Making Sense of Organisational Values, Engagement and Service Delivery
| Module title | Making Sense of Organisational Values, Engagement and Service Delivery |
|---|---|
| Module code | HPDM188DA |
| Academic year | 2025/6 |
| Credits | 30 |
| Module staff | Dr Susanne Smith (Convenor) |
| Duration: Term | 1 | 2 | 3 |
|---|---|---|---|
| Duration: Weeks | 12 |
| Number students taking module (anticipated) | 48 |
|---|
Module description
You will step back in this module to look at the theories underpinning leading change and improvement within organisations. The importance of aligned values, culture, and engagement across multiple levels in an organisation and the wider system are discussed. You will learn about Quality Improvement methodologies and critically discuss their use in small-scale projects through to approaches for successful system-wide spread and adoption initiatives, when working in complex adaptive systems. During this module you will consider the use of data in quality improvement and for demonstrating the sustainability of change, alongside the wider, intangible benefits which often add significant value.
Module aims - intentions of the module
This module picks up on the golden threads of the programme and aims to equip you with an in-depth appreciation of the kinds of Quality Improvement methodologies that are appropriate for use in health and care settings having first considered the importance of organisational and personal values. The intention of this is to reaffirm the importance of these in setting the cultural tone of the organisation as a foundation for high quality care and nurturing aspirations towards excellence. It aims also to enable you to gather appropriate data during improvement projects, to truly understand the nature of the problem to be solved through consultation with stakeholders, and to be able to analyse that data and present run charts to gain buy-in for QI initiatives. This leads into further development of your change management and leadership skills. Thinking critically about sustainability of change and the evidence behind implementation and evaluation will also be a key theme during tutorials and groupwork where peer and faculty feedback will help you develop a robust repertoire of tools to support their QI work.
Intended Learning Outcomes (ILOs)
ILO: Module-specific skills
On successfully completing the module you will be able to...
- 1. Demonstrate a systematic understanding of the theory and practice of values-based leadership and decision making.
- 2. Critically analyse the theory and practice of leading for improvement and organisational development and change
ILO: Discipline-specific skills
On successfully completing the module you will be able to...
- 3. Demonstrate taking responsibility for aligning the values of individuals and team with those of the organisation in context:
- 4. Demonstrate taking responsibility for engaging stakeholders including staff, patients, users and local communities in processes of leading for improvement and organisational development and change
- 5. Demonstrate practical skills in making sense of quantitative and qualitative organisational data in striving to improve care
ILO: Personal and key skills
On successfully completing the module you will be able to...
- 6. Demonstrate practical skills in engaging different stakeholders including staff, patients, carers and local communities in striving to improve care.
Syllabus plan
Weeks 1-2: Understanding, aligning and living the values.
Weeks 3-4: Culture and workplace engagement.
Weeks 5-6: Leading for improvement.
Weeks 7-8: Engaging stakeholders in improvement change.
Weeks 9-10: Implementation and use of evidence.
Weeks 11-12: Sustaining, spreading and adopting improvement.
