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
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Managing Continuous Organisational Improvement (15 UK Credits)(Optional)
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Section 1: Understand how organisations create a culture of continuous improvement and acceptance of changeLecture 1.1: Introduction to International Organisational Management00:42:56Lecture 1.2: Part 1: Link Business Models to Activities Performed by International Organisations00:48:37Lecture 1.2: Part 2: Link Business Models to Activities Performed by International Organisations00:45:13Lecture 1.3: Part 1 (A): Key Principles of International Business Transactions01:16:50Lecture 1.3: Part 1 (B): Key Principles of International Business Transactions01:08:18Lecture 1.3: Part 2: Key Principles of International Business Transactions00:37:25Lecture 1.4: Part 1: The 4 Fundamental Value Drivers of Business Models00:49:19Lecture 1.4: Part 2: The 4 Fundamental Value Drivers of Business Models00:42:04Lecture 1.5: Part 1: The 4 Major Business Threats (Imitation, Holdup, Slack and Substitution) and How to Counter Them in an International Context00:43:04Lecture 1.5: Part 2: The 4 Major Business Threats (Imitation, Holdup, Slack and Substitution) and How to Counter Them in an International Context00:44:42Lecture 1.6: International Business Strategy: Market Entry & Growth00:36:11Lecture 1.7: Platformisation and the Rise of Global Digital Ecosystems00:37:07Lecture 1.8: Organisational Foresight: Designing the Future-Ready Enterprise00:46:31Lecture 1.9: Organisational Change & Development in Global Contexts00:45:26Lecture 1.10: The Role of Culture in International Organisations00:48:35Lecture 1.11: KM in Global Teams00:41:25Lecture 1.12: Measuring Performance & Driving Global Improvement00:42:41Lecture 1.13: Part 1: Theories of Compensation Planning from Around the World00:40:46Lecture 1.13: Part 2: Theories of Compensation Planning from Around the World00:42:26Lecture 1.14: Part 1: A Look at Benchmarking of Salaries Within Countries and Across Countries00:43:31Lecture 1.14: Part 2: A Look at Benchmarking of Salaries Within Countries and Across Countries00:47:41Lecture 1.15: Part 1: Legal and Ethical Considerations in Performance Management from Around the Globe00:52:08Lecture 1.15: Part 2: Legal and Ethical Considerations in Performance Management from Around the Globe00:42:38Lecture 1.16: International Performance Management00:22:29Lecture 1.17: Innovation and Organisational Learning Globally00:42:01Journal Article: A new organisational memory for cross-cultural knowledge managementJournal Article: The role and prospects of innovative entrepreneurship in the economic progress of developing countriesJournal Article: Value creation in e-business as a driver of financial performanceJournal Article: Business model canvas in global enterprisesJournal Article: International market entry strategiesJournal Article: An overview of foresight methodologiesSection 1: Understand how organisations create a culture of continuous improvement and acceptance of change
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Section 2: Understand opportunities for improvement to organisational activitiesLecture 2.1: Lead Multinational Teams in Strategic Thinking, Decision-Making and Cross-Cultural Communication01:24:46Lecture 2.2: Part 1: Translation and Language Services (Effective Communication Across Language Barriers)01:21:07Lecture 2.2: Part 2: Translation and Language Services (Effective Communication Across Language Barriers)01:05:16Lecture 2.3: Part 1: Cloud-Based Solutions That Allow Organisations to Store and Access Data and Information from Anywhere, Facilitating Remote Work and Collaboration00:46:58Lecture 2.3: Part 2: Cloud-Based Solutions That Allow Organisations to Store and Access Data and Information from Anywhere, Facilitating Remote Work and Collaboration00:48:00Lecture 2.3: Part 3: Cloud-Based Solutions That Allow Organisations to Store and Access Data and Information from Anywhere, Facilitating Remote Work and Collaboration00:41:05Lecture 2.4: Analyse Ddifferent Team Roles That Exist and Contributions That Different Personalities can Make to a Team (Team