Universitat Internacional de Catalunya
Care Management
Other languages of instruction: Catalan
Teaching staff
appointment by email.
Introduction
The development of the professional field of nursing care leads to the management of its resources as well as to the associated resources of the medical field. This management clearly results in greater effectiveness and / or efficiency with the consequent improvement in patient care. This knowledge of management begins in an academic context.
This course aims to be an invitation to nursing undergraduates to learn about how the reality of care is inseparable from the good use of existing resources. The programme provides training to enable them to carry out management functions using both the necessary knowledge and skills through an understanding of work systems, healthcare organisation and resources.
Pre-course requirements
None
Objectives
- Provide the necessary knowledge, procedures and attitudes for nursing and properly handle the material and human resources in order to provide an effective and efficient cure for the person
Competences/Learning outcomes of the degree programme
- 13. G - Know the principles of health-care funding and use resources appropriately.
- 15. B - Work with the team of professionals as a basic unit in which uni or multidisciplinary and interdisciplinary professionals and other staff of health care are organized.
- 16. G - Know the health information systems.
- 18. E - Ability to lead nursing care in any area of professional practice.
- 20. B - Multidisciplinary teamwork
- 22. G - Use and management of information and research
- 25. E - Knowledge of the field of study
- 28. E - Leadership in nursing care and in nursing teams to improve quality care for people, participation in health policy and professional development.
- 4. B - Understand the interactive behavior of the person according to their gender, group or community, within their social and multicultural context.
Learning outcomes of the subject
At the end of the Care Management course, students will be able to:
- Explain the basic elements and steps of the management process.
- Use the management process to lead a multidisciplinary work nurse.
- Reflect on health policy options relating to the Spanish national health system.
- Provide the necessary knowledge, procedures and attitudes for nursing, properly manage the material and human resources in order to provide an effective and efficient cure for the person.
Syllabus
Unit 1. THE CONCEPTUAL MANAGEMENT FRAMEWORK
1.1 Concepts and theories of management. Specific objective: To know the main theories, concepts, techniques and management methods, with particular reference to the activities of planning, organization, management and evaluation.
1.2 Sociology of organisations. Specific objective: To identify and analyse the characteristics of the social and human environment health organizations.
1.3 Systems and health policies. Specific objective: To know the general framework for the provision of health services.
1.4. Legislation Specific objective: To understand the legal context in which management activities are developed.
Unit 2. MANAGEMENT OF HEALTH RESOURCES
2.1 Human Resource Management. Specific objective: To describe and assess the importance of workloads and staffing levels.
2.2 Work systems. Specific objective: To assess the progress and disadvantages of the different work systems.
2.3 Communication and interpersonal relationships. Specific objective: To know and value the relationships that favour a positive work environment and the various ways of dealing with conflict within the profession.
2.4 Management of material resources. Specific objective: To identify the qualitative and quantitative needs of material resources. Ensure their proper use and maintenance.
Unit 3. NEW APPLICATIONS MANAGEMENT
3.1 Computer application management. Specific objective: To learn about the possibilities of information technology in health management.
Teaching and learning activities
In person
In person
The ECTS credits and hours of learning through the various teaching methodologies used on the Care Management course are set out below. They comprise theoretical sessions (lectures), practical sessions, and guided and independent virtual learning.
In this course, each ECTS credit is equivalent to 10 hours in which the lecturer has a classroom role. This may be in the form of lectures where the lecturer presents the main ideas and encourages participation and discussion. The lectures will deal with the main topics and concepts of the units detailed in the course syllabus. Methodology cases and exercises will be used in the practical sessions, taking a community and clinical perspective through cooperative and individual projects, fostering teamwork and guiding and advising the student throughout the learning process.
The rest of the hours (15 to 25 hours for 1 ECTS), are split as follows:
- 7 hours autonomous work including 3 hours of tutorial with the lecturer using ICT (based on Moodle questionnaires with short questions regarding topics discussed in class previously) and 4 hours for the students to complete on their own.