Learning activities and teaching methods (given in hours of study time)
| Scheduled Learning and Teaching Activities | Guided independent study | Placement / study abroad |
|---|---|---|
| 60 | 240 | 0 |
Details of learning activities and teaching methods
| Category | Hours of study time | Description |
|---|---|---|
| Scheduled Learning and Teaching activities | 60 | Tutor group, action learning sets and Masterclasses |
| Guided independent study | 240 | Guided online materials, self-learning and work-based learning |
Formative assessment
| Form of assessment | Size of the assessment (eg length / duration) | ILOs assessed | Feedback method |
|---|---|---|---|
| Draft Critical assignment | 500 words | 1-6 | Written & oral |
| Draft Work-based assignments x3 | 500 words | 1-6 | Written & oral |
Summative assessment (% of credit)
| Coursework | Written exams | Practical exams |
|---|---|---|
| 100 | 0 | 0 |
Details of summative assessment
| Form of assessment | % of credit | Size of the assessment (eg length / duration) | ILOs assessed | Feedback method |
|---|---|---|---|---|
| Critical assignment | 100 | 3000 words | 1-6 | Written |
| Work-based learning assignment 1 (Pass/Fail grading) Must be passed for the module to be passed. | 0 | 500 words | 3-6 | Written |
| Work-based learning assignment 2 (Pass/Fail grading) Must be passed for the module to be passed. | 0 | 500 words | 3-6 | Written |
| Work-based learning assignment 3 (Pass/Fail grading) Must be passed for the module to be passed. | 0 | 500 words | 3-6 | Written |
| 0 | ||||
| 0 |
Details of re-assessment (where required by referral or deferral)
| Original form of assessment | Form of re-assessment | ILOs re-assessed | Timescale for re-assessment |
|---|---|---|---|
| Critical assignment | Critical assignment (100%) | 1-6 | Programme schedule dependent |
| Work-based learning assignment 1 | Work-based learning assignment (work-based evidence) (0% P/F) | 3-6 | Programme schedule dependent |
| Work-based learning assignment 2 | Work-based learning assignment (work-based evidence) (0% P/F) | 3-6 | Programme schedule dependent |
| Work-based learning assignment 3 | Work-based learning assignment (work-based evidence) (0% P/F) | 3-6 | Programme schedule dependent |
Re-assessment notes
All passed components of the module will be rolled forward and will not be reassessed in the event of module failure.
Re-assessment is not available for work-based evidence assignments once Gateway deadline is passed.
Indicative learning resources - Basic reading
Branson, C.M. (2008) Achieving organisational change through values alignment. Journal of Educational Administration, 46(3): 376-395.
Central Manchester University Hospitals NHS Foundation Trust (no date) Living our values, and putting our heart into what we do (Youtube video available here).
Ciulla, J.B. (1999) The importance of leadership in shaping business values. Long Range Planning, 32(2): 166-172.
Department of Health (2015) The NHS Constitution. London: The Stationery Office.
Heifetz, R.A. (1994) Leadership without easy answers. Cambridge, Mass.: Belknap Press.
NHS England (2019) The NHS long term plan. Available at: https://www.longtermplan.nhs.uk/ (Accessed 24 November 2021).
NHS Improvement (2019) Interim NHS people plan. Available at: https://www.longtermplan.nhs.uk/publication/interim-nhs-people-plan/ (Accessed 24 November 2021).
NHS Institute (2009) Living our local values: the value of values. London: The Stationery Office.
NHS Institute for Innovation and Improvement (2008) Stakeholder document: Living our local values.
Nolan, M.P. (1995) First report of the committee on standards in public life. London: The Stationery Office.
Posner, B.Z. and Munson, J.M. (1979) The importance of values in understanding organisational behaviour. Human Resource Management, 18(3): 9-14.
Davidson, D. and Peck, E. (2006) ‘Organisational development and organisational design’, in Walshe, K. and Smith, J. (eds.) Healthcare management. Maidenhead: Open University Press. pp. 342-363.
Johnson, G., Whittington, R., Scholes, K., Angwin, D. and Regner, P. (2017) Fundamentals of strategy. 4th ed. London: Pearson. pp.127-131.
Mintzberg, H. (1993) ‘Foundations of organization design’ (chapter 1) in Mintzberg, H. Structure in fives: designing effective organizations. 2nd ed. London: Prentice-Hall.
Morgan, G. (2006) Images of organization. London: Sage. pp. 33-64.
Streatfield, P. (2001) The paradox of control in organizations. London: Routledge.
Burnes, B. (2004) ‘Kurt Lewin and the planned approach to change: a re-appraisal’, Journal of Management Studies, 41 (6), pp. 977-1002.
Cooperrider, D.L. and Stavros, J.M. (2008) Appreciative inquiry handbook: for leaders of change. (2nd ed.) San Francisco: Berrett-Koehler.
