Strategy, Management and Leadership in Health Business (5 cr)

Objective

The student
• demonstrates an in-depth understanding of the three interrelated cornerstones of the job of a manager within health business
• is able to conceptualise the strategy of the parent organisation
• is able to establish a robust management structure for their own field of responsibility
• is ready to take the first steps as an interactive people leader in a diverse organisational context.

Content

• Overall framework of being a manager
• Strategy process
• Building blocks of a management structure
• Fundamentals of people leadership in a diverse organisational context

Location and time

Thursday 19.9 from 16.15 - 18.15
Thursday 26.9 from 16.15 -18.15
Thursday 3.10 from 16.15-18.15
Thursday 24.10 from 16.15-18.15

Materials

Cleland Silva, T., & de Tarso Fonseca Silva, P. (2022). Making Sense of Work Through Collaborative Storytelling: Building Narratives in Organisational Change.

Cleland Silva, T., Sorsa, V., Hyytiäinen, S., & Ylä-Soininmäki-Pyöriä, M. (2023). Co-designing a digital healthcare platform with metaphor: the case of the Brain House for the Health Village. puntOorg International Journal, 8(2).

Drucker, P. (2005) Managing oneself. Harvard Business Review.

Ferlie, E., Montgomery, K., & Pedersen, A. R. (Eds.). (2016). The Oxford Handbook of health care management. Oxford University Press.

Khilji, S. E., & List, C. E. (2021). Humanizing to address the grand challenge of rising inequalities: Leadership in a post-COVID world. Academia Letters, 2.

Mintzberg, H. (2013). Simply managing: What managers do—and can do better. Berrett-Koehler Publishers.

Mintzberg, H. (2018). Managing the myths of health care. Berrett-Koehler Publishers.

Raelin, J. A. (2020). In leadership, look to the practices not to the individual. Academia Letters Article, 34.

Teaching methods

This course delves into the practical aspects of leadership, management, and strategy within the complex landscape of healthcare and health business. It explores how these practices intersect and shape the delivery of care, organizational dynamics, and the overall effectiveness of healthcare systems and health business. Through a multidisciplinary approach, students will gain insights into contemporary theories and real-world applications, preparing them to navigate the challenges and opportunities for leadership and management in public healthcare, health business, and private-public partnership.

International connections

The implementation happens in an international group

Completion alternatives

N/A

Student workload

135 hours: 8 hours of live webinars and interactive activities, plus 127 hours of dedicated reading, independent study and online weekly quizzes.

Independent study and weekly online quizzes based on learning materials (80%)
Active participation in the webinars (minimum 3 of 4 webinars) (20%)

Content scheduling

Webinar 1: Leadership as practice
Webinar 2: Management as practice
Webinar 3: Strategy as practice
Webinar 4: Private-public partnership and reframing health care management

Evaluation scale

0-5

Assessment criteria, satisfactory (1)

The student has completed basic requirements to pass the course and has made an attempt to apply and articulate concepts and information both verbally and in writing but has not made enough effort overall. The student has demonstrated little effort, interest and motivation for individual or team activities / assignments and the output is rather weak.

Assessment criteria, good (3)

The student can apply and articulate concepts and information well both verbally and in writing, certain areas of individual or team output require further attention; shows appropriate level of interest and motivation in individual and team activities. Good presentation delivery and analysis.

Assessment criteria, excellent (5)

The student demonstrates interest and motivation in individual and team activities and assignments, fully applies and clearly articulates concepts and information both verbally and in writing. The student is able to support their arguments with references to the recommended reading and lecture content. Excellent presentation delivery and analysis.

Assessment methods and criteria

Evaluation Criteria:

Satisfactory (1-2):

Basic engagement in independent study activities related to leadership, management, and strategy within health business.

Limited understanding of the practical aspects of these subjects within the health business context.

Completion of weekly quizzes with basic comprehension of the material.

Minimal participation in webinars, attending less than the required number.

Good (3-4):

Active involvement in independent study, demonstrating a solid grasp of leadership, management, and strategy in health business.

Consistent performance in weekly quizzes, showcasing a good understanding of the material.

Engaged participation in a minimum of three out of four webinars, contributing to discussions and demonstrating understanding of course concepts.

Ability to apply learned theories and concepts to real-world scenarios within the health business context effectively.

Excellent (5):

Exceptional commitment to independent study, showcasing an in-depth understanding of leadership, management, and strategy in health business.

Outstanding performance in weekly quizzes, demonstrating mastery of course material.

Active participation in all webinars, contributing insightful perspectives and engaging in discussions with peers and instructors.

Demonstrated ability to critically analyze and synthesize course content, applying it to complex scenarios within the health business landscape and identifying innovative solutions.

Further information

The language of tuition is English.
The course is assessed on a scale from 0 (failed) to 5 (excellent).