Registry
Module Specifications
Current Academic Year 2012 - 2013
Please note that this information is subject to change.
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| Description | |||||||||||||||||||||||||||||||||||||
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This module aims to introduce participants to the field of strategic thinking, management and change and in particular how these manifest in the current healthcare context. From a firm understanding of the process of developing a strategy participants will have the opportunity to assess various strategies, both within and beyond the health sector and assess the impact of these different approaches. The module also brings participants through the process and stages of strategy development, utilising various tools and approaches to assist the procedure. The project management process is an essential building block of the strategic change process. The essential elements of project management and the various techniques and models will be reviewed and integrated into the strategy implementation process. | |||||||||||||||||||||||||||||||||||||
| Learning Outcomes | |||||||||||||||||||||||||||||||||||||
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1. Identify and discuss a systematic understanding of the key trends affecting the strategic context of their organisation 2. Describe the main elements involved in the process of strategy development 3. Critically evaluate their organisation's current strategy and make recommendations for improving it. 4. Recognise the importance of project management skills in the implementation of strategic change initiatives 5. Apply the basic project management tools, techniques and insight into project team leadership challenges and skills | |||||||||||||||||||||||||||||||||||||
All module information is indicative and subject to change. For further information,students are advised to refer to the University's Marks and Standards and Programme Specific Regulations at: http://www.dcu.ie/registry/examinations/index.shtml |
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| Indicative Content and Learning Activities | |||||||||||||||||||||||||||||||||||||
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Fundamentals of strategy development. Mission, vision, values, governance and accountability; understanding the changing strategy context in health care; situational assessment: internal and external analysis; service benchmarking and issue identification; strategic choice, alignment and execution; concepts for strategy development: positioning, core competency, value innovation. Strategic change and organisational renewal - leading the process. Strategic drift and mis-alignment; strategic renewal and challenges involved in change and turnaround: cognitive, political, cultural; organisational renewal: resilience and building the learning organisation. Managing through projects. Recent innovations in management and organisation: trend towards more empowering, less hierarchical forms of coordination including trend towards managing through projects; role of project management capabilities in the implementation of strategic change initiatives. Project management - tools and methodologies. Planning methodologies and tools to support effective project management (eg. Gannt, PERT, critical path); behavioural challenges and skills associated with effective project team leadership. | |||||||||||||||||||||||||||||||||||||
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| Indicative Reading List | |||||||||||||||||||||||||||||||||||||
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| Other Resources | |||||||||||||||||||||||||||||||||||||
| None | |||||||||||||||||||||||||||||||||||||
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| Programme or List of Programmes | |||||||||||||||||||||||||||||||||||||
| PBSSA | PG Exchange(Business School) | ||||||||||||||||||||||||||||||||||||
| PBSSAO | PG Study Abroad(Business School) | ||||||||||||||||||||||||||||||||||||
| Timetable this semester: Timetable for MT5122 | |||||||||||||||||||||||||||||||||||||
| Date of Last Revision | 01-FEB-12 | ||||||||||||||||||||||||||||||||||||
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