- The remaining 8 hours that are not included in the tables are the directed study and independent student learning. {2} {/2}
Through independent work, the student will learn to solve problems on their own with the reinforcement of the material provided and information received in the lectures. They will search for information, carry out individual study and produce work which will help them achieve the desired knowledge.
Directed work with the teacher in the classroom: 40 hours. Work supervised by the teacher and carried out independently online: 12 hours (3 hours per ECTS credit)
- Master classes: 31 hours
- Case study method: 2 hours
- Discussion and Critical Reading: 7 hours
- Work supervised by the teacher and carried out independently online: 12 hours (3 hours per ECTS credit)
- Individual work: (12 hours per ECTS credit): 48 hours. Work to understanding the notes, exercises and case studies from class and on non-compulsory bibliography, synthesis and study of notes taken.
During these classes, students will receive 54% of lectures and 46% active classes. The active classes will be half face-to-face and half in the virtual classroom using ICT. The face-to-face class is split as follows: 4% case method and class discussion after critical reading, 19% (for synthesis and peer learning). The online work will be done through questionnaires.
Evaluation systems and criteria
In person
The evaluation of the subject is carried out through continuous evaluation. In the continuous evaluation, the moodle autonomous work questionnaires will be worth 10%, the work for class participation will be worth 30% (class follow-up questions 50%, performance and questions at the AIDIR day 25% and at the Coffee Work day 25%), 20% the first intermediate written test and 40% the last written test that will collect the entire subject. In any case, to pass the subject it is mandatory to attend both the AIDIR Conference and the Coffee Work Conference.
Regarding the second call to note:
The percentages of the evaluation of the first call and the marks of the continuous evaluation will be maintained, except that it will be allowed to improve the mark of the autonomous questionnaires (up to 5), the mark of the first intermediate written test carried out during the first call , but for this second call its value will be 15%. The mark of the second call written test will be worth 45% of the total mark. MH will not be given in 2nd call.
Third and fourth examination sittings
The third and fourth examination sittings will have the same type of evaluation as the first examination and second sitting and in no case will partial marks or any kind of results from a course be applied to these subsequent examination sittings.
Evaluation system
Continuous assessment will be conducted and marks will be posted on the intranet so that students can see their progress. The questionnaires will give feedback with the right answers so that students can learn and assess themselves at the same time. The mid-term exam will be corrected in class to facilitate learning and of course, students can review the examination with the teacher.
RULES GOVERNING THE COURSE
Attendance and participation
Although attendance is not compulsory, it is important to attend the class work days, especially when the syntheses of the topics are explained. It will be difficult for students to pass the course if they do not attend classes. In addition, this synthesis of topics is part of the evaluation and, therefore, if students do not attend they will fail the assessment for this part of the course.
Honor Matrix Assignment Procedure (MH)
- The criterion for assigning Honorary Enrolments (MH) is based on the Excellent (9.0).
- The assignment is solely for the teacher and does not have to give it, even if the student has obtained a mark above 9.0.
- In case the teacher decides to award MH, he will not take into account the numerical mark and the highest, but will evaluate other factors. The HM might not match the highest numeric score.
Procedure for Non-presented Assignment (NP)
- To register an NP in the student's file, it must not have been submitted to any of the evaluation tests throughout the assignment.
- If a student has submitted to one of the evaluation tests, the corresponding percentages in the teaching guide will be applied, with a 0 in those not presented.
Bibliography and resources
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- KOZIER et Al. Fundamentos de enfermería: Conceptos proceso y práctica. En: Biblioteca de enfermería profesional. Vol.1. 5º edición. Madrid: Mc. Graw Hill- Interamericana, 2002.
- HUBER, D Liderazgo y administración en enfermería. México: Mc Graw –Hill Interamericana, 1999.