Cummings, T.G. & Worley, C.G. (2009) Organization development and change. (9th ed.) Cincinnati, Ohio: South Western College Publishing Co.. pp. 6-14, 18-21, 23-43
Dixon-Woods, M. and Martin, G.P. (2016). ‘Does quality improvement improve quality?’ Future Hospital Journal, 3 (3), pp. 191-194. Available at: http://futurehospital.rcpjournal.org/content/3/3/191.full.pdf+html (Accessed: 24 November 2021).
Health Foundation, The (2013) Quality improvement made simple. Available at: https://www.health.org.uk/publications/quality-improvement-made-simple (Accessed: 24 November 2021).
Health Foundation, The (2018) The improvement journey. Available at: http://reader.health.org.uk/the-improvement-journey/part-i-why-organisational-improvement-matters (Accessed: 24 November 2021).
National Improvement and Leadership Development Board (2016) Developing people: improving care. Available at: https://sla-uob.leadershipacademy.nhs.uk/mod/resource/view.php?id=1769 (Accessed: 24 November 2021).
NHS England (2017) Leading large scale change - a practical guide. Available at: https://www.england.nhs.uk/wp-content/uploads/2017/09/practical-guide-large-scale-change-april-2018-smll.pdf (Accessed: 24 November 2021).
NHS Improvement (2017) Building capacity and capability for improvement: embedding quality improvement skills in NHS providers. Available at: https://sla-uob.leadershipacademy.nhs.uk/mod/resource/view.php?id=1810 (Accessed: 24 November 2021).
NHS Improvement (no date) Leading improvement framework. Available at: https://www.england.nhs.uk/wp-content/uploads/2022/01/qsir-leading-improvement-framework.pdf (Accessed: 24 November 2021).
NHS Improvement (2018) QSIR tools. Available at: https://www.england.nhs.uk/quality-service-improvement-and-redesign-qsir-tools/ (Accessed: 24 November 2021).
Bate, S. P. and Robert, G. (2006) ‘Experience?based design: from redesigning the system around the patient to co?designing services with the patient’, Quality and Safety in Healthcare. 15 (5), pp. 307-310.
Eaton, G. (2005) Official terminology (CIMA). Oxford: CIMA publishing.
Health Foundation, The (2013) Using clinical communities to improve quality. London: The Health Foundation.
Health Foundation, The (2014) Effective networks for improvement. London: The Health Foundation.
Johnson, G., Whittington, R. and Scholes, K (2011) Exploring strategy: text and cases, 9th ed. Essex: Pearson Education Limited. pp. 141-146.
King’s Fund, The (2013) Patient-centred leadership: rediscovering our purpose. Available at: https://www.kingsfund.org.uk/sites/default/files/field/field_publication_file/patient-centred-leadership-rediscovering-our-purpose-may13.pdf (Accessed 24 November 2021).
Mendelow, A (1991) Proceedings of the Second International Conference on Information Systems. Cambridge: MA.
NHS Improvement (2021) Online library of quality, service improvement and redesign tools: brainstorming. Available at: https://www.england.nhs.uk/wp-content/uploads/2021/12/qsir-brainstorming.pdf (Accessed 17 March 2022).
NHS Improvement (2022) Online library of quality, service improvement and redesign tools: stakeholder analysis. Available at: https://www.england.nhs.uk/wp-content/uploads/2022/02/qsir-stakeholder-analysis.pdf (Accessed 17 March 2022).
Borgstrom, E. and Barclay, S. (2019) ‘Experience-based design, co-design and experience-based co-design in palliative and end-of-life care’, BMJ Supportive & Palliative Care, 2019 (9), pp. 60-66. (Accessed: 19 September 2019).
Buchanan, D. and Huczynski, A. (2019) Organizational behaviour: an introductory text. 10th ed. London: Prentice-Hall.
Cummings, T.G. and Worley, C.G. (2009) Organization development and change. 9th ed. Cincinnati: South Western College Publishing Co.
Davies, R. and Dart, J. (2005) The 'most significant change' technique - a guide to its use. Available at: https://www.mande.co.uk/wp-content/uploads/2005/MSCGuide.pdf (Accessed 24 November 2021).
