The Context of Strategic Planning Workforce Planning for Service Improvement Leading Workforce Planning. Module details
The Context of Strategic Planning This module considers the whole strategic service planning process, to help you to place workforce planning in a broader context. Planning only makes sense and has value when it is carried out with others, so active engagement with key stakeholders is an important part of this module.
During this module we will address a range of important issues: the meaning of strategy, stakeholder analysis and contextual analysis, and identifying strategic workforce goals. We also consider how identifying a plan will inevitably trigger organisational change or be a response to it. We look at some of the important concepts to consider when introducing change and how these may affect your plan.
introduces you to current debates in the areas of health and social care policy, information and knowledge management, strategic planning and service improvement provides you with updates on relevant policy and strategic initiatives provides opportunities for you to explore complex planning scenarios and learn from the experiences of planners from the health, social care, voluntary and independent sectors. Overall, the module will help you define where your region, organisation or service is today, explore the planning and development challenges of tomorrow, and identify a range of strategies to help organisations meet these challenges.
Project (initiation and establishment of strategic goals). An individual report (scenario analysis and evaluation). Workforce Planning for Service Improvement This module draws on a number of interrelated areas in operational management, organisational theory, management theory and data management. Its focus is on the skills and practices managers and leaders need to achieve service improvements through workforce planning in the complex and dynamic environment of health and social care.
This module addresses debates about 'quality' and 'flexibility'. Core to this module is the question 'how can workforce planning genuinely contribute to service improvement in both the long and short-term?'
explores the contribution of workforce planning to service improvement broadens your understanding of workforce planning concepts and enables you to review critically the potential of workforce planning to improve outcomes for patients and service users. Assessment:
Project (analysis of supply and demand; options generation and appraisal). Individual report (critical evaluation of your planning project). Leading Workforce Planning This module explores the notion of leadership and change management. You will assess your own personal strengths and weaknesses as a leader, change agent and developer of others. Using feedback from a range of self-assessment exercises and work-based appraisal, you will craft a personal development plan, and design and test a series of activities to build your strengths and address your weaknesses.
questions the nature of leadership and begins to define the skills needed to meet the complex aims of modern health and social care providers explores a range of change management techniques and applies them to workforce planning critically analyses your own management practice with a view to increasing your leadership capacity and effectiveness encourages you to reflect on your own practice. Assessment:
Project: Critical evaluation of leadership styles and change management strategies Personal development plan.
First degree from a UK higher education institution (university or college). Normally this would be at 2.1 or abovean NVQ level 5a professional qualification – eg: CIMA, ACCA, CIPD. This qualification should have been achieved through an examination or assessed route rather than nomination or reputationa degree or other qualification from a non-UK institution which is comparable in level. The University will require a NARIC certificate to demonstrate equivalence.
Recipient: University of West London
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