Universitat Internacional de Catalunya

Care Management

Care Management
4
9082
3
First semester
OB
Module Fundamentals of Care II
Care Management
Main language of instruction: Spanish

Other languages of instruction: Catalan

Teaching staff


appointment by email.

Introduction

In the event that the health authorities announce a new period of confinement due to the evolution of the health crisis caused by COVID-19, the teaching staff will promptly communicate how this may effect the teaching methodologies and activities as well as the assessment.


The development in the professional field of nursing care leads to the management of resources used as well as with the associated resources of the medical field. It is evident that the result of this management, effectiveness and / or efficiency is improved when curing people. The line which begins knowledge of management knowledge through academics.


This course aims to be an invitation to students to enter into a care reality that can not be separated from the good use of existing resources. The program provides training for nursing graduates to enable them to perform the functions of management in presenting its services properly using both knowledge and the necessary skills through mastery of work systems, healthcare organization and the resources.

Pre-course requirements

Not required

Objectives

  1. Provide knowledge, procedures and attitudes necessary for nursing, 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 course, Adult Care I, students will be able to:

  • Explain the basic elements and steps of the management process.
  • Using the management process to lead a multidisciplinary work nurse.
  • Reflect on health policy options relating to the Spanish national health system.
  • Provide knowledge, procedures and attitudes necessary for nursing, properly handle the material and human resources in order to provide an effective and efficient cure for the person.

Syllabus

Unit 1. THE CONCEPTUAL FRAMEWORK OF MANAGEMENT

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 organizations. Specific objective: Identify and analyze the characteristics of 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 approach 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 systems of work.

2.3 Communication and interpersonal relationships. Specific objective: To know and value the relationships that favor a positive work environment and the various ways of dealing with conflicts within the profession.

2.4 Management of material resources. Specific Objective: To identify the qualitative and quantitative needs of material resources. Ensure proper use and maintenance.

Unit 3. NEW APPLICATIONS MANAGEMENT

3.1 Computer application management. Specific objective: To know the possibilities that information technology contributes to health management.

Teaching and learning activities

In blended



BLENDED LEARNING METHODOLOGY

• The classes will be given in person in the UIC classroom and with approximately half of the students; and at the same time it will be broadcast live (streaming) for the students who are following it and participating at home; all with the purpose of maintaining safety distances in the classrooms. The distribution of days of attendance at the university will be indicated in a separate document.

• The teacher of the subject has programmed and coordinated different methodological systems according to the skills and content to be taught. In this sense, they range from theoretical classes with participation in debate, to classes with presentation of the syllabus followed by individual student work to share and develop it together with the rest of the students, both face-to-face and non-face-to-face. Some of these methodologies could involve previously recorded training capsules for the study and individual or collective work of the student, to be later developed in class.

• Classes will not be recorded unless a student needs it for covid.19 reasons, in which case they will be given access to it.

Evaluation systems and criteria

In blended



EVALUATION WHEN THE SUBJECT IS GIVEN WITH BLENDED LEARNING METHODOLOGY

• In relation to the previous year 19-20, the requirement to take a 5 in the final exam is eliminated to be able to make an average with the rest of the marks, since in this way the continuous evaluation is given greater strength, which will now have a value 50% distributed as follows: 10% for self-employment questionnaires, 15% for class participation and 25% for the intermediate written test. We consider it important to keep the exams because it facilitates the retention of the subject, but by itself it does not represent the acquisition of the competences and we think that with the realization of a case that includes the most important questions of the subject a correct balance is achieved.

Regarding the second call, note:

• The percentages of the evaluation of the first call and the marks of the continuous evaluation will be maintained, with the exception that it will be possible to improve the mark of the autonomous questionnaires (up to 5).The final exam grade will be the one obtained in this second call, that is, the grade of the intermediate written test will not be maintained and the grade of the second conv will be worth 75%. In second call there will be no honors

Bibliography and resources

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  •     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.
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  •     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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  •     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
  • Chievenato, I. (1999) Introducción a la teoría general de la Administración (5ª Edición).  New York: Mc Graw Hill.
  • 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
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  • Knigth, K. (1976) Matrix Organization: A review. Journal of Management Studies, My, 116-119.

Evaluation period

E: exam date | R: revision date | 1: first session | 2: second session:
  • E1 15/01/2021 08:00h
  • R1 03/02/2021 10:00h
  • E2 09/07/2021 12:00h
  • R2 19/07/2021 11:00h

Teaching and learning material