YH-3-009

• Emergency care 2005 - Leaderhsip and management
• Emergency care 2006 - Leaderhsip and management
• Occupational therapy 2005 - Leadership and management
• Occupational therapy 2006 - Leadership and management
• Physiotherapy 2005 - Leadership & management
• Physiotherapy 2006 - Leadership & management
• Human ageing and elderly service 2005 (international students) - Leadership and management
• Human ageing and elderly service 2005 (native students) - Leadership and management
• Human ageing and elderly service 2006 (native students) - Leadership and management
• Human ageing and elderly service 2006 (international students) - Leadership and management
• Social services 2005 - Leaderhsip and management
• Social services 2006 - Leaderhsip and management
• Nursing 2005 (nursing) - Leadership and management
• Nursing 2006 (nursing) - Leadership and management

English

Free Elective

4

5 cr

The aims (why):
The overall aim with the course is to enhance the students’ ability for becoming reflective practitioners, more aware of their own behaviour, attitudes and actions and their impact on others and on the organisation. Further, the aim is to encourage students to analyse and critically review their practices and set it in a wider context. Summarizing, this could be achieved by linking practice with appropriate theories, models and concepts.

The aims (why):
The overall aim with the course is to enhance the students’ ability for becoming reflective practitioners, more aware of their own behaviour, attitudes and actions and their impact on others and on the organisation. Further, the aim is to encourage students to analyse and critically review their practices and set it in a wider context. Summarizing, this could be achieved by linking practice with appropriate theories, models and concepts.

The structure (how):
The course building on the PBL-concept (problem based learning) with vignette technique requires for each student: own activity and responsibility for learning. The course also offers students to actively participate and contribute to fellow students learning through BLS.

Course content (what):
This course is a literature course, aiming to broaden the knowledge of specific public management (old and new) and to gain critical awareness of trends affecting management in the public health sector.

1. Understanding organizational change
2. Organizational identities

Passed the course Organization and leadership

none

Gautam, K. 2008, "Addressing the Research-Practice Gap in Healthcare Management", Journal of Public Health Management & Practice, vol. 14, no. 2, pp. r2008.
Harding, N. 2007, "Essai: On Lacan and the 'Becoming-ness' of Organizations/Selves", Organization Studies; Berlin, vol. 28, no. 11, pp. 1761.
Harding, N. & Learmonth, M. 2000, "Thinking critically: The case of health policy research", Technology Analysis & Strategic Management; Abingdon, vol. 12, no. 3, pp. 335.
Learmonth, M. & Harding, N. 2006, Evidence-based management: the very idea, Public Administration; London, vol. 84, no. 2, pp. 245.
Lorden, A. 2008, "The balanced scorecard framework--A case study of patient and employee satisfaction: What happens when it does not work as planned?", Health care management review, vol. 33, no. 2, pp. 145.
Lynn, L. 2008. Public Management: Old and new. Routledge, New York.
Walshe, K. & Smith J. 2006, Healthcare management, Open University Press, Maidenhead.

• Lectures - 20 hours
• Tuition managed by students but supervised by the teacher - 13 hours
• Individual studies - 70 hours
• Web-based and web-supported studies - 30 hours

• Total workload of the course: 133 hours
• Of which autonomous studies: 100 hours
• Of which scheduled studies: 33 hours

Participation in tuition

Reports and productions

• Gustavson Mia
• Sigfrids Ingmar

Gustavson Maria

none

No limit

Until further notice

2008-10-30 - Reports and productions