Subject

Care Management

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

Main language of instruction: Spanish

Other languages of instruction: Catalan

Timetable
 Sem.1  MO 10:00 12:00 
 Sem.1  TU 10:00 12:00 
 Sem.1  WE 10:00 12:00 

Teaching staff

Head instructor

Dr. Alberto GALLART - agallart@uic.es

Office hours

appointment by email.

Introduction

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.

Competencies

  • 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
  • 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.

Learning outcomes

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.

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

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

The attached table shows the relationship between ECTS and workload in hours of learning based on different methodologies to be used in Care Management. The course is developed through theoretical sessions (lectures), practical sessions, and guided and autonomous virtual learning.

In this course , everyone's ECTS are equivalent to 10 hours in which the professor has a classroom role. This teaching load can be made through Master Class where the professor will present the main ideas and encourage participation and discourse. The content of the lectures will consist of the main topics and concepts of the units which are detailed in the course syllabus. Methodology cases and exercises will be used in the practical classes among peers and where the student will be accompanied in the learning process, being guided and advised at all times.

The rest of the hours of 15h to 25h to 1 ECTS, are distributed:

  • 7 hours autonomous work in which the professor will monitor virtually for 3 hours through ICT (through Moodle questionnaires with short questions regarding topics discussed in class previously) and 4 hours for the students to complete on their own.
  • The rest of the 8 hours that do not appear in the tables correspond to the directed workload and autonomous learning of the student. {2} {/2}

In autonomous work, the student will learn to solve problems on their own with the reinforcement of the given material and information received in the lectures. There will be hours spent searching for information, development of work and individual study, all to achieve the desired knowledge.

 Methods of teaching / learning in mixed modality

Management Care course will develop a method of teaching / learning combined with the intent to promote, monitor and evaluate a continuous and participatory learning of students with the use of hours of active work during classes and also with the use of ICT in virtual classes.

During these classes the student will complete 54% of lectures and 46% of active classes. From the 46%, 23% will be in class and 23% in the virtual classroom with ICT. The participatory methodologies class which represents 23% will be distributed as follows: 4% case method and class discussion after critical reading, 19% (for synthesis and peer learning).From the 23%, 2% will be done through virtual questionnaires.

The reason for this mixed approach is to combine the presentation and explanation of all issues by the professor, but at the same time the students have the opportunity to delve into the same course by methodologies that help them internalize and endorse the content.

In order to develop this method, it is necessary to emphasize that there will be some challenges faced by both the professor and the student since both will have to incorporate into work schedules, not only the hours and scheduled face time, but also space for virtual working hours.Of course, the virtual work will not have an exact time to be done, but the student and professor may recommend a specific time (which may vary according to contingencies that may arise). Also, students will have to present their work within a maximum period of one week, as will be seen in the schedule.

METHODOLOGYCOMPETENCESECTS CREDITS
Lecture
13. G 15. B 16. G 18. E 20. B 25. E 28. E 3.1
Critical reading
Case method
15. B 18. E 20. B 28. E 0.9
Virtual learning
16. G 20. B 25. E 1.2

Evaluation systems and criteria

The course will be evaluated during the semester by continuous assessment systems with a percentage of 60% and a final exam worth 40%. The continuous assessment will have:

  • Individual participation in class by synthesizing the knowledge acquired, exercises and development of all cases: 15%
  • Virtual Self study: Doing questionnaires after reading and analysis of 2 cases and / or 1 Reading of the virtually topics (Moodle): 25%
  • Midterm exam: 20%

General evaluation criteria

The Midterm exam and final exam questions will be multiple choice response and / or short answer questions. It will be necessary to pass the final exam with a 5.

First Resit

The course will be evaluated with a final exam worth 60% and the mark of the continuous assessment will be a percentage of 40% since the midterm will not be considered. The 40% of continuous assessment will allow:

  1.         Recuperation of 25% of the virtual Self study: Doing questionnaires after reading and analysis of cases and / or virtual reading topics posted (in Moodle) in any case the maximum score received must be a 5.
  2.         Finally, the 15% for the participation in class section will remain, because what is valued is the attendance and participation in class.

The final mark for the course will be the result of applying the averages of the course.

Honors qualifications will not be awarded during retakes.

2nd and 3rd Resits

The 2nd and 3rd resits will have the same type of evaluation in the examination and 1st resit and in no case will partial marks or any kind of assessment of a course be applied to these resits.

Evaluation scheme

Continuous assessment will be conducted and marks will be continuously placed on intranet so that students can see their progression of learning. The questionnaires will give feedback with the right answers so that students can learn and assess themselves at the same time. The midterm exam will be corrected in class to facilitate learning and of course, students can perform a review of examination.
 

RULES GOVERNING THE COURSE

Attendance and participation

Although attendance is not compulsory, it is important to attend those days where class work, especially synthesis of the topics are explained. It will be difficult for students to pass the course if they do not attend class. In addition, this synthesis of topics is part of the evaluation and because of this, if students don not attend they will fail the assessment part of the section.

Testing and assessment activities

Each year the test dates are written (see annual schedule)

Reference to key elements of the institutional calendar

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

Evaluation period

  • Final exam: 27/1 10 to 12h
  • Review Final Exam with: 3/2 12h (afternoon practice) and 15h (morning practice)
  • Final exam 1st Make Up: 22/6 10 to 12h
  • Final Exam Review 1st Make Up: 12.00h 6/7 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.

Evaluation period

E: exam date | R: revision date | 1: first session | 2: second session:

  • E1 17/01/2020 10:00h
  • R1 05/02/2020 10:00h
  • E2 03/07/2020 12:00h
  • R2 17/07/2020 11:00h

Teaching and learning material

      Material
            1-Guia docente guiadocentegestiondelcuidado.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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