15 credits at level HE7
To develop participants understanding of notions of ‘effectiveness’ and ‘performance’ in the care context, in order that they can critically evaluate and improve the performance of others and themselves
To develop participants’ ability to critically evaluate the impact of various imposed frameworks (conceptual, contractual and organisational) and systems for performance management, so that they can evolve constructive ways of using those frameworks to improve services.
Notions of performance and effectiveness
Frameworks for Managing Performance
• Performance policy, structures (including networks, managed clinical networks, CHAI etc)
• performance indicators and their impact.. Balanced Scorecard.
• flexibility, skill-mix, competence, extended roles and workforce planning
• appraisal and reward systems (inc. Agenda for Change, KSF)
Financial Performance (inc. capital &revenue planning and control, PFI)
Principles of corporate and clinical governance.
Risk management (incident reporting, complaints etc)
. The modules will be delivered using a combination of lectures, case studies, group discussions, group exercises, structured reading, and associate lecturers/guest speakers, using a participative approach to learning.
when you have successfully completed this module you will:
to demonstrate that you have achieved the learning outcome you will:
|1.||Understand the implications of the national and local service performance management systems (including both finance and HR systems).||Critically evaluate the appropriateness and impact of national and local service performance management systems|
|2.||Critique local performance management systems within the service, and associated quantitative and qualitative performance indicators.||Critically review local systems, and devise appropriate local performance measures.|
|3.||Understand the main Financial Performance systems (inc. capital &revenue planning and control, PFI).||Review the impact of financial performance systems upon your own service|
|4.||Understand the nature and impact of ‘contracts’ within their service, both formal, organisational and psychological
||Review the relationship between individual ‘contracts’ and larger performance systems|
|5.||Understand the principles of governance and risk management (incident reporting, complaints etc)||Identify the main areas of risk within their service, and suggest ways to improve the quality of governance|
Your achievement of the learning outcomes for this module will be tested as follows:
|Description||Short Report critiquing a specific local performance framework, with implications for personal and local service development (1,500 words)||Critical evaluation of performance and risk management in their own service area. (3,000 words)|
There are no prerequisites for this module.
No restrictions apply.
Public Sector Management: Theory, critique and Practice (ed. McKevitt & Lawton) Sage/OU 1994
Goffman E, The Presentation of Self in Everyday Life, Penguin, 1959
Pollitt, C. (1988) Bringing Consumers into Performance Measurement: concepts, consequences and constraints, Policy and Politics, Vol 16 No 2 pp 77-87
Images of Organisations Morgan G Sage 1986
Abbot A (1988) The System of Professions, University of Chicago press
Harrison S and Pollitt C 1994 Controlling Health professionals OU Press
Hackman JR (1990) Groups that Work (and those that don’t): Conditions for Effective Teamwork, Jossey –Bass
Schein E, Organisational Psychology, Prentice Hall, 1988
Broadbent M and Cullen J (2003 forthcoming) ,Managing Financial Resources', 3rd Edition, Butterworth Heinemann, Oxford
Storey, J (ed), New Perspectives on human resource management, Routledge, 1997
Fletcher, C Appraisal: routes to improved performance2nd edn IPM 1994
Edis M (1995) Performance Management and Appraisal in Health services NAHAT/Kogan Page
Ackroyd S and Thompson P 1999 Organizational Misbehaviour Sage
Pedler et al (1991), The Learning Company, McGraw-Hill
Burke RJ and Cooper CL (eds) (2000) The Organisation in Crisis, Blackwell Business
Managing Team and Personal Effectiveness, Health and Social Services Management, OU Press, 1998:
Managing Effectiveness (Lewis P)
Managing Individual Effectiveness (Lewis P, Frith J., and Phillips K.)
Managing Frameworks for Development (Lewis P, Glenny V.)
Managing Performance (Lewis P, Glenny V.)
Key Articles (available on module delivery)
Cameron, K. Critical Questions in Assessing Organisational Effectiveness, Organisational Dynamics, Autumn, AMACOM, 1980.
Mannion R et al On the Limitations and Pitfalls of Performance Measurement Systems in
Health Care, Quality in Health Care: Strategic Issues in Health Care Management, Davies HTO et al (eds), Ashgate Publishing Ltd, 2001
Smith Peter, Outcome -related performance indicators and Organisational Control in the Public sector, British Journal of Management Vol 4 135-151
Kaplan RS and Norton DP, The balanced scorecard - measures that drive performance, Harvard business review, Jan - Feb pp71-79 , , 1992
Murphy, Martin, Using the Balanced scorecard for more efficient Commissioning, British Journal of Health Care Management, Vol 3 No.9 pp471- 474, , 1997
Statham D (1994) ‘Working Together in Community care’ Health Visitor, Vol 67, No 1, pp16-18.
Casey D (1985) ‘When is a team not a team?’ Personnel management pp3-7
|Host Subject Group:||Management|
|User Name||Date Accessed||Action|