Postgraduate Specialization Degree in Mental Health and Psychiatric Nursing

This curricular unit is structured to provide students with skills and capabilities that enable them to understand the factors involved in resource management, processes and behaviours in health organisations and to incorporate theoretical knowledge into performance management applied to health care organisations.
At the end of the curricular unit, the Master's in Nursing students must demonstrate skills to:
-Play a dynamic role in the development and support of institutional strategic initiatives in the area of clinical governance;
-Manage care, optimising the response of the nursing team and its co-workers and communication with the multidisciplinary team;
-Lead and manage resources, according to the situations and contexts, aiming to optimise the quality of care.
-Design, manage and collaborate on programmes of continuous improvement.

-The Organisation
People and the Organisation
Type and structures
Organisational culture
The role of the Manager in health care organisation
-Specific characteristics of health organisations and health care management
-Reforms of the health system and managing change
-Strategic management of human resources
Leadership and delegation
Strategic management of people, allocation and supervision
Organisational communication, negotiation and conflict management
Performance and evaluation of organisational development strategy
-Organisational Logistics
The supply and stock management function
Operational logistics
The role of the nurse          
-Quality management
Development of quality processes
Indicators of structure, process and result
Benchmarking and continuous improvement
Patient safety

In order to attain skills to:
-Play a dynamic role in the development and support of strategic initiatives, the following are covered: managing change, reforms and governance, organisation, marketing, health care management, continuous improvement processes.
-Manage care, optimising the team response, points such as specifics of health care organisations, health care management, leadership, organisational communication, negotiation and conflict management and performance are covered.
-Lead and manage the resources aimed at optimising the quality of care, the following are covered: organisation; supply function, stock management and operational logistics; Human Resource Management practices; appropriation and supervision; organisational communication; performance and evaluation of organisational development strategy.
-Design, manage and collaborate on continuous improvement programmes, covering: quality, leadership, benchmarking and continuous improvement and patient safety.

The methodology includes lectures with the use of audiovisual media, group dynamics, analysis of articles and case studies.
Active and participatory learning is encouraged, favouring interaction, in order to incorporate students' knowledge.
Students are evaluated through the completion of a piece of written work followed by an oral presentation and discussion. Twenty days before the delivery of the work the student must deliver a brief outline of the work.
With the written work, the student must demonstrate that they have achieved at least two of the objectives of the curricular unit.
The minimum passing grade is 10 points (on a scale of 0 to 20). The final grade consists of the weighted average of the written document (60 to 80%) and the oral presentation/discussion (40 to 20%). This ratio is adjusted by agreement with the students in the first class and is published in the academic file - curricular unit location.

Each curricular topic begins with a short explanation and direct questions about the knowledge and personal or professional experiences that each student considers they have which fit into the theme, to help them reach the recommended objectives.
Theoretical hours and theoretical-practical hours are set aside for the various course contents. Each course begins with lectures, and advances with more dynamic methodology with theoretical-practical links.
Introduction to the University of Coimbra and a joint definition of methodology and evaluation 1 hr (T)
The Organisation; People and the Organisation; Type and structures; Organisational culture; The role of the manager in health care organisations - 2 hrs (2 T)
Specific characteristics of health organisations and health care management - 4 hrs (2 T, 2 TP)
Reforms of the health system and managing change - 4 hrs (2 T, 2 TP)
Strategic management of human resources; Leadership and delegation; Strategic management of people, allocation and supervision; Organisational communication; Negotiation and conflict management; Performance and evaluation of organisational development strategy- 6 hrs (4 T, 2 TP)
Quality management; Development of quality processes; Indicators of structure, process and result; Benchmarking and continuous improvement processes; Patient safety- 4 hrs (2 T, 2 TP)
Organisational logistics; The supply and stock management function; Operational logistics; The role of the nurse - 4 hrs (2 T, 2 TP)

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Ferreira, M (2012). Gestão em enfermagem de Florence Nightingale aos dias de hoje - 100 anos. Referência, Série Monografia, 1, 57-73
Frederico, M (2000). Princípios de Economia da Saúde. Coimbra: Formasau
Frederico, M (2006). Organizações, trabalho e carreira. Loures: Lusociência
Mezomo, J (2001). Gestão da Qualidade na saúde. S. Paulo: Manole
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