- MARRINER, A Guía de Gestión y dirección en enfermería. 6ª Ed. Madrid: Harcourt-Mosby, 2001.
- MOMPART, M Administración y Gestión. 2ª Ed. En: Enfermería 21. Madrid: Difusión Avances de Enfermería (grupo Paradigma), 2000.
- RUIZ, J Cultura organizacional y desarrollo profesional e enfermería. Revista Rol de Enfermería 1999; (22-1) 11-15.
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- RUIZ, J La misión (II) Revista Rol de Enfermería 2000; 23(7-8): 489-491.
- Asenjo Sebastián, M.A. Gestión diaria del Hospital. 3ª Ed: Masson-Elsevier, 2006. ISBN: 84-458-1666-7
- Cochrane, A.L. Effectiveness & Efficiency. Random Reflections on Health Services. Ed: The Royal Society of Medicine Press 2004. ISBN 1 85915 394 X
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- Wright, J. Hill, P. Gobierno Clínico. Ed: Elsevier 2005. ISBN 84-8174-906-0
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- Kaplan, R.S., Norton, D.P. Cuadro de Mando Integral (The Balanced Score Card). 2º Ed. Ed: Ediciones Gestión 2000, 2000. ISBN: 84-8088-504-1
- BUENO, E Organización de empresas. 2ª Ed. Madrid: Ediciones pirámide, 2007.
- Mintzberg, H. Diseño de organizaciones eficiente. 2ª Ed. Buenos Aires: El Ateneo 2003
- Mintzberg, H. La estructuración de las organizaciones. 8ª Ed: Ariel Economía 2005. ISBN 84-344-6102-1
- Ferrús Estopà, L. Recomanacions per la dotació d’infermeres a les unitats d’hospitalització. Factors que influencien la pràctica enfermera. Ed: Consell de Col.legis de Diplomats en Infermeria de Catalunya 2006.
- Vazquez Navarrete M.L. , Vargas Lorenzo, I. Organizaciones sanitarias integradas. Un estudio de Casos. Ed: Consorci Hospitalari de Catalunya, 2007. ISBN: 978-84-611-5728-0
- Oteo Ochoa, L.A. (editor) Gestión Clínica: Gobierno Clínico. Ed: Diaz de Santos 2006. ISBN: 84-7978-750-3
- Martinez, M.J. (editor). Lo que se aprende en los mejores MBA. Ed: Gestión 2000, 1999. ISBN: 84-8088-366-9
- Massons, J. Finanzas para profesionales de marketing y ventas. Ed: Ediciones Deusto, 1996. ISBN: 84-234-1443-4
- Lopez Casasnovas (Director). Anàlisi Econòmica de la Sanitat. Fulls Econòmics del Sistema Sanitari. Ed: Server Català de la Salut. Generalitat de Catalunya, 1994. ISBN: 84-393-3016-2
- Determinación de estándares sobre cuidados enfermeros enfermeros. Revista Rol de Enfermeria. 1991, Mayo núm.: 153 Páginas36-42
- Sistema PRN. Revista Rol de Enfermeria. El método PRN. 1988, Julio-Agosto núm.: 119-120 Páginas 41-46
- Pearce, J. & Robinson, R (2007) Strategic Management Formulation, Implementation, and Control. 10ª Edit. New York: Mc Graw Hill
- Yoder, P. (2003) Leading and Managing in Nursing. 3ª Edit. St Louis: Mosby
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- Harvey, F. (1979) Evolution to a Matrix Organization. Academy of Management Review, Oct, 551-553.
- Hampton, D. (1977) Contemporary Management. New York: Mc Graw Hill
- Knigth, K. (1976) Matrix Organization: A review. Journal of Management Studies, My, 116-119.
Evaluation period
- E1 26/01/2024 10:00h
- R1 05/02/2024 10:00h
- R1 05/02/2024 16:00h
- E2 12/07/2024 08:00h
- R2 22/07/2024 12:00h