Roles & Personality Dynamics)00:52:30Lecture 2.5: HRM in the International Context00:46:19Lecture 2.6: Neurodiversity and Cognitive Inclusion in Global Organisations00:45:46Lecture 2.7: Diversity, Equity, and Inclusion (DEI) in Global Organisations00:48:29Lecture 2.8: Part 1: Skilfully Differentiate the Roles of Top Management, Line Management and Human Resource Specialist in the Application of Organisational Goals00:58:33Lecture 2.8: Part 2: Skilfully Differentiate the Roles of Top Management, Line Management and Human Resource Specialist in the Application of Organisational Goals00:53:44Lecture 2.9: Strategically Collaborate with Different Stakeholders (Defining Goals Through Global Collaboration)01:24:35Lecture 2.10: Virtual Meeting and Conferencing Tools00:44:29Lecture 2.11: Organisational Intelligence and Decision Systems in Global Firms00:37:38Journal Article: Strategy stakeholders and managerial discretionJournal Article: Realizing an online conferenceJournal Article: Organisational transformation through business intelligenceJournal Article: What a difference a role makesJournal Article: The influence of quality tools in human resources managementJournal Article: Strategic need for talentSection 2: Understand opportunities for improvement to organisational activities
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Section 3: Plan change for organisational improvementLecture 3.1: Social Responsibility & Sustainability in Global Operations00:43:45Lecture 3.2: Organisational Structures Across Borders00:40:32Lecture 3.3: Strategic Organisational Design for Global Firms00:42:58Lecture 3.4: Part 1: Represent Organisations in International Business Negotiations00:52:39Lecture 3.4: Part 2: Represent Organisations in International Business Negotiations00:49:35Lecture 3.5: Part 1: Decision Making in Global and Cross-Cultural Contexts00:43:03Lecture 3.5: Part 2: Decision Making in Global and Cross-Cultural Contexts00:36:39Lecture 3.6: Part 1: Master the Art of Staying Up-to-Date on International Trade Agreements01:12:43Lecture 3.6: Part 2: Master the Art of Staying Up-to-Date on International Trade Agreements00:55:15Lecture 3.7: Shadow Structures and Informal Power in Multinational Firms00:43:53Lecture 3.8: Part 1: Market and Cultural Intelligence Tools01:10:50Lecture 3.8: Part 2: Market and Cultural Intelligence Tools00:55:58Lecture 3.9: Digital Organisational Memory: Leveraging AI and Knowledge Management (KM) for Competitive Advantage00:44:12Lecture 3.10: Digital Sovereignty and Data Ethics in International Management00:34:26Lecture 3.11: Building Organisational Agility00:26:19Lecture 3.12: The Future of International Organisational Management00:40:01Journal Article: International business, corporate social responsibility and sustainable developmentJournal Article: Factors influencing cross-border knowledge sharing by police organisationsJournal Article: Business organisational structures of global companiesJournal Article: Organisational policies and practices for the inclusion of vulnerable workersJournal Article: International business negotiations. Culture, dimensions, contextJournal Article: Aspects of the evolution from risk management to enterprise global risk managementSection 3: Plan change for organisational improvement
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Developing Organisational Vision and Strategic Direction (15 UK Credits)(Optional)
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Section 1: Understand how to develop an organisational vision and strategic directionLecture 1.1: Understanding Vision, Strategy, and Organisational Purpose00:49:05Lecture 1.2: Environmental Analysis: External Forces and Industry Dynamics00:41:25Lecture 1.3: Internal Analysis and Strategically Valuable Resources00:50:56Lecture 1.4: Formulating Vision, Mission, Values, and Strategic Goals00:51:10Lecture 1.5: Formulating Strategy: Competitive Approaches and Strategic Positioning00:46:06Lecture 1.6: The Strategic Planning Process and Aligning the Organisation00:44:22Lecture 1.7: Strategy Implementation00:54:09Lecture 1.8: Innovation and Disruptive Strategies00:47:14Lecture 1.9: Evaluating and Adapting Strategy Over Time00:45:23Lecture 1.10: How Organizational