Healthcare Management & Leadership (L & M 202504)

This course will be delivered by Professor Richard Canter.  Professor Richard Canter was appointed as a consultant surgeon at the Royal United Hospital, Bath in 1987, and he completed a PhD in Management at the University of Bath (1998). He was a faculty member in the School for Health then Social Policy at the University of Bath from 1991 until 2007 before his appointment in the Nuffield Department of Surgery at Oxford in 2007 and emeritus consultant at Oxford University Hospitals in 2015. He is also an Associate Fellow at Green Templeton College, and Hon Research Fellow in the Department of Education, University of Oxford. He supervises Masters, MBA and D. Phil students exploring organisational change.

Mandatory: Foundation Year 2

The day will have a clear structure. The programme is sufficiently flexible for some changes to be made to the programme depending on the interests of the participants and, as we go along, to address leadership and management issues relevant to you. This means that delegates will to some extent help shape individual courses. The course will be fast moving covering many topics with a mixture of short talks, feedback comments and questions using CHAT, and some opportunity to ask questions in person. There will be breaks of 10 minutes every hour and a lunch break of 30 minutes. 

The main objective of the course is to provide you with some simple and hopefully effective practical generic teamwork, management and leadership skills that you can immediately start thinking about and using in complex situations at work, and for that matter in your personal life. These are simple enough to keep them in your head to enable you to respond constructively and more effectively in a wide range of situations. For example, responding to an angry patient, understanding your own preferred working styles and that of your colleagues, becoming more effective when encountering difficulties and frustrations with management and healthcare colleagues, negotiating your work schedules, changing practice in your organisation, being more effective as a clinical leader, managing your own future career in the current difficult environment, and other situations.

Working styles: Examination of your own, the working styles of others, suggestions for improving your own working style and why different styles improve the quality of decisions.

Communication: Improving communication with others at work, eg in difficult situations when you feel unable to speak out and also useful for interviews, exams, writing PhDs etc.

Positive critiquing and appreciative management: Recognising the contribution of others, and using an appreciative to develop simple approaches to making changes in healthcare systems.

Negotiation skills: Elements of good negotiation by identifying what makes negotiation effective.

Managing change: an approach to understanding the interests and influences in your healthcare environment, and identifying ways to bring about change.

Curriculum requirement:

• Core teaching: Leadership FPC 6,9 Also FPC 7,8,13
   

Enhance:

• System Working