Unit 26: Leadership and Organisations

Learning hours: 60 NQF level 4: BTEC Higher National H1 Description of unit

The unit explores the theoretical concepts used to explain how organisations function and investigates the role of leadership within organisations. Current thinking in management theory will be discussed with particular reference to health and social care organisations. Learners will be encouraged to apply theoretical concepts to organisations with which they are familiar and to analyse their own leadership role within the organisation in which they work. The relationship between individual and organisational effectiveness and their impact on health and social care services will also be discussed from the perspective of both service users and care workers. Learners will also explore external influences and the impact of change on organisational effectiveness. Differences between organisations and the effect this has on their interactions in delivering health and social care services will also be investigated.

Summary of learning outcomes

To achieve this unit a learner must: 1 Apply theoretical concepts to organisational structure and culture 2 Analyse the role of leadership in health and social care organisations 3 Investigate the influence of external factors on organisational effectiveness 4 Evaluate interactions between organisations delivering health and social care services in relation to organisational theory.

Content
1 Organisational structure and culture Types of organisations: public, private, not-for-profit; formal/informal; function differences eg service-based, product-based, multi-functional (eg delivering services, commissioning services, fund-raising) Theories relating to behaviour of individuals and groups: individuals: personality, motivation theories (eg Maslow, Herzberg, McClelland, Vroom), job design, stress, conflict; groups: formal, informal; group formation, socialisation, roles, ambiguity, compliance, conformity, group think, team building (eg Belbin, Janis, Asch, Milgram) Organisational structures: centralised, de-centralised, divisional etc; hierarchical, partnership, bureaucracy, co-operative, professional association, etc; task-based, processbased, role-based, power-based etc; differentiation, integration Organisational culture: individuals, roles, power, norms and symbols, values and beliefs; development of organisational culture Communication: systems, medium, verbal, non-verbal; impact of emerging communication technologies, organisational systems 2 Role of leadership Organisational effectiveness: different perspectives: outcome-based, process-based, financial efficiency, customer satisfaction, performance targets etc Concepts of leadership: leadership, management, administration; transactional versus transformational leadership; formal, informal; leadership styles (eg Hay/McBer); authority, accountability, responsibility Leadership and change: vision, mission, goal-setting, strategy, conflict resolution, management of change, delegation, consultation, decision making, team building, developing others 3 External factors Environmental factors: demographic, cultural, political, economic, legislation, technological advances etc Potential impact: on people (service users, workers, others); roles and responsibilities, accountabilities; functions and services Organisational restructuring: eg downsizing, merger, take-over, privatisation; impact on jobs, tasks, culture, accountabilities etc Approaches: consultation, target setting, planning, motivation, teambuilding etc 4 Interactions between organisations Interactions: eg organisational, professional, economic, service-based

Outcomes and assessment criteria

Outcomes Assessment criteria for pass To achieve each outcome a learner must demonstrate the ability to: identify different types of organisation explore theories relating to behaviour of individuals and groups in organisations compare and contrast different organisational structures analyse concepts of organisational culture analyse the influence of communication on organisational culture analyse how the structure and culture of a health and social care organisation impacts on its effectiveness explore concepts of leadership and organisational effectiveness and distinguish between them analyse how leadership and management influence the effectiveness of organisations analyse your leadership style and leadership role working in health and social care analyse the role of leadership in managing change evaluate leadership contributions of self and others to the effectiveness of a health and social care organisation with which you are familiar analyse how environmental factors affect health and social care organisations assess the potential impact of these factors on the structure and culture of health and social care organisations analyse the impact of organisational restructuring in health and social care evaluate approaches to lessen the impact of organisational change in health and social care use examples from own experience assess how different organisational structures and cultures influence the effectiveness of partnerships between organisations delivering health and social care services evaluate, using organisational theory, your own experience of interactions with other organisations in delivering health and social care services make justified recommendations to enhance the effectiveness of partnership working in health and social care

1 Apply theoretical concepts to organisational structure and culture

2 Analyse the role of leadership in health and social care organisations

3 Investigate the influence of external factors on organisational effectiveness

4 Evaluate interactions between organisations delivering health and social care services in relation to organisational theory

Guidance
Delivery Discussion will form an important part of the delivery of this unit. Learners should be encouraged to reflect on their own experiences of working within groups and organisations. Exploration of the work of key management theorists and the application of their ideas to health and social care organisations with which learners are familiar is recommended. The use of leadership style questionnaires is also commended as a basis of discussion. The use of video, role-play, presentations will also be helpful. Class activities may generate evidence to support assessment in other units of the course. Assessment An integrated approach to the assessment of the outcomes would be appropriate in this unit. Links This unit links to the following units in this qualification: Unit 1: Communicating in Health and Social Care Unit 4: Continuing Development A Unit 5: Working in Partnership Unit 13: Managing Human Resources in Health and Social Care Unit 23: Continuing Development B Unit 27: Facilitating Change in Health and Social Care Unit 28: Managing Quality in Health and Social Care. This unit provides a broad framework which will be relevant to many of the other units in this qualification. It is directly relevant to the level 5 Strategic Management Unit A8: Evaluate and Improve Organisational Performance. Resources Case study material based on real or fictitious organisations will be essential to ensure that the theoretical learning is applied to understanding how organisations operate, develop and change. Library resources need to support the range of knowledge and theoretical concepts addressed. Tutors need to be able to use sociological and psychological concepts to underpin understanding of how organisations operate.

Support materials Textbooks Billsberry J (Editor) The Effective Manager (The Open University, 1996) ISBN: 0761951113 Brooks I Organisational Behaviour, Individuals, Groups and Organisations, 2nd Edition (Prentice Hall, 2003) ISBN: 0877781265 Dawson P Understanding Organisational Change (Sage Publications, 2002) ISBN: 0761971602 Handy C Understanding Organisations (Penguin, 1993) ISBN: 0140156038 Mullins L C Management and Organisational Behaviour, 5th Edition (Financial Times/Pitman Publishing, 1995) ISBN: 0273651471 Journals Journal of Management Development Management Today Professional Manager