ATHE Level 7 Certificate in Healthcare Management

The ATHE level 7 qualifications in healthcare management provide strategic management skills for those planning to, or working in the healthcare sector both internationally and in the UK, including additional units that are specifically targeted at those working in the public sector.

  • UK Credits: 30 Credits

  • Lecture 1.1: Introduction to International Organisational Management
    00:42:56
  • Lecture 1.2: Part 1: Link Business Models to Activities Performed by International Organisations
    00:48:37
  • Lecture 1.2: Part 2: Link Business Models to Activities Performed by International Organisations
    00:45:13
  • Lecture 1.3: Part 1 (A): Key Principles of International Business Transactions
    01:16:50
  • Lecture 1.3: Part 1 (B): Key Principles of International Business Transactions
    01:08:18
  • Lecture 1.3: Part 2: Key Principles of International Business Transactions
    00:37:25
  • Lecture 1.4: Part 1: The 4 Fundamental Value Drivers of Business Models
    00:49:19
  • Lecture 1.4: Part 2: The 4 Fundamental Value Drivers of Business Models
    00:42:04
  • Lecture 1.5: Part 1: The 4 Major Business Threats (Imitation, Holdup, Slack and Substitution) and How to Counter Them in an International Context
    00:43:04
  • Lecture 1.5: Part 2: The 4 Major Business Threats (Imitation, Holdup, Slack and Substitution) and How to Counter Them in an International Context
    00:44:42
  • Lecture 1.6: International Business Strategy: Market Entry & Growth
    00:36:11
  • Lecture 1.7: Platformisation and the Rise of Global Digital Ecosystems
    00:37:07
  • Lecture 1.8: Organisational Foresight: Designing the Future-Ready Enterprise
    00:46:31
  • Lecture 1.9: Organisational Change & Development in Global Contexts
    00:45:26
  • Lecture 1.10: The Role of Culture in International Organisations
    00:48:35
  • Lecture 1.11: KM in Global Teams
    00:41:25
  • Lecture 1.12: Measuring Performance & Driving Global Improvement
    00:42:41
  • Lecture 1.13: Part 1: Theories of Compensation Planning from Around the World
    00:40:46
  • Lecture 1.13: Part 2: Theories of Compensation Planning from Around the World
    00:42:26
  • Lecture 1.14: Part 1: A Look at Benchmarking of Salaries Within Countries and Across Countries
    00:43:31
  • Lecture 1.14: Part 2: A Look at Benchmarking of Salaries Within Countries and Across Countries
    00:47:41
  • Lecture 1.15: Part 1: Legal and Ethical Considerations in Performance Management from Around the Globe
    00:52:08
  • Lecture 1.15: Part 2: Legal and Ethical Considerations in Performance Management from Around the Globe
    00:42:38
  • Lecture 1.16: International Performance Management
    00:22:29
  • Lecture 1.17: Innovation and Organisational Learning Globally
    00:42:01
  • Journal Article: A new organisational memory for cross-cultural knowledge management
  • Journal Article: The role and prospects of innovative entrepreneurship in the economic progress of developing countries
  • Journal Article: Value creation in e-business as a driver of financial performance
  • Journal Article: Business model canvas in global enterprises
  • Journal Article: International market entry strategies
  • Journal Article: An overview of foresight methodologies
  • Section 1: Understand how organisations create a culture of continuous improvement and acceptance of change