Culture Shapes Performance00:36:10Lecture 1.11: Introduction to Change Management00:29:54Lecture 1.12: Strategic Change Management in a VUCA Context00:23:30Journal Article: Talk the walk: how corporate vision works for performanceJournal Article: Environmental analysis of textile productsJournal Article: The strategic analysis of intangible resourcesJournal Article: Strategic alignment. a practitioner's perspectiveJournal Article: Strategic planning - getting startedJournal Article: How to develop a shared visionJournal Article: Strategic vision or strategic con?Journal Article: Competitive intelligence and strategy formulationJournal Article: The influence of organizational cultureSection 1: Understand how to develop an organisational vision and strategic direction
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Section 2: Understand how to communicate the vision and strategic direction to stakeholdersLecture 2.1: Strategic Leadership and Communication00:59:55Lecture 2.2: Part 1: How to Design and Implement Effective Communication Strategies for One's Organisation01:03:18Lecture 2.2: Part 2: How to Design and Implement Effective Communication Strategies for One's Organisation00:47:26Lecture 2.3: Critical Evaluation of Strategic Alignment Challenges and Opportunities00:36:36Lecture 2.4: Effective Communication of Vision and Strategy Across All Levels of an Organisation00:38:18Lecture 2.5: Part 1: Tools and Methodologies for Assessing and Diagnosing Organizational Culture and Climate01:04:37Lecture 2.5: Part 2: Tools and Methodologies for Assessing and Diagnosing Organizational Culture and Climate01:08:11Lecture 2.6: Part 1: The Use of Feedback Loops00:34:32Lecture 2.6: Part 2: The Use of Feedback Loops00:31:46Lecture 2.7: Communication and Stakeholder Engagement During Change00:26:46Journal Article: The role of quality strategic planning on organisational successJournal Article: Integration through cross-functional teams in a service companyJournal Article: Strategy implementation-A review and an introductory frameworkJournal Article: Does strategic planning enhance or impede innovation and firm performanceJournal Article: Innovation, communication, and leadershipJournal Article: Organisational change management. A critical reviewJournal Article: Managing VUCA. The human dynamics of agilityJournal 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
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Section 3: Understand how to implement organisational vision and strategic directionLecture 3.1: How to Lead Cross-Functional Teams to Build Alignment and Drive Collective Decision-Making00:50:50Lecture 3.2: Facilitate Strategic Planning and Change Management Processes00:39:51Lecture 3.3: Addressing the Gap Between the Vision and the Objectives00:25:17Lecture 3.4: Managing Resistance to Change in Uncertain Times00:25:28Lecture 3.5: Part 1: Managing Uncertainty in Decision Making01:01:41Lecture 3.5: Part 2: Managing Uncertainty in Decision Making01:20:21Lecture 3.6: Part 1: The Impact of Remote and Flexible Working01:05:55Lecture 3.6: Part 2: The Impact of Remote and Flexible Working00:44:03Lecture 3.7: Sustaining Change and Building a Change-Ready Culture00:25:19Lecture 3.8: Innovation Management Software Such as BrightIdea to Capture, Evaluate and Implement Innovative Ideas from Employees and Stakeholders01:28:17Lecture 3.9: Part 1: Different Innovation Models00:52:50Lecture 3.9: Part 2: Different Innovation Models00:43:24Lecture 3.10: Part 1: The SCAMPER Technique in Organisational Change Management00:45:36Lecture 3.10: Part 2: The SCAMPER Technique in Organisational Change Management00:52:14Lecture 3.11: The 6 Thinking Hats in Organisational Change Management01:14:23Journal Article: How intelligence organisations innovateJournal Article: Evaluating sustainable adaptation strategies for vulnerable mega-deltasJournal Article: Vision and objectives. A must for SMEs in the new economyJournal Article: Rethinking open innovation beyond the innovation funnelJournal Article: The effectiveness of SCAMPER technique on creative thinking skillsJournal Article: Integrating theory a and six thinking hats technique for improved organizational performanceJournal Article: Managing uncertainty in decision makingJournal Article: Managing people and learning in organisational change projectsJournal Article: Creating a change-ready organizationSection 3: Understand how to implement organisational vision and strategic direction
