term
9999 - The End of Time
Author(s)
Roisin McGlone
Programme Membership
SG_WSOCI_H08 201600 Bachelor of Arts (Honours) in Social Care Practice SG_HSOCI_H08 201700 Bachelor of Arts (Honours) in Social Care Practice SG_HSOCI_H08 201900 Bachelor of Arts (Honours) in Social Sciences in Social Care Practice
Description

This module introduces the concept of management for the Social Care sector and provides learners with information on the role of the manager, active leadership, the functions of management, quality systems, occupational health and safety and human resource management, corporate social responsibility and governance. The module will equip learners with the opportunity to explore the impact of ethical, effective and efficient management systems and practices have on the Social Care sector. In addition, the module will provide an opportunity for learners to analyse the importance of social entrepreneurship, governance, accountability and corporate social responsibility and apply this understanding to management practices they have experienced while on professional practice placement. As potential managers, this module provides insight for students on the challenging yet rewarding careers available in the Social Care Sector.

This module maps to the CORU Standards of Proficiency below:

Domain 1: Professional Autonomy and Accountability

Domain 2: Communication, Collaborative Practice and Team working

Domain 3 Safety and Quality

Domain 4: Professional Development

Domain 5: Professional Knowledge and Skills

Learning Outcomes

On completion of this module the learner will/should be able to;

1.

Discuss paradigms of Leadership in the Social Care sector and development practice in the context of professionalization (Domain 1.13, 1.16, 1.19, 1.20).

2.

Demonstrate an understanding and apply enhanced practice-oriented contemporary management skills to a range of Social Care organisations (Domain 2.7, 2.11, 2.13, 2.14, 2.15, 2.16).

3.

Synthesise the regulatory framework and formulate a range of quality systems appropriate for the Social Care sector (Domain 3.9, 3.11, 3.12, 3.13).

4.

Analyse appropriate Human Resource Management and Change Management strategies, in the context of contemporary social care work environments (Domain 4.4, 4.5).

5.

Appraise the critical components of governance and funding for the social care sector (Domain 5.8, 5.14, 5.18).

Teaching and Learning Strategies

Lecture and tutorial.

Module Assessment Strategies

Assignment and training workshop.

This module assessment allows for assessment of CORU standards of proficiency as follows:

  1. Research and compile a management profile of a Not For Profit organisation‑ individual (Domain 1.9, 1.13,1.16, 1.18, 1.19, 1.20)
  2. Team‑based project To design and deliver a simulated work-based training workshop and accompanying training manual (Domain 2.6, 2.7, 2.10, 2.11, 2.13, 2.14, 2.15, 2.16, 3.9, 3.11, 3.12, 3.13, 4.4, 4.5, 5.8, 5.14, 5.18)

Repeat Assessments

Will be discussed and confirmed at exam boards.

 

 

 

 

Indicative Syllabus

1. Discuss paradigms of Leadership in the Social Care sector and development practice in the context of professionalization.

Learners will be expected to actively contribute to knowledge acquisition, sharing, interpretation, re-purposing and dissemination in relation to specific paradigms of leadership in Social Care organisations within a community of practice model. The ability of the leader to be an effective communicator within the organisation is considered crucial to creating an environment where there is a shared vision of purpose, policies and practice, therefore learners will, through group discussion, reflective conversations and reflective writing examine their management style.

2. Demonstrate an understanding and apply enhanced practice-oriented contemporary management skills to a range of Social Care organisations

Learners will synthesize a range of current concepts of management practice reflect on their own experience of management while on placement, identifying models of best practice appropriate to the profile of staff in the Social Care sector.

3 Synthesise the regulatory framework and formulate a range of quality systems appropriate for the Social Care sector.

Learners will develop an in-depth understanding of quality, regulation, inspection, organisational structures and systems required to ensure the effective compliance with and the ethical strategic management of sustainable Social Care organisations.

 

4 

 

 

.Analyse appropriate Human Resource Management and Change Management strategies, in the context of contemporary social care work environments.

Learners will be equipped with the ability to critically evaluate key areas of Human Resource Management with reflection on leading, managing, resourcing, and developing people skills for Leadership and effective Interagency working. The support and supervision of staff is examined along with the contribution of reflective practice to improving personal and organisational standards Learners will understand key change management theorists and the relevant management approaches to mentor and support Social Care professionals in their continuous professional development.

5. Appraise the critical components of governance and funding for the social care sector.

Learners will be supported to develop a systematic understanding of the range of governance and social and ethical responsibilities of managers including an understanding of social entrepreneurship, financial and funding mechanisms available in the Social Care sector.

 

 

Coursework & Assessment Breakdown

End of Semester / Year Formal Exam
100 %

Coursework Assessment

Title Type Form Percent Week Learning Outcomes Assessed
1 Assignment Continuous Assessment Assessment 40 % Week 7 1,2
2 Training Workshop Practical Performance Evaluation 60 % Week 13 3,4,5
             

Full Time Mode Workload


Type Location Description Hours Frequency Avg Workload
Lecture Lecture Theatre Lecture 2 Weekly 2.00
Tutorial Flat Classroom Tutorial 1 Weekly 1.00
Total Full Time Average Weekly Learner Contact Time 3.00 Hours

Required & Recommended Book List

Recommended Reading
2013-02-28 Leadership in Health and Social Care: An Introduction for Emerging Leaders Lantern Publishing Ltd
ISBN 1908625023 ISBN-13 9781908625021

 Leadership in Health and Social Care is an accessible text for students and practitioners seeking to develop their leadership skills.

"I commend this book to you as a way in to the leadership world for anyone working in health and social care. It treats you like an adult and expects you to take responsibility for your own leadership development.

We now know that good leadership has a direct relationship with good services and we can certainly no longer afford mediocrity. We need leaders to enable the disruptive innovation that will be required to improve the quality of care with less resource to do so."

From the Foreword by Karen Middleton, Chief Health Professions Officer for England.

Key features:

         Introduces the concept of leadership and its importance in health and social care.

         Discusses the skills and qualities that make for effective leadership.

         Analyses the role of the leader as a catalyst for change.

         Helps readers to explore their own perceptions of leadership through activities and scenarios.

Recommended Reading
2010-04-15 Effective Leadership, Management and Supervision in Health and Social Care (Post-Qualifying Social Work Practice Series) Learning Matters
ISBN 184445181X ISBN-13 9781844451814

This book offers a comprehensive introduction to the areas of leadership, management and supervision for line managers, supervisors and senior practitioners Taking a problem-solving approach, the book explores different aspects of leadership and management including personal effectiveness, managing and leading supervision, managing training and development, managing resources and leading and developing a team. A precise review of each project area is linked to a set of audit tools that a manager can mobilise in order to review team and personal effectiveness and develop practice.

Module Resources