  • Lecture 2.1: Lead Multinational Teams in Strategic Thinking, Decision-Making and Cross-Cultural Communication
    01:24:46
  • Lecture 2.2: Part 1: Translation and Language Services (Effective Communication Across Language Barriers)
    01:21:07
  • Lecture 2.2: Part 2: Translation and Language Services (Effective Communication Across Language Barriers)
    01:05:16
  • Lecture 2.3: Part 1: Cloud-Based Solutions That Allow Organisations to Store and Access Data and Information from Anywhere, Facilitating Remote Work and Collaboration
    00:46:58
  • Lecture 2.3: Part 2: Cloud-Based Solutions That Allow Organisations to Store and Access Data and Information from Anywhere, Facilitating Remote Work and Collaboration
    00:48:00
  • Lecture 2.3: Part 3: Cloud-Based Solutions That Allow Organisations to Store and Access Data and Information from Anywhere, Facilitating Remote Work and Collaboration
    00:41:05
  • Lecture 2.4: Analyse Ddifferent Team Roles That Exist and Contributions That Different Personalities can Make to a Team (Team Roles & Personality Dynamics)
    00:52:30
  • Lecture 2.5: HRM in the International Context
    00:46:19
  • Lecture 2.6: Neurodiversity and Cognitive Inclusion in Global Organisations
    00:45:46
  • Lecture 2.7: Diversity, Equity, and Inclusion (DEI) in Global Organisations
    00:48:29
  • Lecture 2.8: Part 1: Skilfully Differentiate the Roles of Top Management, Line Management and Human Resource Specialist in the Application of Organisational Goals
    00:58:33
  • Lecture 2.8: Part 2: Skilfully Differentiate the Roles of Top Management, Line Management and Human Resource Specialist in the Application of Organisational Goals
    00:53:44
  • Lecture 2.9: Strategically Collaborate with Different Stakeholders (Defining Goals Through Global Collaboration)
    01:24:35
  • Lecture 2.10: Virtual Meeting and Conferencing Tools
    00:44:29
  • Lecture 2.11: Organisational Intelligence and Decision Systems in Global Firms
    00:37:38
  • Journal Article: Strategy stakeholders and managerial discretion
  • Journal Article: Realizing an online conference
  • Journal Article: Organisational transformation through business intelligence
  • Journal Article: What a difference a role makes
  • Journal Article: The influence of quality tools in human resources management
  • Journal Article: Strategic need for talent
  • Section 2: Understand opportunities for improvement to organisational activities

  • Lecture 3.1: Social Responsibility & Sustainability in Global Operations
    00:43:45
  • Lecture 3.2: Organisational Structures Across Borders
    00:40:32
  • Lecture 3.3: Strategic Organisational Design for Global Firms
    00:42:58
  • Lecture 3.4: Part 1: Represent Organisations in International Business Negotiations
    00:52:39
  • Lecture 3.4: Part 2: Represent Organisations in International Business Negotiations
    00:49:35
  • Lecture 3.5: Part 1: Decision Making in Global and Cross-Cultural Contexts
    00:43:03
  • Lecture 3.5: Part 2: Decision Making in Global and Cross-Cultural Contexts
    00:36:39
  • Lecture 3.6: Part 1: Master the Art of Staying Up-to-Date on International Trade Agreements
    01:12:43
  • Lecture 3.6: Part 2: Master the Art of Staying Up-to-Date on International Trade Agreements
    00:55:15
  • Lecture 3.7: Shadow Structures and Informal Power in Multinational Firms
    00:43:53
  • Lecture 3.8: Part 1: Market and Cultural Intelligence Tools
    01:10:50
  • Lecture 3.8: Part 2: Market and Cultural Intelligence Tools
    00:55:58
  • Lecture 3.9: Digital Organisational Memory: Leveraging AI and Knowledge Management (KM) for Competitive Advantage
    00:44:12
  • Lecture 3.10: Digital Sovereignty and Data Ethics in International Management
    00:34:26
  • Lecture 3.11: Building Organisational Agility
    00:26:19
  • Lecture 3.12: The Future of International Organisational Management
    00:40:01
  • Journal Article: International business, corporate social responsibility and sustainable development
  • Journal Article: Factors influencing cross-border knowledge sharing by police organisations
  • Journal Article: Business organisational structures of global companies
  • Journal Article: Organisational policies and practices for the inclusion of vulnerable workers
  • Journal Article: International business negotiations. Culture, dimensions, context
  • Journal Article: Aspects of the evolution from risk management to enterprise global risk management
  • Section 3: Plan change for organisational improvement

