.
Health Care Management
Study Course Description
Course Description Statuss:Approved
Course Description Version:4.00
Study Course Accepted:29.08.2024 11:14:39
| Study Course Information | |||||||||
| Course Code: | SVUEK_090 | LQF level: | Level 7 | ||||||
| Credit Points: | 4.00 | ECTS: | 6.00 | ||||||
| Branch of Science: | Management; Public Management | Target Audience: | Public Health | ||||||
| Study Course Supervisor | |||||||||
| Course Supervisor: | Dzintars Mozgis | ||||||||
| Study Course Implementer | |||||||||
| Structural Unit: | Institute of Public Health | ||||||||
| The Head of Structural Unit: | |||||||||
| Contacts: | Riga, 9 Kronvalda boulevard, svek rsu[pnkts]lv, +371 67338307 | ||||||||
| Study Course Planning | |||||||||
| Full-Time - Semester No.1 | |||||||||
| Lectures (count) | 8 | Lecture Length (academic hours) | 2 | Total Contact Hours of Lectures | 16 | ||||
| Classes (count) | 8 | Class Length (academic hours) | 4 | Total Contact Hours of Classes | 32 | ||||
| Total Contact Hours | 48 | ||||||||
| Study course description | |||||||||
| Preliminary Knowledge: | In order for the student to understand the principles of health care system management, it is desirable to have a general understanding of the health care system. To read and analyse modern literature on health care management, English language proficiency is required. To understand causality in health care system management issues, prior knowledge of the philosophical foundations of causality is required. | ||||||||
| Objective: | The objective of the course is to provide knowledge of health care management and to develop students’ critical, systematic and analytical thinking. | ||||||||
| Topic Layout (Full-Time) | |||||||||
| No. | Topic | Type of Implementation | Number | Venue | |||||
| 1 | Insights into health and health care system management | Lectures | 1.00 | auditorium | |||||
| 2 | Management in health care | Lectures | 1.00 | auditorium | |||||
| 3 | Management tools – SWOT analysis, stakeholder analysis, force-field analysis, fishbone diagram | Classes | 1.00 | auditorium | |||||
| 4 | Management tools – decision tree, Pareto principle (ABC analysis) | Classes | 1.00 | auditorium | |||||
| 5 | Planning the location of medical treatment institutions | Classes | 1.00 | auditorium | |||||
| 6 | Principles of staff management in health care | Lectures | 1.00 | auditorium | |||||
| 7 | Staff planning in a medical treatment institution | Classes | 1.00 | auditorium | |||||
| 8 | Management style and communication, conflict resolution | Classes | 1.00 | auditorium | |||||
| 9 | Job interview | Classes | 1.00 | auditorium | |||||
| 10 | Motivation | Classes | 1.00 | auditorium | |||||
| 11 | Organisational structure and formation thereof in medical treatment institutions | Lectures | 1.00 | auditorium | |||||
| 12 | Organisational culture and management thereof | Lectures | 1.00 | auditorium | |||||
| 13 | Management and leadership in the context of organisational culture | Classes | 1.00 | auditorium | |||||
| 14 | Information management in health care | Lectures | 1.00 | auditorium | |||||
| 15 | Health care financing, models, principles of payment for services | Lectures | 1.00 | auditorium | |||||
| 16 | Quality management in health care | Lectures | 1.00 | auditorium | |||||
| Assessment | |||||||||
| Unaided Work: | Individual work with study aids and literature sources. | ||||||||
