OTHM Level 7 Diploma in Healht And Social Care Management Assignment Briefs 2026

1.1 Analyse key leadership theories.

1.2 Analyse how leadership theories can develop and maintain trust and accountability.

1.3 Evaluate the challenges of leadership in the health and social care sector.

1.4 Analyse how different leadership styles may influence outcomes.

• Theories, models and styles of leadership and their application to different situations: impact of leadership styles; theories and practices of motivation e.g. Maslow, McGregor, Herzberg; influencing and persuading others; influence of cultural environment within the organisation; differences between leadership and management; leadership power bases; delegation; emotional intelligence. 

2.1 Assess the relevance of motivational theories to organisational performance in health and social care.

2.2 Explore factors influencing motivation and performance in the health and social care sector.

2.3 Analyse the impact of performance management on the success of health and social care organisations.

2.4 Analyse how own practice supports a positive culture in the organisation.

• Motivation: theories of motivation e.g. F Taylor, E Mayo, A Maslow, F Herzberg, D McGregor, D McClelland, V Vroom; Ouchi, relationship between motivation theories and reward; employee
• involvement techniques; devolved authority and responsibility; open communications; organisational 
  culture (ethos, values, mission);   
  Monitoring: probation; appraisal, feedback; performance indicators goal theory; SMART (specific, measurable, achievable, realistic, time constrained) targets (sales, growth, financial, waiting times, pass rates, punctuality, and attendance); benchmarking  
• Reward management: job evaluation; factors determining pay, reward systems; pay; 
  performance-related pay; pension schemes; profit sharing; flexible working; leave; health care  Identifying development needs: learning styles and processes; planning, recording, monitoring and evaluating; group development processes and behaviour  
• Planning, work orientation and job design: application of motivation theories and empowerment techniques; communication styles and techniques; delegation techniques and processes; supervision styles, working culture and practices  
• Performance monitoring and assessment: measuring effective performance; providing feedback; appraisal processes; benchmarking performance processes; codes of practice and procedures relating to disciplinary situations; diversity issues; management principles.
• Own practice-sharing information; communicating; listening to others; making sure team works to common goal/objectives 

3.1 Explain the features of effective teams.

3.2 Analyse the different models of team leadership and their application to the health and social care sector.

3.3 Explain how challenges to effective team performance can be overcome.

3.4 Analyse how different management styles may influence outcomes of team performance. 

• Team-working and development: flexible working practices; team formation e.g. Tuckman, structures and interactions e.g. Belbin’s Team Role Theory, Adair’s Action Centred Leadership model; benefits of team working; politics of working relationships; diversity issues; working cultures and practices; promotion of anti-discriminatory practices and behaviours; team building processes; conflict resolution; delegation and empowerment; coaching, support, mentoring; training, supervision, monitoring and evaluation.

1.1 Summarise current global issues in health and social care.

1.2 Explore approaches to health and social care policy formation in an international context.

1.3 Assess how policy formation is influenced by funding in a national context.

1.4 Critically evaluate health and social care policy in own country.  

1.5 Evaluate practical and political responses to a current international issue. 

• Global issues: attitudes to pharmaceutical companies, new drugs and testing of drugs cost - benefits; political agenda in public health. 
• Health priorities, mental health, cancer, Corona Virus, AIDS, Ebola, malaria, obesity and other current issues.  
• Approaches - national health services, private health services, local/national organisation, charitable services, national priorities. 
• Funding models - Public funding, private funding, religious, charitable and mixed funding, non-governmental organisation; legal, moral expectations of fund holders, 
• Policies - Categories of health policies, e.g. personal health care policy, pharmaceutical policy, public health: vaccination policy, tobacco control policy or breastfeeding promotion policy. Topics include financing and delivery of health care, access to care, quality of care, and health equity.

2.1 Analyse the significance of external and internal environmental analysis.

2.2 Analyse how competitively relevant strengths and weaknesses can be used to suggest appropriate strategic actions within a chosen health and social care context.

