The Leadership for Health Services Improvement MSc/PGDip/PGCert explores the theory, principles and practice of leadership and service improvement in health-related organisations with exploration of key issues relating to the individual (leadership values and behaviours, role, authority, power and influence); the organisation (systems and sub-systems, purpose, quality, culture, user choice and involvement); and the context (complex, ambiguous and political, multiple constituencies and accountabilities). It also includes a focus on personal development and action learning.
The normal entry requirement for a Masters programme is a good Honours degree (upper second or better) or an equivalent professional qualification. However, there are circumstances when appropriate career experience may be taken into account as an alternative to an academic qualification. In such circumstances, applicants may be asked to provide evidence of their ability to produce work of a postgraduate standard. If you have any queries about this, or would like to discuss your individual circumstances please do not hesitate to contact us.
We accept a range of qualifications from different countries
English language requirements
You can satisfy our English language requirements in two ways:
by holding an English language qualification to the right level
by taking and successfully completing one of our English courses for international students
The MSc programme consists of taught modules (total 120 credits) plus a dissertation (60 credits). There are five compulsory modules, each worth 20 credits. Students have freedom to select the modules for the remaining 20 credits from those offered by HSMC or from the wider range of modules offered elsewhere in the University to reflect the programme´s emphasis on leadership and service improvement.
The compulsory modules are:
Leadership in Context (20 credits)
By the end of this module you should be able to:
Demonstrate an understanding of the complex, ambiguous and political contexts within which NHS leadership is exercised.
Articulate an understanding of ´leading´ in systems with multiple constituencies and accountabilities.
Understand the changing role and task of healthcare leaders as leaders of services and systems, staff and processes.
Appreciate the centrality of meaning and purpose as a motivator for clinicians.
Demonstrate how your learning about leadership can contribute to better outcomes for service users, staff and other stakeholders in your own work contexts.
Applied Leadership Learning (20 credits)
You will be able to:
Demonstrate an understanding of the theoretical concepts and models of action learning.
Access action learning as an approach that supports leadership and organisational development.
Reflect and critically analyse your personal leadership experience and approach, located within theoretical concepts of leadership and learning, and
Be confident in your personal leadership practice and using a structured action learning approach as a vehicle for personal and organisational development.
Health Care Quality: Innovation and Improvement (20 credits)
By the end of this module, students will be able to:
Demonstrate an understanding of the use of different tools and techniques for the management, measurement and improvement of service quality in health care.
Critically assess the development of performance indicators and other ways of measuring and assessing quality in healthcare.
Demonstrate an understanding of the strengths and weaknesses of different approaches to quality and service improvement in health care
Introduction to Organisational Development in Health and Social Care (20 credits)
By the end of this module, students should be able to:
Understand the origins and definitions of organisation development (OD) and be able to articulate the strengths and weaknesses of this approach
Examine the ways in which OD has influenced (or not) processes of change in health and social care today
Analyse organisations through use of diagnostic models and how this informs choices about intervening
Be aware of a range of approaches to change interventions.
Reflect on the application of theories, concepts and models within health and social care contexts, including how people respond to, and work with change.
Public and User Involvement in Health Care (20 credits)
At the end of the module students will be able to:
Understand the development of consumerism in health care and be able to critically appraise the application of the concept to the NHS.
Appreciate the place of consumer approaches within the wider context of the role of service users, users’ groups, communities and the public in healthcare.
Compare different methods for obtaining the views of users, the public and communities.
Credits and optional modules
These compulsory modules total 100 credits. In order to fulfil the Programme Requirements you need to obtain 120 credits in taught modules. You can do this by selecting one further optional module. Below are a selection of modules available (each worth 20 credits):
Health Care Quality: Measuring and Assuring (08 25986)
Module Lead(s): Yvonne Sawbridge; Kerry Allen
Health Service Management (07 02837)
Module Lead(s): Robin Miller; Russell Mannion; Hilary Brown
Health and Health Care Policy (07 02978)
Module Lead(s): Martin Powell; Ross Millar
Module Lead(s): Mark Exworthy; Yvonne Sawbridge
Procurement and Market Management (07 22551)
Module Lead(s): Russell Mannion; Robin Miller
Decision-Making and Priority-setting (07 22553)
Module Lead(s): Iestyn Williams; Catherine Needham; Jenny Harlock
The MSc in Leadership for Health Service Improvement, is aimed at those already employed in a health care-related organisation at the time the programme starts in order to optimise the application of theory and the action learning elements of the programme. In the event of a student no longer being in such employment during the programme, arrangements will be made to ensure this does not detract from their learning by drawing on their recent relevant work experience.
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