Short Title:Man Social Care Environment
Full Title:Man Social Care Environment
Module Code:SOCA H4001
Credits: 6
NFQ Level:8
Field of Study:Basic / broad general programmes*
Module Delivered in 1 programme(s)
Module Author:DAVID IRWIN
Module Description:• To thoroughly familiarise the student with the concepts of management and supervision theories and their application in practice. • To develop in the student an awareness of the many factors which influence the effective management of a caring environment. • To develop the student’s confidence and faculties of analysis and judgement. • To prepare students for the role of management in social care.
Learning Outcomes
On successful completion of this module the learner will be able to:
LO1 Evaluate management issues particular to child and youth care/social care
LO2 Apply principles of best practice in the facilities management of child, youth care and social care practice environments in terms of risk assessment
LO3 Determine effective human resource management strategies for employees in social care environments in terms of planning and management styles.
Pre-requisite learning
Co-requisite Modules
No Co-requisite modules listed

Module Content & Assessment

Content (The percentage workload breakdown is inidcative and subject to change) %
Theories and Mechanisms of Management
The Classical Theorist Approach, Human Relations Approach, Systems Approach: The Tavistock Group and Katz & Kahn. Contingency Approach.
Nature and purpose of planning. Management by objectives. Decision-making. Planning in the care context. Macro and Micro planning. Intensive and Extensive planning. Crisis intervention planning. Physicality planning. Design planning.
Co-ordination and Control
Nature and purpose. Co-ordination of immediate cultural milieu. Co-ordination of external liaison. Co-ordination of access to and control of information and services (external and internal). Co-ordination of leisure activities. Control nature and purpose. System and process of controlling. Control of hierarchical structure.
Nature and purpose of organising. Basic departmentation. Line staff authority and decentralisation. Committee and group decision making. Organisation of the care environment.
Risk Management
Maximising knowledge about risk and ‘at risk’ behaviours and choices. Developing alternative strategies. Risk assessment.
Managing and Communication
The role of the management team in a child and youth care/social care milieu. Analysing communication situations within and between teams. The extent of the management ‘brief’ at varying levels. The importance of: Instigating and maintaining effective channels and mediums of communicating, upward communication from colleagues and staff. Team Work Creating and maintaining an effective team Importance of legal implications in communicative analysis.
Specific Management Communication Skills
Leading. Persuading. Motivating. Supporting. Using power to influence and effect change. Saying ‘no’ skilfully. Analysis of case studies in the child and youth care/social care context.
Staff Briefing
The function of staff briefings. The nature of staff briefings. General guidelines. Pitfalls to avoid. Working with groups of staff.
Human Resource Management Issues in Child and Youth Care/Social Care
Recruitment and selection of staff. Identifying the need to recruit. Identifying the needs to be met in job(s). Drawing up a job specification. Advertising vacancies. Screening applicant against specific job specifications. References, importance of interviewing new staff.
Staff Appraisal in Child and Youth Care/Social Care
Function of staff appraisals. Nature of staff appraisals. Reviewing past performance. Setting goals and targets for the future. General guidelines. Pitfalls to avoid. Staff development needs. Motivation. Managing conflict. Client/professional relationship. Staff/client and staff/management relationship.
Stress Management in Child and Youth Care/Social Care
Concept of stress. Cognitive appraisal. Sources of work stress. Special unit needs. Individual sources of work stress. Consequences of stress. Identification of burn-out in staff and management teams. Imaginative strategies for coping with work related stress. Organisational strategies for coping with work related stress Staff support in crisis.
Assessment Breakdown%
Course Work30.00%
End of Module Formal Examination70.00%
Course Work
Assessment Type Assessment Description Outcome addressed % of total Assessment Date
Project A project dealing with issues associated with the application of learning and management theory of people interaction in social care settings. 1,2,3 30.00 n/a
End of Module Formal Examination
Assessment Type Assessment Description Outcome addressed % of total Assessment Date
Formal Exam End-of-Semester Final Examination 1,2,3 70.00 End-of-Semester

IT Tallaght reserves the right to alter the nature and timings of assessment


Module Workload

Workload: Full Time
Workload Type Workload Description Hours Frequency Average Weekly Learner Workload
Lecture No Description 3.00 Every Week 3.00
Independent Learning Time No Description 3.00 Every Week 3.00
Total Weekly Learner Workload 6.00
Total Weekly Contact Hours 3.00
This module has no Part Time workload.

Module Resources

Required Book Resources
  • Argyle, M, Koontz, H & Weihrich, K, The Social Psychology of Work Management, Latest edition Ed., Penguin UK McGraw-Hill
Required Article/Paper Resources
  • Garfat, T & Fewster, G, Malaspina University 2001, n/a, Journal of Child and Youth Care, 15(2), (Special volume on supervision)
  • Mann-Feder, V., University of Wisconsin 2002, n/a, Journal of Child and Youth Care Work, 17 (Special volume on certification competencies)
This module does not have any other resources

Module Delivered in

Programme Code Programme Semester Delivery
TA_HSOCA_B Bachelor of Arts (Honours) Social Care Practice 8 Mandatory