| CODE | SWP5208 | ||||||||
| TITLE | Resource Management of Social Care Organisations | ||||||||
| UM LEVEL | 05 - Postgraduate Modular Diploma or Degree Course | ||||||||
| MQF LEVEL | 7 | ||||||||
| ECTS CREDITS | 5 | ||||||||
| DEPARTMENT | Social Policy and Social Work | ||||||||
| DESCRIPTION | This study-unit will focus on management and administration in social care organisations. Management theory will be considered with special reference to social care management and leadership, and the management of Human Services. The study-unit will cover various functions of management such as planning, managing staff, leading, financial management, managing change and managing diversity. The management of the four main types of resources will be studied: - Physical Resources - Human Resources - Intellectual Resources - Financial Resources. Study-Unit Aims: - To familiarise students with theories of management in social welfare; - To develop within students critical knowledge of theories of management and their applicability; - To familiarise students with the different forms of organisational structures; - To orientate them on organisational environments including political, cultural, legal, economic, demographic and technological features; - To expose students to the advantages and disadvantages of centralisation and decentralisation of power; - To familiarise students with the concepts inherent in 'diversity'; - To acquaint students with strategic planning and budgeting; - To familiarise students with the four main types of resources in organisations. Learning Outcomes: 1. Knowledge & Understanding: By the end of the study-unit the student will be able to: - Critically discuss management theory with a special reference to social care management; - Identify the activities and roles of a manager within this field; - Compare the relationship between various approaches to management and his/her own approach; - Explain the impact of organisational culture on managers, practitioners and service users; - Explain the various styles of change management; - Demonstrate a good appreciation of various functions of management, including planning and budgeting, and appreciate their relevance and application to social care management; - Appreciate the importance of competently managing diversity. 2. Skills: By the end of the study-unit the student will be able to: - Identify and apply the skills required in effective planning, leadership, the management of diversity within the context of Human Service Organisations; - Reflect on and contextualise contemporary management; - Describe the needs of a diversity of people working in different contexts; - Compare personal values with agency values and distinguish between the two; - List the values that underpin an inclusive leadership style; - Explain different approaches to the management of Physical Resources, Human Resources, Intellectual Resources and Financial Resources. Main Text/s and any supplementary readings: Main Texts: - Hafford-Letchfield, T. (2009). Management and Organisations in Social Work Second Edition. Sage Publications ISBN: 9781844452163. Supplementary Readings: - Brody, R., and Nair, M. (2014). Effectively Managing and Leading Human Service Organizations Fourth Edition. Sage Publications ISBN: 9781412976459. - Hafford-Letchfield, T., Leonard, K., Begum, N, Chick, N. (2007). Leadership and Management in Social Care. Sage Publications ISBN: 9781412929615. |
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| STUDY-UNIT TYPE | Lecture, Independent Study and Group Learning | ||||||||
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The University makes every effort to ensure that the published Courses Plans, Programmes of Study and Study-Unit information are complete and up-to-date at the time of publication. The University reserves the right to make changes in case errors are detected after publication.
The availability of optional units may be subject to timetabling constraints. Units not attracting a sufficient number of registrations may be withdrawn without notice. It should be noted that all the information in the description above applies to study-units available during the academic year 2024/5. It may be subject to change in subsequent years. |
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