Advanced Certificate in Health Management

Purpose

The purpose of this qualification is to equip all managers across all sectors, especially in the health sector, with the knowledge and skills to survive in an environment with ever-changing influences of the external and internal environment. The qualification is design to meet the needs of managers in the continuous updating and expansion of their knowledge to ultimately satisfy the need to full personal development and survival.

The qualification is designed to develop the learners' capabilities by broadening their view of their business, their specific industry and the wider global forces that impact on both. It is also important for the learners to develop a greater appreciation of their role as a managers and leaders while also developing a deeper understanding of themselves. Learners will achieve the qualification with a broad understanding of the complex realities of a rapidly changing environment and greater confidence in their ability to manage within it.

Rationale

This qualification is designed to address the management needs of learners by providing both the academic and theoretical foundation and the applicative practical business skills. Through the recognition of prior learning from relevant work experience, the qualification broadens the management perspectives of the learners, develops self-confidence, problem solving and decision-making skills.

The Advanced Certificate in Health Management

• Seeks to contribute to local, provincial, regional and national goals by facilitating capacity building and human resource development in management for social and economic development.
• Develops the verbal and written communication skills and analytical skills of learners.
• Promotes equity by providing access to management education that is affordable, evidence based and congruent to national and international best practices, to learners previously denied such opportunities.
• Provides learners with the opportunity to proceed on a course of study culminating in the attainment of the advanced diploma or bachelor's degree in management.
• Recognises and caters for the career and economic needs of learners who are in employment.

Recognition of Prior Learning (RPL)

This qualification may be achieved in part through the Recognition of Prior Learning. Recognition of Prior Learning includes assessment of such learning against the Exit Level Outcomes of the qualification on a case-by-case basis.

Entry Requirements

The minimum entry requirement is

• An appropriate Higher Certificate.

This qualification consists of compulsory modules at National Qualifications Framework (NQF) Level 5 and 6 totalling 120 Credits.

Compulsory Module at Level 5: 12 Credits

• Managing Yourself, 12 Credits.

Compulsory Modules at Level 6: 108 Credits

• Leadership, 12 Credits.
• Managing Strategy and Change, 12 Credits.
• Human Resource Management and Development, 12 Credits.
• Understanding the International and South African Business Environment, 12 Credits.
• Resource Mobilisation and Donor Relations, 12 Credits.
• Strategic Marketing and Customer Relations, 12 Credits.
• Project Management, 12 Credits.
• Financial Management, 12 Credits.
• Managing Information (M&E), 12 Credits.

1. Apply fundamental management principles in a work-based context.
2. Apply quantitative methodologies in making work-based decisions.
3. Utilise technology to communicate effectively.
4. Conduct basic research.
5. Solve marketing problems.
6. Interpret financial statements.
7. Manage information in a business context.
8. Demonstrate knowledge of basic economic principles.
9. Demonstrate and apply knowledge of effective self-management and leadership.

The following Associated Assessment Criteria are assessed in an integrated manner across all the Exit Level Outcomes.