  • Lecture 1.1: Understanding Vision, Strategy, and Organisational Purpose
    00:49:05
  • Lecture 1.2: Environmental Analysis: External Forces and Industry Dynamics
    00:41:25
  • Lecture 1.3: Internal Analysis and Strategically Valuable Resources
    00:50:56
  • Lecture 1.4: Formulating Vision, Mission, Values, and Strategic Goals
    00:51:10
  • Lecture 1.5: Formulating Strategy: Competitive Approaches and Strategic Positioning
    00:46:06
  • Lecture 1.6: The Strategic Planning Process and Aligning the Organisation
    00:44:22
  • Lecture 1.7: Strategy Implementation
    00:54:09
  • Lecture 1.8: Innovation and Disruptive Strategies
    00:47:14
  • Lecture 1.9: Evaluating and Adapting Strategy Over Time
    00:45:23
  • Lecture 1.10: How Organizational Culture Shapes Performance
    00:36:10
  • Lecture 1.11: Introduction to Change Management
    00:29:54
  • Lecture 1.12: Strategic Change Management in a VUCA Context
    00:23:30
  • Journal Article: Talk the walk: how corporate vision works for performance
  • Journal Article: Environmental analysis of textile products
  • Journal Article: The strategic analysis of intangible resources
  • Journal Article: Strategic alignment. a practitioner's perspective
  • Journal Article: Strategic planning - getting started
  • Journal Article: How to develop a shared vision
  • Journal Article: Strategic vision or strategic con?
  • Journal Article: Competitive intelligence and strategy formulation
  • Journal Article: The influence of organizational culture
  • Section 1: Understand how to develop an organisational vision and strategic direction

  • Lecture 2.1: Strategic Leadership and Communication
    00:59:55
  • Lecture 2.2: Part 1: How to Design and Implement Effective Communication Strategies for One's Organisation
    01:03:18
  • Lecture 2.2: Part 2: How to Design and Implement Effective Communication Strategies for One's Organisation
    00:47:26
  • Lecture 2.3: Critical Evaluation of Strategic Alignment Challenges and Opportunities
    00:36:36
  • Lecture 2.4: Effective Communication of Vision and Strategy Across All Levels of an Organisation
    00:38:18
  • Lecture 2.5: Part 1: Tools and Methodologies for Assessing and Diagnosing Organizational Culture and Climate
    01:04:37
  • Lecture 2.5: Part 2: Tools and Methodologies for Assessing and Diagnosing Organizational Culture and Climate
    01:08:11
  • Lecture 2.6: Part 1: The Use of Feedback Loops
    00:34:32
  • Lecture 2.6: Part 2: The Use of Feedback Loops
    00:31:46
  • Lecture 2.7: Communication and Stakeholder Engagement During Change
    00:26:46
  • Journal Article: The role of quality strategic planning on organisational success
  • Journal Article: Integration through cross-functional teams in a service company
  • Journal Article: Strategy implementation-A review and an introductory framework
  • Journal Article: Does strategic planning enhance or impede innovation and firm performance
  • Journal Article: Innovation, communication, and leadership
  • Journal Article: Organisational change management. A critical review
  • Journal Article: Managing VUCA. The human dynamics of agility
  • Journal Article: Challenging 'Resistance to Change'
  • Journal Article: Change management or change leadership?
  • Section 2: Understand how to communicate the vision and strategic direction to stakeholders

