Subject

Care Management

  • code 09082
  • course 3
  • term Semester 1
  • type OB
  • credits 4

Module: Module Fundamentals of Care II

Matter: Care Management

Not specified

Teaching staff

Head instructor

Office hours

appointment by email.


Update date Course Guide:June 2012

Introduction

The development in the professional field of nursing care leads to the management of the resources used and those to whom it relates. It is evident that the outcome of this management effectiveness will be obtained and / or efficiency will allow an improvement in the care of people. The line to start the management expertise is through academics.
This course aims to be an invitation to students to enter health care a reality that can not be separated from the good use of existing resources. The program provides training to nursing graduates to enable them to perform the functions of management in the presentation of their services, using both knowledge proper techniques needed by the domain of work systems, organizational health and resources

Pre-course requirements

Not required

Objectives

Provide the knowledge, procedures and attitudes necessary to properly handle nursing human and material resources in order to efficiently and effectively cure the person.

Competences / Learning outcomes of the degree programme

  • 11. E - Establish effective communication with patients, families, social groups and partners and promote health education.
  • 12. B - Know and observe the ethical code of conduct of Spanish nursing, understanding the ethical implications of health in a changing global context.
  • 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.
  • 24. G - Ability to work autonomously.
  • 4. B - Understand the interactive behavior of the person according to their gender, group or community, within their social and multicultural context.
  • 6. E - Base nursing care on scientific evidence and available resources.
  • 7. B - Understand people without prejudice, considering their physical, psychological and social aspects, as autonomous and independent individuals, ensuring respect for their opinions, beliefs and values, ensuring their right to privacy through confidentiality and professional secrecy.
  • 8. B - Promote and respect the right of participation, information, autonomy and informed consent in decision-making of people treated, according to the way they live their health - disease process..

Learning outcomes of the subject

At the end of the field of Adult Care I, students will be able to:

1. Explain the basic elements and steps of the management process.

2. Use the management process to lead a multidisciplinary nurse.

3. Reflecting on the various policy options related health Spanish national health system.

4. Provide the knowledge, procedures and attitudes necessary to properly handle nursing human and material resources in order to efficiently and effectively cure the person.

Syllabus

Topic 1. THE MANAGEMENT FRAMEWORK

1.1 Concepts and theories of management. Specific Objective: Understand 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 social environment and human health organizations.

1.3 Systems and Health Policy. Specific objective: To determine the general framework for the provision of health services.

1.4 Legislation. Specific objective: To approach the legal context in which they develop management activities.

1.5 Health Economics. Specific objective: To analyze the relationship between economics and health. Knowing the distribution of health and pantry funding.

  Topic 2. THE HEALTH RESOURCES MANAGEMENT

2.1 Management of human resources. Specific objective: To describe and assess the importance of workload and staffing.

2.2 Systems of work. Specific objective: To evaluate the advances and disadvantages of different systems work.

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

2.4 Management of material resources. Specific objective: Identify the qualitative and quantitative requirements of material resources. Ensuring proper use and maintenance.

  Topic 3. NEW APPLICATIONS TO THE MANAGEMENT

3.1 Application to the management computer. Specific objective: To know the possibilities that information technology brings to healthcare management

Teaching and learning activities

In person

The attached table shows the relationship between ECTS and the workload in hours of learning in terms of the different methodologies used in Care Management. The course is developed through theoretical sessions (lectures), practical sessions, guided and self-learning.

In this area, everyone ECTS is equivalent to 10h in which the teacher plays a face. The teaching load can be made by the master class where the teacher will present the main ideas and encourage participation and discourse. The content of the lectures will be the development of the main themes and concepts of the subject listed on the agenda. As regards the practical classes will use the case method to encourage work among peers and which will accompany the student in the learning process, guiding, advising and advising.

The remaining hours up to 25h 15h to 1 ECTS, are distributed:

· 7h autonomous work which the teacher supervision 3h virtually through ICT (Moodle questionnaires through short questions regarding topics covered in class previously) and 4h correspond to the students themselves.

· All other 8h do not appear in the tables correspond to the burden of self-directed learning and the student.

Self-employment in the student learn to solve problems on their own with the reinforcement of the given material and information received in the classroom. There will be hours spent searching for information, preparation of work and individual study, all to get to achieve the desired knowledge.

4 ECTS credits (= 100h 4x25H).

· Work with the teacher in the class held in the classroom: 40h

or Lectures: 28h

Self study or in class: 2 hours

o Discussion: 10h

· Work led by the teacher and self-made virtual: 12pm (3h ECTS)

· Work individually: (12 hours per ECTS): 48h. Working understanding of notes, exercises and cases performed in class not compulsory and bibliography, summary of notes and study them.

 

Methods of teaching / learning in mixed mode

Care Management The course will develop a method of teaching / learning mixed with the intent to promote, protect and assessing learning and participatory student continued with the use of hours of active work during the classes and also with the use of ICT in virtual classes.

During these classes will be held 54% of lectures and 46% of active classes of the student. Of this 46% to 23% will be in class and a 23% virtual classroom with ICT. Participatory methodologies class representing 23% are distributed as follows: 4% case method and class discussion after critical reading 19% (for synthesis and peer learning). As 23% of virtual work is carried out through questionnaires 2%.

The reason for the mixed mode is to combine the presentation and explanation of all issues by the teacher, but at the same time the student has the opportunity to delve into the same subject by methods that help you internalize and endorse the content.