• Demonstrate an understanding of health systems as a set of related systems while recognising the political, social and economic contexts involved.
• Identify, analyse, organise and critically evaluate the main policy debates on funding and provision of care.
• Understand the trends that shape decision making in health.
• Demonstrate a general understanding of the South African health system's structure and funding.
• Analyse the contribution of the epidemiological and demographic factors to the health challenges in South Africa.
• Demonstrate attitude appropriate to promote values of solidarity and commitment with the community.
• Show respect for the diverse opinions, values, belief systems, and contributions of others.
• Understand the key statutes of parliament relating to health and health care practitioners on the delivery of health care.
• Recognise the opportunities and threats that are posed by globalisation of health care.
• Identify the component elements of the concept of personality as described in the dominant models.
• Evaluate the benefits and problems of personality testing as an aid to management decision-making.
• Identify the attitudes that have a negative influence at work and determine the best strategies and tools to adopt when attempting to change attitudes.
• Explain the significance of perception in determining behaviour.
• Identify the problem that differing perceptions can create within an organisation.
• Examine the values which affect your behaviour.
• Analyse how you spend your time and identify what strategies to use to deal with "time robbers".
• Understand what causes stress and identify the strategies for coping with stress.
• Identify the interpersonal skills required to allow relationships to develop.
• Model positive assertive behaviour and skills.
• Apply proper planning principles in your personal goal setting.
• Discuss the challenge for leadership in South Africa.
• Differentiate between behaviours of managers and leaders.
• Explain the various roles of leaders and managers in an organisation and their use of power.
• Identify leadership theories as evidenced by the behaviour of others.
• Explain the relevance of Situational Leadership to your current position.
• Develop your own leadership approach that matches the needs of your organisation, staff and yourself.
• Explain how and when interpersonal skills will be applied by managers and leaders, in both the work and personal situations.
• Identify the behaviours and roles people demonstrate in teams.
• Manage diversity in teams.
• Design a conflict resolution strategy.
• Distinguish between the qualities of an effective and ineffective leader.
• Describe the Six Essential Tasks of Leadership.
• Describe the concepts strategic and operations management.
• Identify the three phases that constitute the strategic management process.
• Conduct an environmental analysis of your organisation using a variety of tools.
• Explain the importance of matching resources to strategy.
• Describe different types of strategies.
• Discuss the drivers and barriers to strategy implementation.
• Discuss reward systems as a driver of strategy implementation.
• Explain the difference of the three types of change provided in the generic model of change.
• Explain why resistance to change is a natural and innate response to new situations.
• Provide guidelines on how to manage the resistance to change.
• Explain how a manager will attempt to effect change in an individual.
• Explain how general management functions differ in the three management levels.
• Discuss how quality is achieved within your organisation.
• Demonstrate an understanding of how to produce an implementation plan.
• Understand the monitoring and evaluation framework in the context of indicators and data sources.
• Select and use appropriate indicators and tools for an M&E plan.
• Formulate an understanding of the ethical and legal issues surrounding monitoring and evaluation.
• Demonstrate an understanding of the components of monitoring and evaluation.
• Be able to develop a monitoring and evaluation plan.
• Formulate study design and methods.
• Communicate research findings in graphs and written format.
• Understand the difference between fundraising vs fund development within the challenges of the South African context.
• Know the different types of fundraising practices.
• Appraise possible sources for your own organisation.
• Write a feasible funding proposal, that takes into account the common pitfalls and demonstrates elements of what makes a proposal get funded.
• Conduct a comprehensive internal and external assessment of your organisation.
• Articulate and evaluate your cause and program(s) to ensure sustained financing to meet your development objectives.
• Develop an effective case statement.
• Identify potential partners that can help advance your organisation's cause.
• Demonstrate an understanding of the key components of maintaining relations with donors.
• Draw up a balance sheet.
• Draw up a profit and loss account.
• Recognise the key accounting conventions.
• Demonstrate recognition of the source, flow and distribution of money.
• Explain the difference between profit and cash.
• Use selected ratios to analyse the liquidity of organisations.
• Calculate profitability ratios and comment on organisational performance.
• Determine gearing and growth (investment) ratios and use them to interpret the effects of an organisation's capital structure on its current profits, future profits and capital raising potential.
• Evaluate organisations' use of assets using relevant ratios.
• Calculate employee ratios.
• Appreciate the key factors in budgetary planning and control.
• Prepare a master budget (profit and loss account and balance sheet).
• Differentiate between the personnel management and human resource management.
• Apply the HRM principles that form an integral part of your role as manager.
• Identify a number of motivational theories and use them to develop strategies for improving motivation within your organisation.
• Identify the types of behaviour found in groups.
• Define the various roles required to ensure that a team functions effectively.
• Manage group conflict.
• Plan, prepare and conduct a job analysis.
• Understand the overall objectives of the Labour Relations Act 66 of 1995.
• Give an overview of the objectives of the Basic Conditions of Employment Act 75 of 1997.
• Understand the principles of negotiation involved.
• Give an overview of the aim of the Employment Equity Act 55 of 1998.
• Demonstrate an understanding of a performance appraisal system and practices.
• Demonstrate an understanding of what a legal contract and agreement is.
• Apply the skills required in a disciplinary and grievance situation.
• Understand marketing in the context of customer needs, wants and demands.
• Apply the principles pertaining to the marketing concept.
• Differentiate between marketing of goods and that of services.
• Develop an effective marketing plan for the organisation.
• Select an appropriate segmentation strategy for the organisation.
• Determine an effective communication strategy for the marketing intervention.
• Explain the role of customer satisfaction in relation to service delivery.
• Use the concept of provider gaps.

Integrated Assessment

This qualification is designed to develop the learner's strategic management capabilities by broadening the view of their role as leaders and managers and the impact of global and local trends on their specific sectors. Learners will also develop a greater appreciation of their roles as managers and leaders and a deeper understanding of themselves. Learners will achieve the qualification with a broad understanding of the complex realities of a rapidly changing environment and greater confidence in their ability to manage it. The qualification will give learners a holistic perspective so that they can address the complex unstructured problems of management in a changing environment with confidence.

Competence will be assessed when conducting formative and summative assessment.

Formative assessment takes place during the process of learning and assessors should use a range of assessment methods and tools that support each other to assess total competence. These tools include the following:

• Role-play simulations.
• Structured group discussions.
• Case studies.
• Presentations on group work.
• Experiential learning including work based assignments.
• Scenario sketching.

The assessment method and or tools used by the assessor must be fair so as not to hinder or advantage the learner. They must be valid, reliable and effective.

Summative Assessment

Summative Assessment is carried out at the end of the learning programme to assess the achievement of the learner. Continuous assessment is used throughout all the modules. Learners must demonstrate their ability to achieve the outcomes of the qualification. Various methods of assessment will be implemented to assess the learning. The theoretical foundation as well as their ability to change existing practices to best evidence practices and their ability to apply knowledge in practice will be assessed.