| Assessment Criteria: | The final assessment of the course is a cumulative assessment consisting of three parts: 1) Class attendance – attendance of 8 classes with participation in the assignments constitutes 40% (8* 5% per class). 2) In the final assessment, 30% of the assessment is constituted by the project, which is presented and defended during the class. Project assessment criteria are as follows: a. Does the objective of the project correspond to the defining characteristics of the objective and is the purpose clearly understandable? b. Are the management tools used clear, correct, sufficiently detailed and usable for decision-making? SWOT and force field analysis must be included. Use of other tools covered in the classes is recommended. c. Is the organisation, coordination, motivation and control of people described in a clear and comprehensive way? d. Have the most important expenditure items been taken into account in the project estimate? e. What is the design, language and presentation of the project like? 3) 30% of the final assessment is based on answers to 25 multiple-choice questions in the form of a test that will test both theoretical knowledge and the student’s ability to apply theory when dealing with public health problems. Application of theory in practice is trained during classes using practical examples, group discussions, tasks, and other activities. In the case of distance learning, the test is carried out using LockDown Browser, Respondus Monitor. | ||||||||
| Final Examination (Full-Time): | Exam | ||||||||
| Final Examination (Part-Time): | |||||||||
| Learning Outcomes | |||||||||
| Knowledge: | The student will be able to name the following: • classical management theories, specific features thereof and explain the different aspects of health care systems and the management of medical treatment institutions in Latvia and abroad; • the theoretical foundations of the organisation, will understand its internal and external environment, the relationship between health care organisations and their external environment in Latvia, and the interrelation between technology, structure, personnel, work culture and objectives; • the principles of change management, will be able to explain the importance of changes, the necessity thereof, will have gained an understanding of the success or failure of changes and determinants thereof in health care in the context of globalisation and in Latvia; • the nature and methods of decision-making, the nature of planning and setting organisational objectives, how to define vision and mission, the strategic, tactical and operational objectives of health care organisations, hierarchy thereof, types of plans, concepts, differences between procedures, rules, regulations, programmes and projects; • the types of organisational structures and nature of organisation, bureaucratic and behavioural models, traditional, matrix and divisional models in the health care systems of different countries, advantages and disadvantages thereof; • basic principles of staff management, motivation and stimulation methods in the health care system, advantages and disadvantages thereof – F. Taylor’s employee stimulation methods, human behaviour theories, A. Maslow’s theory of needs, C. Alderfer’s ERG theory, will understand the advantages of a positive organisational work culture as opposed to the obstacles of a dysfunctional culture, formation of conflict situations in the organisation, types thereof, conflict resolution techniques and will gain an understanding of mobbing; • principles for financing health care and paying for services; • the nature, necessity and principles of health technology assessment; • the principles of quality management and quality management system in a medical treatment institution; • the principles of quality management auditing; • the basic principles of control and the control process in a medical treatment institution. | ||||||||
| Skills: | The student will be able: • to define objectives, vision and mission; • to use group decision-making methods – nominal group technique, Delphi and brainstorming methods; • to carry out SWOT analysis, force field analysis, cause and effect analysis, Pareto principle (ABC analysis); • to not be afraid of a job interview and conduct it; • to plan the location of medical treatment institutions; • to prepare an organisational development project. | ||||||||