  • Lecture 3.1: How to Lead Cross-Functional Teams to Build Alignment and Drive Collective Decision-Making
    00:50:50
  • Lecture 3.2: Facilitate Strategic Planning and Change Management Processes
    00:39:51
  • Lecture 3.3: Addressing the Gap Between the Vision and the Objectives
    00:25:17
  • Lecture 3.4: Managing Resistance to Change in Uncertain Times
    00:25:28
  • Lecture 3.5: Part 1: Managing Uncertainty in Decision Making
    01:01:41
  • Lecture 3.5: Part 2: Managing Uncertainty in Decision Making
    01:20:21
  • Lecture 3.6: Part 1: The Impact of Remote and Flexible Working
    01:05:55
  • Lecture 3.6: Part 2: The Impact of Remote and Flexible Working
    00:44:03
  • Lecture 3.7: Sustaining Change and Building a Change-Ready Culture
    00:25:19
  • Lecture 3.8: Innovation Management Software Such as BrightIdea to Capture, Evaluate and Implement Innovative Ideas from Employees and Stakeholders
    01:28:17
  • Lecture 3.9: Part 1: Different Innovation Models
    00:52:50
  • Lecture 3.9: Part 2: Different Innovation Models
    00:43:24
  • Lecture 3.10: Part 1: The SCAMPER Technique in Organisational Change Management
    00:45:36
  • Lecture 3.10: Part 2: The SCAMPER Technique in Organisational Change Management
    00:52:14
  • Lecture 3.11: The 6 Thinking Hats in Organisational Change Management
    01:14:23
  • Journal Article: How intelligence organisations innovate
  • Journal Article: Evaluating sustainable adaptation strategies for vulnerable mega-deltas
  • Journal Article: Vision and objectives. A must for SMEs in the new economy
  • Journal Article: Rethinking open innovation beyond the innovation funnel
  • Journal Article: The effectiveness of SCAMPER technique on creative thinking skills
  • Journal Article: Integrating theory a and six thinking hats technique for improved organizational performance
  • Journal Article: Managing uncertainty in decision making
  • Journal Article: Managing people and learning in organisational change projects
  • Journal Article: Creating a change-ready organization
  • Section 3: Understand how to implement organisational vision and strategic direction

  • Lecture 1.1: The History of Strategic Leadership
    00:12:08
  • Lecture 1.2: The Values, Vision, and Mission of the Organisation
    00:15:42
  • Lecture 1.3: The Strategic Leaders' Organisational Abilities and Individual Traits
    00:27:15
  • Lecture 1.4: SWOT Analysis
    00:25:08
  • Lecture 1.5: Part 1: The Leadership Styles
    00:39:30
  • Lecture 1.5: Part 2: The Leadership Styles
    00:38:40
  • Lecture 1.5: Part 3: The Leadership Styles
    00:32:23
  • Lecture 1.6: Part 1: Theories of Strategic Leadership and Their Application in Business
    00:39:56
  • Lecture 1.6: Part 2: Theories of Strategic Leadership and Their Application in Business
    00:38:49
  • Lecture 1.6: Part 3: Theories of Strategic Leadership and Their Application in Business
    00:40:18
  • Lecture 1.6: Part 4: Theories of Strategic Leadership and Their Application in Business
    00:45:23
  • Lecture 1.7: Part 1: Behavioural Theories of Leadership
    00:35:54
  • Lecture 1.7: Part 2: Behavioural Theories of Leadership
    00:35:18
  • Lecture 1.7: Part 3: Behavioural Theories of Leadership
    00:49:01
  • Lecture 1.8: Part 1: Contingency Theories of Leadership
    00:40:43
  • Lecture 1.8: Part 2: Contingency Theories of Leadership
    00:42:02
  • Lecture 1.8: Part 3: Contingency Theories of Leadership
    00:32:53
  • Lecture 1.9: Part 1: Mastering Leadership: Harnessing Emotional Intelligence and Embracing Continuous Growth
    00:38:30
  • Lecture 1.9: Part 2: Mastering Leadership: Harnessing Emotional Intelligence and Embracing Continuous Growth
    00:39:53
  • Lecture 1.9: Part 3: Mastering Leadership: Harnessing Emotional Intelligence and Embracing Continuous Growth
    00:45:47
  • Lecture 1.10: Part 1: Foundations of Strategic Leadership and Its Challenges
    00:30:38
  • Lecture 1.10: Part 2: Foundations of Strategic Leadership and Its Challenges
    00:33:45
  • Lecture 1.11: Part 1: Navigating the Dark Side
    00:31:38
  • Lecture 1.11: Part 2: Navigating the Dark Side
    00:26:58
  • Lecture 1.11: Part 3: Navigating the Dark Side
    00:27:31
  • Journal Article: The effect of leadership and organisational behaviour on performance
  • Journal Article: Organisational behaviour during the pandemic
  • Journal Article: Organisational behaviour in human resource development
  • Journal Article: Organisational behaviour, leadership and change
  • Journal Article: Ethical leadership and unethical pro-organisational behaviour
  • Journal Article: New organisational behaviour of public research
  • Journal Article: Structure and organisational behaviour of public research institutions
  • Journal Article: Teachers' organisational behaviour in public and private funded schools
  • Section 1: Understand leadership behaviour theory and practice

