Time Schedule:
Ray Michael Nicola
HSMGMT 560
Seattle Campus
Introduction to leadership and management, focusing on effective strategies for creating a productive work environment. Organizational structure and strategy introduced. Case studies and other problem-solving methods, using health services applications are utilized in order to apply theoretical material. Prerequisite: graduate student.
Class description
This class will explore leadership and management within the context of public health organizations, beginning with a look at the functions of leadership and management. Managerial practice – the process of planning, organizing, leading, and controlling the use of resources to accomplish performance goals – will be examined from a variety of perspectives including top management, middle management, and team leaders or supervisors.
Participants will review the core competencies of management defined by University of Washington School of Public Health and Community Medicine faculty: manage with and through people, groups and teams; set directions and goals; solve problems; develop strategic and operational plans; Budget and manage resources; evaluate and improve performance; manage change; and manage external relationships.
Student learning goals
1. Describe how to work most effectively in an organization and in a management structure.
2. Recognize the set of competencies that comprises the management knowledge domain.
3. Apply core management competencies in the analysis of realistic public health practice situations represented by case studies.
4. Synthesize the results of management assessment tools into personal management practices.
5. Evaluate management performance in everyday management situations.
General method of instruction
Lecture, class discussion.
Recommended preparation
No previous management or administrative courses are necessary. Students will gain most from the course if readings and written assignments are done prior to in class sessions.
Class assignments and grading
The class is designed to provide students with an overview of the set of competencies that make up the management knowledge domain. The course syllabus and readings will be available on the Web.
Students will be assigned required textbook readings and a case. Prior to each class students will enter an initial analysis of each of the cases into a log and complete a daily assignment or quiz. During each class a group of students will lead the discussion in class around the assigned case study or set of mini-cases based on typical management situations. Discussion will bring out conceptual material contained in the text in the context of a management situation. It is expected that each student will bring academic and “real world” perspectives to the class based on personal experience and will fully participate in discussions.
Students will also perform a brief interview of 3 managers by the end of the quarter using a structured list of questions.
Grades are not competitive. Your will be graded individually, based on your demonstration of learning and advancement beyond the level at which you began the course. In other words, if you have limited work experience, you will not be evaluated against a person who has extensive work and/or managerial experience.
Grading will be weighted as follows: A. Class participation in 17 sessions (34%) 4.0: Probes, helps, clarifies, extends discussion 3.5: Constructive, active, and thoughtful 3.0: Engaged but not active, incomplete reasoning 2.7 Totally unengaged or not present
B. 1 Case presentation with group (10%) 4.0 Engages entire class in dialogue; class discussion begins to answer case study questions. 3.5 Engages entire class in dialogue; class discussion does not get to case study questions. 3.0 Engages some of the class in dialogue; class discussion does not get to case study questions. 2.7 Engages none of the class in dialogue; class discussion does not get to case study questions.
C. 12 Daily Assignments and Quizzes (20%) 4.0 All correct answers given for quizzes; written response shows application of management framework from the text; written response shows individual insight into the effects of personal characteristics on management. 3.5 Partial correct answers given for quizzes; written response shows partial application of management framework from the text; written response shows some individual insight into the effects of personal characteristics on management. 3.0 Occasional correct answers given for quizzes; written responses occasionally shows application of management framework from the text; written response shows occasional individual insight into the effects of personal characteristics on management. 2.7 No correct answers are given for quizzes; written response shows no application of management framework from the text; written response shows no individual insight into the effects of personal characteristics on management.
D. Written case analysis log (20%) 4.0 Compares and contrasts, assimilates, synthesizes and evaluates case information into case analysis in log entries; integrates insights from text reading into log entries; discusses all of potential case issues; follows a logical case analysis format. 3.5 Compares and contrasts, assimilates, synthesizes and evaluates case information into case analysis in log entries; integrates insights from text reading into log entries; partial discussion of potential case issues; follows a logical case analysis format. 3.0 Does not compare and contrast, assimilate, synthesize or evaluate case information into case analysis in log entries; partially integrates insights from text reading into log entries; only one case issue is discussed in most cases; does not follow a logical case analysis format. 2.7 Does not compare and contrast, assimilate, synthesize or evaluate case information into case analysis in log entries; does not integrate insights from text reading into log entries; misses on identification of issues in all cases; does not follow a logical case analysis format.
E. Written summary of 3 manager interviews (16%) 4.0 Complete, clear, accurate, follows interview outline, captures interviewees’ responses and gives thoughtful analytic commentary 3.5 Complete, clear, accurate, captures interviewees’ responses, follows interview outline 3.0 Incompletely follows interview outline; superficial written documentation of interview 2.7 Interview outline not followed; cursory written documentation of interview
Grading will be weighted as follows: A. Class participation (32%) 4.0: Probes, helps, clarifies, extends discussion 3.5: Constructive, active, and thoughtful 3.0: Engaged but not active, incomplete reasoning 2.7 Totally unengaged or not present
B. Two written case analyses (56%) 4.0 Compares and contrasts, assimilates, synthesizes and evaluates; follows case evaluation outline with thorough discussion of issues; finds definitive sources as annotations 3.5 Complete, clear, accurate, in own words, appropriate attribution and citation of facts; follows case evaluation outline with incomplete discussion of issues 3.0 Incompletely follows case evaluation outline; inaccurate attribution of facts and analysis of core issues. 2.7 Case evaluation outline not followed; no evaluation of context; no identification of issues
C. Written summary of manager interview (12%) 4.0 Complete, clear, accurate, follows interview outline, captures interviewees’ responses and gives thoughtful analytic commentary 3.5 Complete, clear, accurate, captures interviewees’ responses, follows interview outline 3.0 Incompletely follows interview outline; superficial written documentation of interview 2.7 Interview outline not followed; cursory written documentation of interview
