Study-Unit Description

Study-Unit Description


TITLE Organizational Behaviour, Human Resources Management and Operations Management

LEVEL 05 - Postgraduate Modular Diploma or Degree Course


DEPARTMENT Health Services Management

DESCRIPTION This study-unit equips students with the theoretical knowledge and technical skills to comprehensively understand organizations and organizational behavior. It focuses on how managers become effective leaders of healthcare organizations, by addressing the human side of enterprise. The studyunit distinguishes between individuals, teams, and networks in the context of organizational culture and performance. Using case studies, students will learn about successful leaders to understand how they develop a vision of the future, align the organization behind that vision, motivate people to achieve the vision and design effective organizations and change them to achieve superior performance. Students are made aware of the importance of human resources management and development particularly within the various parts of the health sector and industry. Furthermore, this study-unit prepares students to achieve a clear understanding and use of operations management so as to be able to scrutinize operating systems in the health sector and industry. This study-unit is crucial to appreciate performance management in the health sector and industry as a function of organizational behavior, people management and operations management.

Study-unit Aims:

This study-unit aims to analyse health care organizations in terms of complexity, high reliability, learning and resilience.

Furthermore, this study-unit aims to apply the principles of human resources management and development into practice. Additionally, this study-unit aims to study the concepts and methodologies of health care operations management, as applied in practice.

Learning Outcomes:

1. Knowledge & Understanding:

By the end of the study-unit the student will be able to:
- Examine health care organisational theories, emphasizing leadership knowledge and skills;
- Critique HRM and HRD theories and practices, focusing on leadership qualities; and
- Assess and differentiate health care operations management and project management, focusing on the role of leaders in operations and projects.

2. Skills:

By the end of the study-unit the student will be able to:
- To practise and critically evaluate leadership, decision making and goal setting activities;
- To organize team building and to consolidate knowledge on well-performing health care teams; and to contrast dysfunctional or pseudoteams from real teams;
- To compare and contrast traditional and digital forms of communication that befit contemporary healthcare settings;
- To design and integrate strategic Human Resources Management with Human Resource Development practices that can be applied to health care settings;
- To systemize and review the management and leadership of operating systems in health care settings efficiently and effectively; and
- To appraise Change Management case studies and formulate enablers and barriers to successful changes planned to meet the needs of the healthcare system.

Main Text/s and any supplementary readings:

Understanding Organizations and Organizational Behaviour

Reading List:

- Buchanan, D., & Huczynski, A. (2007). Organizational Behaviour: An Introductory Text. (6th Ed.). UK: Prentice Hall.
- Borkowski, N. A. (2011). Organizational Behavior in Health Care. (2nd Ed.). USA: Jones and Bartlett Publishers, Inc.
- Mullins, L. (2013). Management and Organizational Behaviour. (10th Ed.). UK: Pearsons Education Ltd.

Supplementary Readings:

- Journal of Organization and Management
- Health Services Research
- Health Care Management Review
- Health Services Management Research

Human Resources Management and Development

Reading List:

- Armstrong, M. (2014). A Handbook of Human Resource Management Practice. (13th Ed.). UK: Kogan Page Ltd.
- Iles, V. (2005). Really Managing Health Care. (2nd Ed.). UK: McGraw-Hill Education.
- Flynn, W., Jackson, J. H., Mathis, R. L., & Langan, P. J. (2015). Healthcare Human Resource Management. (3rd Ed.). USA: Cengage South-Western.
- Torrington, D., Hall, L., & Taylor, S. (2008). Human Resource Management. (7th Ed.). UK: Prentice Hall.
- Wilson, J. P. (2014). International Human Resource Development: Learning, Education and Training for Individuals and Organizations. (3rd Ed.) UK: Kogan Page Ltd.

Supplementary Readings:

- Human Resources Management Journal
- The International Journal of Human Resources Management
- WHO/Human Resources Development Journal
- Operations Management

Reading List:

- Wild, R. (2003). Essentials of Operations Management. (6th Ed.). UK: Continuum International Publishing Group Ltd.
- Vissers, J., & Beech, R. (2005). Health Operations Management. USA: Routledge.
- Render, R., Stair, R.M., Hanna, M.E & Hale, T.S. (2014). Quantitative Analysis for Management. (12th Ed.). UK: Prentice Hall.

Other readings from various texts will be specified during the seminars.

Supplementary Readings:

- Internal Journal of Health Care Quality Assurance
- Journal of Operations Management
- International Journal of Operations and Production

STUDY-UNIT TYPE Lecture, Independent Study & Tutorial

Assessment Component/s Resit Availability Weighting
Presentation (15 Minutes) No 25%
Assignment Yes 25%
Examination (2 Hours) Yes 50%

LECTURER/S Frank H. Bezzina
Sandra Buttigieg (Co-ord.)
Miriam Dalmas
Cecilia Falzon
Tanya Melillo
Jesmond Sharples
Andrew Xuereb

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 2020/1. It may be subject to change in subsequent years.