2.3 Analyse policy solutions in relation to one aspect of health and social care. 

• Influences: cultural and religious beliefs; education; class structure; cultural and social priorities in healthcare  
• Attitudes: concept and perceptions of health and illness; importance of health; attitudes to health interventions and medical professionals, locus of control; influences.  
• National context - Contrast cultural, social priorities with national and policy priorities; regional and national demography; morbidity and mortality.  

3.1 Justify best strategic choice after strategic analysis to implement strategy

3.2 Develop a business plan based on a current market situation in relation to the best strategic choice that is suitable for a health and social care organisation.

3.3 Evaluate the business plan, making recommendations for improvement. 

• Business plan elements: Executive SummaryOperations-People-Market Analysis-MarketingFinancials-Risk-Appendix.
• Organisations: National health organisations; international health organisations (e.g. World Health Organisation); national and international private providers; pharmaceutical companies, their role and practices; charities promoting and practicing health. The aims, administration and funding of organisations  
• Structure: how health care is organised and delivered in a national context. Barriers – e.g. accessibility -social and transport issues; funding issues e.g. costs of treatment, private health insurance costs; risk, war / conflict/ natural disasters; epidemics / pandemics etc.  

4.1 Examine national and international sociopolitical issues in the promotion of public health.

4.2 Analyse the role of health promotion in determining health care service demand in a national setting.

4.3 Evaluate the impact of international campaigns and national policies on the demand for healthcare.  

• Health promotion: how public health is promoted, priorities in public health promotion, link between priorities and politics
• Health care promotion: concept of public health and health promotion, development of health and healthcare services, development of different attitudes to health and demand for healthcare  

1.1 Explain stakeholder roles in relation to quality and standards in health and social care settings.

1.2 Explore the role of external agencies in setting and maintaining standards.

1.3 Evaluate the impact of poor quality and standards on health and social care.

1.4 Analyse methods for evaluating health and social care quality of service provision. 

• Stakeholder Management:  Stakeholder definition; Stakeholders in the health and social care
• Commissioners, customers, health care professionals, government agencies, channels, collaborators, competitors, pub and etc); stakeholder analysis and mapping; managing stakeholders; four and nine sector stakeholder table;  and synergy and antagonist analysis. 

2.1 Explain ways in which quality can be measured in health and social care. 

2.2 Evaluate approaches to implementing quality systems.  

2.3 Analyse barriers to delivery of quality health and social care services. 

• NICE (National Institute for Health and Care Excellence)
• Kings fund (independent think tank involved with work relating to the health system in 
  England)
• Quality measurement framework; indicators of quality improvement outcomes framework, policies and procedures in health and social care,  
• Factors affecting quality of care, quality improvement in health and social care.  

3.1 Analyse factors that drive change.

3.2 Describe underpinning theories of change management.

3.3 Describe approaches, tools and techniques that support the change process.

3.4 Explain the importance of effective change management for service provision. 

• Causes of change: Explain external and internal triggers of change and innovation: changes in markets, economic downturns, legislation, demographics, mergers and acquisitions, re-engineering, TQM, organisational constraints e.g. human and financial resources etc. Appraise these triggers of change and innovation Be able to apply approaches to organisational change and relevant processes 
• Principles of change: Understand the basic principles of organisational change such as systematic change for the humans, start at the top, involve all the levels, effective communication, create clear responsibilities, consider cultural aspects, prepare for the contingencies, individual focus, etc.
• Different approaches to organisational change: This include in depth understanding of principles of change, organisational change processes and the different approaches possible 

4.1 Assess and select relevant tools and techniques to implement and manage change. 
4.2 Develop a plan to implement a change in an organisation. 

4.3 Develop measures to monitor and evaluate progress of the change plan. 

• Evaluating health and social care service:

Quality of Care definition, 

Parameters for Quality of Care (Safety, 

• Potential resistance to change: organisational culture and behaviour, organisational policies, power and the influence of individuals and groups. 
• Types of conflicts: inter-personal, intrapersonal, inter group. 
• Sources of conflicts: poor communication, poor leadership, different styles, conflicting personalities, different perceptions, conflicting goals, limited resources capabilities Managing conflicts: Integrating; obliging; avoiding; compromising.  Practical application