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Organisational Behaviour (15 UK Credits)(Optional)
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Section 1: Understand leadership behaviour theory and practiceLecture 1.1: The History of Strategic Leadership00:12:08Lecture 1.2: The Values, Vision, and Mission of the Organisation00:15:42Lecture 1.3: The Strategic Leaders' Organisational Abilities and Individual Traits00:27:15Lecture 1.4: SWOT Analysis00:25:08Lecture 1.5: Part 1: The Leadership Styles00:39:30Lecture 1.5: Part 2: The Leadership Styles00:38:40Lecture 1.5: Part 3: The Leadership Styles00:32:23Lecture 1.6: Part 1: Theories of Strategic Leadership and Their Application in Business00:39:56Lecture 1.6: Part 2: Theories of Strategic Leadership and Their Application in Business00:38:49Lecture 1.6: Part 3: Theories of Strategic Leadership and Their Application in Business00:40:18Lecture 1.6: Part 4: Theories of Strategic Leadership and Their Application in Business00:45:23Lecture 1.7: Part 1: Behavioural Theories of Leadership00:35:54Lecture 1.7: Part 2: Behavioural Theories of Leadership00:35:18Lecture 1.7: Part 3: Behavioural Theories of Leadership00:49:01Lecture 1.8: Part 1: Contingency Theories of Leadership00:40:43Lecture 1.8: Part 2: Contingency Theories of Leadership00:42:02Lecture 1.8: Part 3: Contingency Theories of Leadership00:32:53Lecture 1.9: Part 1: Mastering Leadership: Harnessing Emotional Intelligence and Embracing Continuous Growth00:38:30Lecture 1.9: Part 2: Mastering Leadership: Harnessing Emotional Intelligence and Embracing Continuous Growth00:39:53Lecture 1.9: Part 3: Mastering Leadership: Harnessing Emotional Intelligence and Embracing Continuous Growth00:45:47Lecture 1.10: Part 1: Foundations of Strategic Leadership and Its Challenges00:30:38Lecture 1.10: Part 2: Foundations of Strategic Leadership and Its Challenges00:33:45Lecture 1.11: Part 1: Navigating the Dark Side00:31:38Lecture 1.11: Part 2: Navigating the Dark Side00:26:58Lecture 1.11: Part 3: Navigating the Dark Side00:27:31Journal Article: The effect of leadership and organisational behaviour on performanceJournal Article: Organisational behaviour during the pandemicJournal Article: Organisational behaviour in human resource developmentJournal Article: Organisational behaviour, leadership and changeJournal Article: Ethical leadership and unethical pro-organisational behaviourJournal Article: New organisational behaviour of public researchJournal Article: Structure and organisational behaviour of public research institutionsJournal Article: Teachers' organisational behaviour in public and private funded schoolsSection 1: Understand leadership behaviour theory and practice
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Section 2: Understand how organisational structures and culture impact on the effectiveness of an organisationLecture 2.1: Part 1: Sustainable Leadership in Practice00:39:56Lecture 2.1: Part 2: Sustainable Leadership in Practice00:35:44Lecture 2.1: Part 3: Sustainable Leadership in Practice00:38:41Lecture 2.2: Part 1: Legal Considerations in Leadership and Strategy00:41:42Lecture 2.2: Part 2: Legal Considerations in Leadership and Strategy00:41:22Lecture 2.3: Part 1: Taking Ethical Decisions in Complex Business Situations00:35:23Lecture 2.3: Part 2: Taking Ethical Decisions in Complex Business Situations00:33:29Lecture 2.4: Section 1: Part 1: How to Create Leaders and Develop Them in a Digital Age00:28:47Lecture 2.4: Section 1: Part 2: How to Create Leaders and Develop Them in a Digital Age00:40:35Lecture 2.4: Section 2: Part 1: How to Create Leaders and Develop Them in a Digital Age00:37:19Lecture 2.4: Section 2: Part 2: How to Create Leaders and Develop Them in a Digital Age00:34:59Lecture 2.4: Section 2: Part 3: How to Create Leaders and Develop Them in a Digital Age00:38:44Lecture 2.5: Part 1: Leveraging Data Analysis Tools: Microsoft Excel, Google Sheets, Power BI, SAS, and SurveyMonkey00:43:25Lecture 