Fineout-Overholt, E., Melnyk, B.M. and Schultz, A. (2005) ‘Transforming health care from the inside out: advancing evidence-based practice in the 21st century’, Journal of Professional Nursing, 21 (6), pp. 335-344.
IHI (2018) Experience based co-design of healthcare services – an innovation case study. Available at: http://www.ihi.org/resources/Pages/Publications/Experience-Based-Co-Design-Health-Care-Services-Innovation-Case-Study.aspx (Accessed 24 November 2021).
Mayne (2001) ‘Addressing attribution through contribution analysis: using performance measures sensibly’, The Canadian Journal of Program Evaluation, 16 (1), pp. 1-24. Available at: https://www.betterevaluation.org/sites/default/files/WKSHP%20Perrin%20-%20Mayne%202001%20(article).pdf (Accessed 24 November 2021).
Mohammed, M.A. (2004) ‘Using statistical process control to improve the quality of health care’, BMJ Quality & Safety, 13, pp. 243-245.
NHS England (2018) NHS change model. Available at: https://www.england.nhs.uk/sustainableimprovement/change-model/ (Accessed 24 November 2021).
NHS Improvement (2018) Making data count. Available at: https://www.england.nhs.uk/publication/making-data-count/ (Accessed 24 November 2021).
NHS Improvement (2018) Seven steps to measurement for improvement. Available at: https://www.england.nhs.uk/wp-content/uploads/2021/12/qsir-seven-steps-to-measurement-for-improvement.pdf (Accessed 17 March 2022).
Point of Care Foundation (no date) EBCD toolkit. Available at: https://www.pointofcarefoundation.org.uk/resource/experience-based-co-design-ebcd-toolkit/?gclid=EAIaIQobChMI_KC_hYT_4gIVU-R3Ch3V6Q0WEAAYASAAEgJA6_D_BwE (Accessed 24 November 2021).
Chin, R. and Benne, K.D. (1984) 'General strategies for effecting changes in human systems', in Bennis, W.G., Benne, K.D. and Chin, R. (eds.) The planning of change. 4th ed. New York: Holt, Rinehart and Winston.
Hamel, G. (2001) ‘Revolution vs. evolution: you need both’, Harvard Business Review, 79 (5), pp.150-53.
Herzig, S.E. and Jimmieson, N.L. (2006) ‘Middle managers' uncertainty management during organizational change’, Leadership & Organization Development Journal, 27 (8), pp. 628-645.
Horton, T., Illingworth, J. and Warburton, W. (2018) The spread challenge. London: The Health Foundation.
Huy, Q.N. (1998) Emotional capability, emotional intelligence, and radical change. INSEAD Working Paper Series. Fontainebleau: INSEAD.
Isern, J. and Pung, C. (2007) Driving radical change. McKinsey Quarterly, 4: 24-36.
Martin, G.P. and Waring, J. (2012) ‘Leading from the middle: constrained realities of clinical leadership in healthcare organizations’, Health, 1 (17), pp. 358-374.
Newman, K.L. (1998) Radical organizational change: the role of starting conditions, competition and leaders. Working Paper 135. University of Michigan Business School
NHS Institute (2010) Sustainability model and guide. Available at: https://webarchive.nationalarchives.gov.uk/20160805122935/http://www.nhsiq.nhs.uk/media/2757778/nhs_sustainability_model_-_february_2010_1_.pdf (Accessed 24 November 2021).
Oshry, B. (2003) Managing in the middle, a presentation as part of The Management Forum Series November 19, 2003. Portland, Oregon. Synopsis by Rod Cox
Quinn, R.E. and Sonenshein, S. (2008) ‘Four general strategies for changing human systems’, in Cummings, T.G. Handbook of organization development. London: Sage
Indicative learning resources - Web based and electronic resources
| Credit value | 30 |
|---|---|
| Module ECTS | 15 |
| Module pre-requisites | None |
| Module co-requisites | None |
| NQF level (module) | 7 |
| Available as distance learning? | No |
| Origin date | 07/10/2024 |