To develop this method is necessary to emphasize that they will have to overcome some challenges from both the teacher and the student as both will have to incorporate into your work schedule, not just the hours and schedule face time, but both will have to reserve a space on the agenda for virtual work hours. Of course, the virtual work will not have an exact time to be done, but if the student and teacher recommend that you mark a specific time (which may change as contingency that may arise). Also, must present their work always within a maximum period of one week, as will be seen in the schedule.

Evaluation systems and criteria

In person

The matter will be evaluated during the semester by continuous assessment system with a rate of 60% and a final exam with a value of 40%. Continuous assessment will have:

· Participation in class individual through the synthesis of knowledge gained, exercises and development of all cases: 15%

· Work virtual self: Making questionnaires after reading and analysis of 2 cases and / or 1 Reading issues hung virtually (on Moodle): 25%

· Proof partial: 20%


General evaluation criteria

· The term test and final exam questions will be multiple choice response (ROM) and / or short answer questions.

· It will be necessary to approve a 5 final exam.

 

 2ª convocatoria

Para la 2ª convocatoria se mantendrá el mismo tipo de evaluación que en la primera convocatoria pero se permitirá repetir el  Trabajo autónomo virtual  está suspendido con la Realización de cuestionarios después de lectura y análisis de  casos y/o  Lecturas de temas colgados virtualmente (en Moodle) con un valor del 25%. Se mantendrá el valor de la nota de participación en clase. Por otro lado, el valor del examen parcial no se mantendrá si está suspendido y el valor del final pasará a ser del 60%. La nota definitiva de la asignatura será el resultado de aplicar los promedios de la asignatura.



3ª y 4º convocatoria

Para la 3ª y 4ª convocatoria se mantendrá el mismo tipo de evaluación que en la 1ª y 2ª convocatoria y en ningún caso se guardarán las notas parciales o de cualquier tipo de evaluación de un curso para el otro.

 

Evaluation scheme to use

An assessment will be continuous and continuously hanging notes intranet so that students can go valuing learning. The questionnaires will feed with the right answers so that students can learn and be assessed at the same time. The partial test will be corrected in class to facilitate learning and of course, you can perform a test review.

 

Rules governing the course

Presence and participation

Although attendance is not mandatory, it is important that those days where you do work in class, especially synthesis of the issues, will be a great help, so that failure to attend the same difficult for the student to overcome the subject. In addition, this summary of issues is part of the evaluation and whether an assessment will not attend suspended in this section.

 

Testing and measurable activities

Each year marks a few days of tests to perform (see annual schedule)


Reference to key elements of the institutional calendar

It is important to comply with the schedule attached to keep pace with the class (see attached schedule)

 

Evaluation Period

Round 1 Final Exam: 27 / 1 10 to 12
Final Review Ex 1 st with: 3 / 2 12h (practice takes) i 15h (practice mati)
Final Exam 2nd call: 22 / June 10 to 12
Final Exam Review 2nd call: 6 / 7 12:00 to 1:00 p.m.

Bibliography and resources

  •   AYUSO MURILLO, D, Grande Sellera, R.F. La gestión de enfermeria y los servicios generales en las organizaciones sanitarias. Ed: Ediciones Diaz de Santos 2006 ISBN: 84-7978-756-2
  •     KÉROUAK, S et Al. El pensamiento enfermero. Barcelona: Masson - Salvat, 1996.
  •     KOZIER et Al. Fundamentos de enfermería: Conceptos proceso y práctica. En: Biblioteca de enfermería profesional. Vol.1. 5º edición. Madrid: Mc. Graw Hill- Interamericana, 2002.
  •     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.
  •     MOMPART, M Administración y Gestión. 2ª Ed. En: Enfermería 21. Madrid: Difusión Avances de Enfermería (grupo Paradigma), 2000.
  •     RUIZ, J Cultura organizacional y desarrollo profesional e enfermería. Revista Rol de Enfermería 1999; (22-1) 11-15.
  •     RUIZ, J BLANCH, A La misión (I). Revista Rol de Enfermería 2000; 23(3): 170-173.
  •     RUIZ, J La misión (II) Revista Rol de Enfermería 2000; 23(7-8): 489-491.
  •     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
  •     Muir Gray, J.A. Atención Sanitaria Basada en la Evidencia. Como tomar decisiones en gestión y política sanitaria. Ed: Churchill Livingstone España, 1997
  •     Wright, J. Hill, P. Gobierno Clínico. Ed: Elsevier 2005. ISBN 84-8174-906-0
  •     DÍAZ, MT Accountability: Nuevo término en administración en enfermería. Revista Rol de Enfermería 1996; (215-216): 61-64.
  •     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
  •  
  • Knigth, K. (1976) Matrix Organization: A review. Journal of Management Studies, My, 116-119.

Teaching and learning material

      Material
            1-Guia docente guiadocentegestiondelcuidado12_13.pdf 
            2a-Sociología de las organizaciones sociologiaorganizaciones.nuevasaplicaciones.pdf 
            2- Caso de la Sra Raku casosraraku.pdf 
            3-Conceptos y teorias de la gestión 3-conceptosyteoricasgestion.pdf 
            4-Sistemas y politicas de salud sistemasypoliticasdesalud.pdf 
            5a -Legislación legislacion.pdf 
            5-Caso caida de un paciente casodelacaidadeunpaciente.pdf 
            6-Economia de la salud economiadelasalud.pdf 
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