2.5: Part 2: Leveraging Data Analysis Tools: Microsoft Excel, Google Sheets, Power BI, SAS, and SurveyMonkey00:30:13Lecture 2.5: Part 3: Leveraging Data Analysis Tools: Microsoft Excel, Google Sheets, Power BI, SAS, and SurveyMonkey00:52:32Lecture 2.6: Part 1: Cloud-Based Storage Systems Such as OneDrive or Dropbox to Securely Store and Share Materials and Resources00:46:57Lecture 2.6: Part 2: Cloud-Based Storage Systems Such as OneDrive or Dropbox to Securely Store and Share Materials and Resources00:47:59Lecture 2.6: Part 3: Cloud-Based Storage Systems Such as OneDrive or Dropbox to Securely Store and Share Materials and Resources00:41:04Lecture 2.7: Part 1: Project Management Software Such as Trello to for Example Plan and Organise Leadership Development Initiatives00:42:50Lecture 2.7: Part 2: Project Management Software Such as Trello to for Example Plan and Organise Leadership Development Initiatives00:41:13Lecture 2.7: Part 3: Project Management Software Such as Trello to for Example Plan and Organise Leadership Development Initiatives00:38:08Journal Article: An analysis of organisational behaviour and its impact on organisational successJournal Article: From organisational structure to organisational behaviour formalisationJournal Article: The psychodynamic view on organizational behaviourJournal Article: The psychology of social undermining in organisational behaviourJournal Article: How organisational behaviour and attitudes can impact building energy use in the UK retail environmentJournal Article: How changing spatial configurations affect organisational behaviourJournal Article: Factors affecting employees’ knowledge-sharing behaviour in the virtual organisationJournal Article: Influencing organisational behaviourSection 2: Understand how organisational structures and culture impact on the effectiveness of an organisation
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Section 3: Understand how organisations can improve employee motivation and effectivenessLecture 3.1: Strategic Communication Mastery: Essential Skills for Effective Leadership01:25:00Lecture 3.2: Influencing and Persuasion Strategies in Decision-Making00:50:09Lecture 3.3: Part 1: Lead, Motivate and Manage High Performance Teams00:24:55Lecture 3.3: Part 2: Lead, Motivate and Manage High Performance Teams00:43:17Lecture 3.3: Part 3: Lead, Motivate and Manage High Performance Teams00:29:44Lecture 3.4: Part 1: Motivating and Influencing as a Strategic Leader00:27:16Lecture 3.4: Part 2: Motivating and Influencing as a Strategic Leader00:35:25Lecture 3.5: Part 1: Goal Setting, Performance Management and Metrics00:29:27Lecture 3.5: Part 2: Goal Setting, Performance Management and Metrics00:38:04Journal Article: Looking back and looking ahead - Applying organisational behaviourJournal Article: Predictors to employees with disabilities’ organisational behaviour and involvement in employmentJournal Article: Real time affect at work - a neglected phenomenon in organisational behaviourJournal Article: The role of lecturer commitment in determining organisational behaviourJournal Article: Getting evidence into clinical practiceJournal Article: Conceptualising financialisation - governance, organisational behaviour and social interaction in UK housingJournal Article: Combating information security apathy by encouraging prosocial organisational behaviourSection 3: Understand how organisations can improve employee motivation and effectiveness
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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.
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.
Course Syllabus Podcast
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Qualification Content:
Learners selecting this qualification must choose two of the three units listed below.
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UNIT NAME |
UNIT AIMS |
UK CREDITS |
TYPE OF UNIT |
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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 |
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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 |
€1500
What’s included
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Duration:12 Months