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Ashley Part A Syllabus > 5. Management > Flashcards

5. Management Flashcards

1
Q

5. Organisation and management of health care and health care programmes from a public health perspective

a) Understanding individuals, teams/groups and their development:

A
  1. Motivation, creativity and innovation in individuals, and its relationship to group and team dynamics
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2
Q

5. Organisation and management of health care and health care programmes from a public health perspective

a) Understanding individuals, teams/groups and their development:

A
  1. barriers to, and stimulation of, creativity and innovation (e.g. by brainstorming);
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3
Q

5. Organisation and management of health care and health care programmes from a public health perspective

a) Understanding individuals, teams/groups and their development:

A
  1. learning with individuals from differing professional backgrounds;
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4
Q

5. Organisation and management of health care and health care programmes from a public health perspective

a) Understanding individuals, teams/groups and their development:

A
  1. personal management skills (e.g. managing: time, stress, difficult people, meetings);
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5
Q

5. Organisation and management of health care and health care programmes from a public health perspective

a) Understanding individuals, teams/groups and their development:

A
  1. the effective manager;
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6
Q

5. Organisation and management of health care and health care programmes from a public health perspective

a) Understanding individuals, teams/groups and their development:

A
  1. principles of leadership and delegation;
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7
Q

5. Organisation and management of health care and health care programmes from a public health perspective

a) Understanding individuals, teams/groups and their development:

A
  1. principles, theories and methods of effective communication (written and oral) in general, and in a management context
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8
Q

5. Organisation and management of health care and health care programmes from a public health perspective

a) Understanding individuals, teams/groups and their development:

A
  1. principles of negotiation and influencing;
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9
Q

5. Organisation and management of health care and health care programmes from a public health perspective

a) Understanding individuals, teams/groups and their development:

A
  1. Interactions between managers, doctors and others; [deleted]
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10
Q

5. Organisation and management of health care and health care programmes from a public health perspective

a) Understanding individuals, teams/groups and their development:

A
  1. the theoretical and practical aspects of power and authority, role and conflict;
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11
Q

5. Organisation and management of health care and health care programmes from a public health perspective

a) Understanding individuals, teams/groups and their development:

A
  1. professional accountability , performance and appraisal;
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12
Q

5. Organisation and management of health care and health care programmes from a public health perspective

a) Understanding individuals, teams/groups and their development:

A

clinical governance;

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13
Q

5. Organisation and management of health care and health care programmes from a public health perspective

a) Understanding individuals, teams/groups and their development:

A

behaviour change in individuals and organisations.

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14
Q

5. Organisation and management of health care and health care programmes from a public health perspective

b) Understanding organisations, their function and structure:

A
  1. understanding internal and external organisational [structures and] environments, evaluating internal resources and organisational capabilities (This addition makes it explicit that the term environment also includes organisational structures)
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15
Q

5. Organisation and management of health care and health care programmes from a public health perspective

b) Understanding organisations, their function and structure:

A
  1. identifying and managing internal and external stakeholder interests;
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16
Q

5. Organisation and management of health care and health care programmes from a public health perspective

b) Understanding organisations, their function and structure:

A
  1. structuring and managing inter-organisational (network) relationships, including intersectoral work, collaborative working practices and partnerships
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17
Q

5. Organisation and management of health care and health care programmes from a public health perspective

b) Understanding organisations, their function and structure:

A
  1. social networks and communities of interest;
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18
Q

5. Organisation and management of health care and health care programmes from a public health perspective

b) Understanding organisations, their function and structure:

A
  1. assessing the impact of political, economic, socio-cultural, environmental and other external influences
19
Q

5. Organisation and management of health care and health care programmes from a public health perspective

c) Management and Change:

A
  1. understand the basic management models and theories associated with motivation and leadership [and change management] and be able to apply them to practical situations and problems (In addition to motivation and leadership the concepts of change management are central to management practice in the current health service and change management is therefore made explicit here)
20
Q

5. Organisation and management of health care and health care programmes from a public health perspective

c) Management and Change:

A
  1. critical evaluation of a range of principles and frameworks for managing change;
21
Q

5. Organisation and management of health care and health care programmes from a public health perspective

c) Management and Change:

A
  1. understanding the issues underpinning the design and implementation of performance management againsts goals and objectives
22
Q

5. Organisation and management of health care and health care programmes from a public health perspective

d) Understanding the theory and process of strategy development: [Policy and strategy development and implementation] (This change enables changes in the following section to differentiate between policy and strategy and include the issue of implementation as well as development since considerations of implementation are central to development of both policy and strategy)

A
  1. strategy communication and strategy implementation in relation to health care;
23
Q

5. Organisation and management of health care and health care programmes from a public health perspective

d) Understanding the theory and process of strategy development: [Policy and strategy development and implementation]

A
  1. theories of strategic planning;
24
Q

5. Organisation and management of health care and health care programmes from a public health perspective

d) Understanding the theory and process of strategy development: [Policy and strategy development and implementation]

