Strategic Management in Rehabilitation (5 ECTS)

Objective

Students are able to:
– use and apply strategic management as part of activities in organisations, work and rehabilitee’s communities
– assess the significance of strategic management as part of developing rehabilitation and its services
– assess the strategic development of their own work community and participate in the development process of strategic activities
– utilise competence management as part of competitiveness of the organisation and the community
– make a competence development plan for themselves and the community.

Content

Values and visions as part of strategic management
Concepts, theories, development phases and analyses of the strategy and strategic management
Self-management and use of tacit knowledge; developing a personal strategy
Competence management

Further information

Opintojakson toteutukseen liittyvät tarkemmat tiedot ja aineistot ovat Moodlessa.

Kuntoutuksen yamk opiskelijoiden lisäksi tämä opintojakso on tarjolla Metropolian avoimen ammattikorkeakoulun opiskelijoille, paikkoja on vapaana yksi ja se täytetään ilmoittautumisjärjestyksessä.

Evaluation scale

0-5

Assessment criteria, satisfactory (1)

Understanding a client:
The client’s voice is heard.
Common ethical values guide activities.
Activities forming a coherent whole are produced combining complex issues in a one-faceted way.
Managing change:
The common aim and functioning are agreed on and implemented side by side.
Good present practices are analysed and applied.
Existing networks are utilised.
Change is merely stated when assessed.
An encouraging atmosphere is built up.

Assessment criteria, good (3)

Understanding a client:
The client’s participation is enabled.
Ethicalness is shown in client interaction.
Activities forming a coherent whole are produced together with the client in a multi-faceted way, crossing boundaries.
The aim is set together, and it guides the collaboration.
Managing change:
Change processes are implemented in a controlled way, renewing present practices.
Activities involve boundary crossing in networks.
Prerequisites for functioning, the process and outcomes are assessed in a way that guides functioning.
An open and confidential atmosphere is built up.

Assessment criteria, excellent (5)

Understanding a client:
The client is considered an active actor and developing partner. The client’s needs guide common development.
The common value base is defined in relation to activities.
Professionals and clients together build up meaningful activities forming a whole, to strengthen the clients’ well-being and functional ability.
Managing change:
The aim is set in a joint process, and functioning is based on partnership and shared understanding.
The future is predicted, and innovations are made.
Crossing boundaries renews networks.
Assessment is implemented predictably, developing activities.

Assessment criteria, approved/failed

Understanding a client:
The client’s voice is heard.
Common ethical values guide activities.
Activities forming a coherent whole are produced combining complex issues in a one-faceted way.
Managing change:
The common aim and functioning are agreed on and implemented side by side.
Good present practices are analysed and applied.
Existing networks are utilised.
Change is merely stated when assessed.
An encouraging atmosphere is built up.