  • Lecture 2.1: Part 1: Sustainable Leadership in Practice
    00:39:56
  • Lecture 2.1: Part 2: Sustainable Leadership in Practice
    00:35:44
  • Lecture 2.1: Part 3: Sustainable Leadership in Practice
    00:38:41
  • Lecture 2.2: Part 1: Legal Considerations in Leadership and Strategy
    00:41:42
  • Lecture 2.2: Part 2: Legal Considerations in Leadership and Strategy
    00:41:22
  • Lecture 2.3: Part 1: Taking Ethical Decisions in Complex Business Situations
    00:35:23
  • Lecture 2.3: Part 2: Taking Ethical Decisions in Complex Business Situations
    00:33:29
  • Lecture 2.4: Section 1: Part 1: How to Create Leaders and Develop Them in a Digital Age
    00:28:47
  • Lecture 2.4: Section 1: Part 2: How to Create Leaders and Develop Them in a Digital Age
    00:40:35
  • Lecture 2.4: Section 2: Part 1: How to Create Leaders and Develop Them in a Digital Age
    00:37:19
  • Lecture 2.4: Section 2: Part 2: How to Create Leaders and Develop Them in a Digital Age
    00:34:59
  • Lecture 2.4: Section 2: Part 3: How to Create Leaders and Develop Them in a Digital Age
    00:38:44
  • Lecture 2.5: Part 1: Leveraging Data Analysis Tools: Microsoft Excel, Google Sheets, Power BI, SAS, and SurveyMonkey
    00:43:25
  • Lecture 2.5: Part 2: Leveraging Data Analysis Tools: Microsoft Excel, Google Sheets, Power BI, SAS, and SurveyMonkey
    00:30:13
  • Lecture 2.5: Part 3: Leveraging Data Analysis Tools: Microsoft Excel, Google Sheets, Power BI, SAS, and SurveyMonkey
    00:52:32
  • Lecture 2.6: Part 1: Cloud-Based Storage Systems Such as OneDrive or Dropbox to Securely Store and Share Materials and Resources
    00:46:57
  • Lecture 2.6: Part 2: Cloud-Based Storage Systems Such as OneDrive or Dropbox to Securely Store and Share Materials and Resources
    00:47:59
  • Lecture 2.6: Part 3: Cloud-Based Storage Systems Such as OneDrive or Dropbox to Securely Store and Share Materials and Resources
    00:41:04
  • Lecture 2.7: Part 1: Project Management Software Such as Trello to for Example Plan and Organise Leadership Development Initiatives
    00:42:50
  • Lecture 2.7: Part 2: Project Management Software Such as Trello to for Example Plan and Organise Leadership Development Initiatives
    00:41:13
  • Lecture 2.7: Part 3: Project Management Software Such as Trello to for Example Plan and Organise Leadership Development Initiatives
    00:38:08
  • Journal Article: An analysis of organisational behaviour and its impact on organisational success
  • Journal Article: From organisational structure to organisational behaviour formalisation
  • Journal Article: The psychodynamic view on organizational behaviour
  • Journal Article: The psychology of social undermining in organisational behaviour
  • Journal Article: How organisational behaviour and attitudes can impact building energy use in the UK retail environment
  • Journal Article: How changing spatial configurations affect organisational behaviour
  • Journal Article: Factors affecting employees’ knowledge-sharing behaviour in the virtual organisation
  • Journal Article: Influencing organisational behaviour
  • Section 2: Understand how organisational structures and culture impact on the effectiveness of an organisation