A
  1. health service development and planning;
25
Q

5. Organisation and management of health care and health care programmes from a public health perspective

d) Understanding the theory and process of strategy development: [Policy and strategy development and implementation]

A
  1. methods of organising and funding health services and their relative merits, focusing particularly on international comparisons and their history
26
Q

5. Organisation and management of health care and health care programmes from a public health perspective

d) Understanding the theory and process of strategy development: [Policy and strategy development and implementation]

A
  1. risk management;
27
Q

5. Organisation and management of health care and health care programmes from a public health perspective

d) Understanding the theory and process of strategy development: [Policy and strategy development and implementation]

A
  1. guideline development;
28
Q

5. Organisation and management of health care and health care programmes from a public health perspective

d) Understanding the theory and process of strategy development: [Policy and strategy development and implementation]

A
  1. integrated care pathways; [deleted]
29
Q

5. Organisation and management of health care and health care programmes from a public health perspective

d) Understanding the theory and process of strategy development: [Policy and strategy development and implementation]

A
  1. public and carer consultation and involvement in health service planning;
30
Q

5. Organisation and management of health care and health care programmes from a public health perspective

d) Understanding the theory and process of strategy development: [Policy and strategy development and implementation]

A
  1. historical development of personal health services and of public health. [deleted]
31
Q

5. Organisation and management of health care and health care programmes from a public health perspective

d) Understanding the theory and process of strategy development: [Policy and strategy development and implementation]

A

[differences between policy and strategy, and the impact of policies on health] (Although not previously made explicit this topic is central to the subheading and issues dealt
with in this section of the syllabus)

32
Q

5. Organisation and management of health care and health care programmes from a public health perspective

d) Understanding the theory and process of strategy development: [Policy and strategy development and implementation]

A

[principles underpinning the development of policy options and the strategy for their delivery] (This item replaces the item ?strategy communication and strategy mplementation in relation to health care)

33
Q

5. Organisation and management of health care and health care programmes from a public health perspective

d) Understanding the theory and process of strategy development: [Policy and strategy development and implementation]

A

[stakeholder engagement in policy development, including its facilitation and consideration of possible obstacles] (This addition makes explicit the need to engage stakeholders in policy and strategy development which is otherwise implicit)

34
Q

5. Organisation and management of health care and health care programmes from a public health perspective

d) Understanding the theory and process of strategy development: [Policy and strategy development and implementation]

A

[implementation and evaluation of policies including the relevant concepts of power, interests and ideology] (This items makes explicit the need for evaluation following implementation of policies which is otherwise implicit)

35
Q

5. Organisation and management of health care and health care programmes from a public health perspective

d) Understanding the theory and process of strategy development: [Policy and strategy development and implementation]

A

[problems of policy implementation] (This item makes explicit the need to consider problems associated with policy
implementation)

36
Q

5. Organisation and management of health care and health care programmes from a public health perspective

d) Understanding the theory and process of strategy development: [Policy and strategy development and implementation]

A

[analysis, in a theoretical context, of the effects of policies on health] (This item makes explicit the need to consider the theoretical underpinning of policy
development)

37
Q

5. Organisation and management of health care and health care programmes from a public health perspective

d) Understanding the theory and process of strategy development: [Policy and strategy development and implementation]

A

[major national and global policies relevant to public health] (This addition identifies the need to consider wider policies on both a national and global scale)

38
Q

5. Organisation and management of health care and health care programmes from a public health perspective

e) Finance, management accounting and relevant theoretical approaches:

A
  1. the linkages between demographic information and health service information and its public health interpretation and relationship to financial costs
39
Q

5. Organisation and management of health care and health care programmes from a public health perspective

e) Finance, management accounting and relevant theoretical approaches:

A
  1. budgetary preparation, financial allocation [contracts] and service commissioning (This addition makes explicit the role of contracts in financial allocation and service
    commissioning)
40
Q

5. Organisation and management of health care and health care programmes from a public health perspective

e) Finance, management accounting and relevant theoretical approaches:

A
  1. methods for audit of health care spending.
42
Q

5. Organisation and management of health care and health care programmes from a public health perspective

[(e) Health and social service quality]

A

[principles underlying the development of clinical guidelines, clinical effectiveness and quality standards and their application in health and social care] (This item makes explicit the consideration of clinical effectiveness and standard setting in the process of developing clinical guidelines)

43
Q

5. Organisation and management of health care and health care programmes from a public health perspective

[(e) Health and social service quality]

A

[professional accountability, clinical governance, performance and appraisal] (These additions make explicit the role of professional accountability, performance and
appraisal as part of clinical governance)

44
Q

5. Organisation and management of health care and health care programmes from a public health perspective

[(e) Health and social service quality]

A

[risk management and patient safety] (This item makes explicit the central role of risk management in improving patient safety)

45
Q

5. Organisation and management of health care and health care programmes from a public health perspective

[(e) Health and social service quality]

A

[Application of public health sciences to the implementation of public health programmes]

Ashley Part A Syllabus (7 decks)

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