| Competencies: | • to evaluate and monitor the progress and results of a project or activity in accordance with pre-defined objectives; • to distinguish between management and financial accounting; • to independently develop one’s leadership skills and learn management theory to qualify for mid-level management positions in health care organisations. | ||||||||
| Bibliography | |||||||||
| No. | Reference | ||||||||
| Required Reading | |||||||||
| 1 | V.Praude, J.Beļčikovs. Menedžments; „Vaidelote”. 2012. (akceptējams izdevums) | ||||||||
| 2 | Shortell, Stephen M., Kaluzny, Arnold D. Health Care Management: Organizational Design and Behaviour. 7th edition, New York NY, 2019. | ||||||||
| 3 | Dz.Mozgis. „Ceļvedis veselības aprūpes vadībā”. Nacionālais apgāds, 2008. (akceptējams izdevums) | ||||||||
| 4 | Pasaules Veselības Organizācija; Veselība 2020, Eiropas stratēģiskais ietvars visos pārvaldes un sabiedrības līmeņos veiktas rīcības atbalstam veselības un labklājības vairošanai; saīsinātā versija, SPKC tulkojums latviešu valodā 2013.gadā | ||||||||
| 5 | M.Baltiņš. Lietišķā epidemioloģija. Zinātne, 2003. (akceptējams izdevums) | ||||||||
| 6 | Ārvalstu studentiem/For international students: | ||||||||
| 7 | Shortell, Stephen M., Kaluzny, Arnold D. Health Care Management: Organizational Design and Behaviour. 7th edition, New York NY, 2019. | ||||||||
| Additional Reading | |||||||||
| 1 | Ā.A.Spulle. Praktiskais personālmenedžments. Izdevējs SIA „Biznesa augstskola Turība”, 2004. | ||||||||
| 2 | A.Vīksna. Personāla vadība. Jumava 1999. | ||||||||
| 3 | V.Krīgers. Komandas vadība. BALTA eko, Rīga, 2003. | ||||||||
| 4 | Tallin Charter: The health systems for health and wealth, WHO/Europe 2008, | ||||||||
| 5 | Munich Declaration: Nurses and Midwives: a Force for WHO, Health, 2000. | ||||||||
| 6 | U.Mitenbergs et al. PVO Eiropas reģionālais birojs, Veselības sistēmas pārejas periodā: Latvija; Pārskats par veselības sistēmu līdz 2011.gadam. SPKC tulkojums latviešu valodā 2013 | ||||||||
| 7 | Ārvalstu studentiem/For international students: | ||||||||
| 8 | Tallin Charter: The health systems for health and wealth, WHO/Europe 2008, | ||||||||
| 9 | Munich Declaration: Nurses and Midwives: a Force for WHO, Health, 2000. | ||||||||
| Other Information Sources | |||||||||
| 1 | S.Ruskule, A.Muška. Vadīšana un vadītājs. KIF „Biznesa Komplekss”, Rīga, 2001. | ||||||||
| 2 | A.Klauss, A.Brūvelis, E.Klausa, u.c. Pārvaldības tehnoloģijas. SIA Mediju nams, 2003. | ||||||||
| 3 | U.M.Klauss. Kā sastādīt biznesa plānu? Rīga, 1994. | ||||||||
| 4 | V.Reņģe. Organizāciju psiholoģija. Kamene, 2003. | ||||||||
| 5 | H.Diderihs. Uzņēmuma ekonomika. Zinātne, 2000. | ||||||||
| 6 | Mazā biznesa kurss. „Jumava”, Labots un papild. 2. izd. 2006 | ||||||||
| 7 | Veselība-21 : Veselību visiem politikas pamatnostādnes PVO Eiropas reģionam / Pasaules Veselības organizācija. Eiropas Reģionālais birojs. [Rīga : b.i., 1999 | ||||||||
| 8 | P.Pikeringa. Personāla vadība. Jāņa Rozes apgāds, SIA, 2002. | ||||||||
| 9 | Robert J.Taylor, MHA, FACHE; Susan B.Taylor. The AUPHA Manual of Health Services Management. Aspen Publishers, Inc. Gaithersburg, Maryland 1994. | ||||||||
| 10 | E.Mossialos, A.Dixon, J.Figueras, J.Kutzin. Funding Health Care: Options for Europe. Open University Press, Buckingham, Philadelphia, 2002. | ||||||||
| 11 | Anthony R.Kovner, Ph.D., Steven Jonas, M.D. Jonas and Kovner's Health Care Delivery in the United States, 11th Edition. Springer Publishing Company, New York, 2015. | ||||||||
| 12 | http://www.euro.who.int/__data/assets/pdf_file/0008/88613/E… | ||||||||
| 13 | Ārvalstu studentiem/For international students: | ||||||||
| 14 | Robert J.Taylor, MHA, FACHE; Susan B.Taylor. The AUPHA Manual of Health Services Management. Aspen Publishers, Inc. Gaithersburg, Maryland 1994. | ||||||||
| 15 | E.Mossialos, A.Dixon, J.Figueras, J.Kutzin. Funding Health Care: Options for Europe. Open University Press, Buckingham, Philadelphia, 2002. | ||||||||
| 16 | Anthony R.Kovner, Ph.D., Steven Jonas, M.D. Jonas and Kovner's Health Care Delivery in the United States, 11th Edition. Springer Publishing Company, New York, 2015. | ||||||||