  • Lecture 3.1: Strategic Communication Mastery: Essential Skills for Effective Leadership
    01:25:00
  • Lecture 3.2: Influencing and Persuasion Strategies in Decision-Making
    00:50:09
  • Lecture 3.3: Part 1: Lead, Motivate and Manage High Performance Teams
    00:24:55
  • Lecture 3.3: Part 2: Lead, Motivate and Manage High Performance Teams
    00:43:17
  • Lecture 3.3: Part 3: Lead, Motivate and Manage High Performance Teams
    00:29:44
  • Lecture 3.4: Part 1: Motivating and Influencing as a Strategic Leader
    00:27:16
  • Lecture 3.4: Part 2: Motivating and Influencing as a Strategic Leader
    00:35:25
  • Lecture 3.5: Part 1: Goal Setting, Performance Management and Metrics
    00:29:27
  • Lecture 3.5: Part 2: Goal Setting, Performance Management and Metrics
    00:38:04
  • Journal Article: Looking back and looking ahead - Applying organisational behaviour
  • Journal Article: Predictors to employees with disabilities’ organisational behaviour and involvement in employment
  • Journal Article: Real time affect at work - a neglected phenomenon in organisational behaviour
  • Journal Article: The role of lecturer commitment in determining organisational behaviour
  • Journal Article: Getting evidence into clinical practice
  • Journal Article: Conceptualising financialisation - governance, organisational behaviour and social interaction in UK housing
  • Journal Article: Combating information security apathy by encouraging prosocial organisational behaviour
  • Section 3: Understand how organisations can improve employee motivation and effectiveness

Introduction:

The ATHE level 7 qualifications in healthcare management provide strategic management skills for those planning to, or working in the healthcare sector both internationally and in the UK, including additional units that are specifically targeted at those working in the public sector.

Credits: 30 UK Credits – Equivalent to 15 ECTS

Grading: Fail/Pass

Delivery Mode: Via distance learning.

Ofqual Qualification Number: 600/3419/1

Qualification Specification: To view the specification, please click here.

Entry Requirements

Typical Age: This qualification is designed for learners who are typically aged 19 and above.

Qualifications: For learners who have recently been in education or training the entry profile is likely to include one of the following:

  • a first degree in a healthcare related subject or a level 6 qualification for example an ATHE Diploma in Healthcare Management
  • other equivalent international qualifications.

Language: For those whom English is not their first language we recommend the following standards of proficiency in English language skills or an approved equivalent for this qualification:

  • IELTs 5.5
  • Common European Framework of Reference (CEFR) B2
  • Cambridge English Advanced (CAE) 162 or above
  • Pearson Test of English (PTE) Academic 42-49

If students are not able to provide one of these certificates, they will be asked to do an internal English test to assess their level.

Qualification Content

Qualification Content:

Learners selecting this qualification must choose two of the three units listed below.

UNIT NAME

UNIT AIMS

UK CREDITS

TYPE OF UNIT

Managing Continuous Organisational Improvement

To enable learners to develop the knowledge, understanding and skills required to create a culture of continuous improvement in an organisation. The learners will have the opportunity to develop the skills required to plan organisational change.

15

Opt

Developing Organisational Vision and Strategic Direction

To enable learners to improve their knowledge and understanding of how organisations develop vision and strategic direction. The unit may be of particular interest for learners aiming for leadership roles in either private or public sector organisations.

15

Opt

Organisational Behaviour

The aim of this unit is to help learners develop an understanding of how organisational behaviour, structure, culture, motivation, creativity and leadership impact on an organisation’s effectiveness and efficiency.

15

Opt

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€1500