SOLUTION: Research Skills 2 (Skills for Higher Education)

1ASSIGNMENT INSTRUCTIONS AssessmentCoursework (Essay)Assessment elementand code:Research Skills 2 – 014Academic Year:2020/2021Trimester:2Module Title:Research Skills 2 (Skills for Higher Education)Module Code:MOD006960Level:3Module Leader:Tanya ParsonsWord Limit:1500 wordsThis excludes bibliography and other items listed in rule 6.75 of theAcademic Regulations:http://web.anglia.ac.uk/anet/academic/public/academic_regs.pdfAssessed LearningOutcomes1 – 3Submission Deadline:This assignment must be received by no later than 14:00 onFriday 07 May 2021 WRITING YOUR ASSIGNMENT:• This assignment must be completed individually.• You must use the Harvard referencing system.• Your work must indicate the number of words you have used. Written assignments must notexceed the specified maximum number of words. When a written assignment is marked, theexcessive use of words beyond the word limit is reflected in the academic judgement of thepiece of work which results in a lower mark being awarded for the piece of work (regulation6.74).• Assignment submissions are to be made anonymously. Do not write your name anywhere onyour work.• Write your student ID number at the top of every page.• Where the assignment comprises more than one task, all tasks must be submitted in a singledocument.• You must number all pages.SUBMITTING YOUR ASSIGNMENT:In order to achieve full marks, you must submit your work before the deadline. Work that issubmitted late – up to five working days after the published submission deadline – will be acceptedand marked. However, the element of the module’s assessment to which the work contributes willbe capped with a maximum mark of 40%.Work cannot be submitted if the period of 5 working days after the deadline has passed (unlessthere is an approved extension). Failure to submit within the relevant period will mean that youhave failed the assessment.2Requests for short-term extensions will only be considered in the case of illness or other causeconsidered valid by the iCentre Adviser. Please contact iCentre@lca.anglia.ac.uk. A request mustnormally be received and agreed by the iCentre Adviser in writing at least 24 hours prior to thedeadline. See rules 6.56-6.65: http://web.anglia.ac.uk/anet/academic/public/academic_regs.pdfMitigation: The deadline for submission of mitigation in relation to this assignment is no later thanfive working days after the submission date of this work. Please contact iCentre@lca.anglia.ac.ukSee rules 6.103 – 6.132: http://web.anglia.ac.uk/anet/academic/public/academic_regs.pdf3ASSIGNMENT QUESTIONWrite a 1500-word essay that examines Social Cognitive theory factors inapplication to the case study on pp.6-10.You are expected to examine aspects of personal, environmental, behaviouralfactors from Bandura’s Social Cognitive Theory model discussed in the course.• You must support your explanation withTHREE academic sources from the module’s Key Reading list andONE additional source from the Recommended Reading list that youcan access through the Anglia Ruskin Library website.• Your arguments should be clearly structured and written in an appropriatestyle.4ASSESSMENT CRITERIAThis is a skills module. As a result, you will be assessed on how well you havedeveloped the research and writing skills practised during the year.Allocation of MarksYour grade will be based on how well you address the following points:1. Task response: a direct answer to the task, supported by explanation ofrelevant theory, and direct application to an organisation from the casestudy.2. Structure: clear paragraphs and logical flow.3. Use of information from sources: including interpretation, evaluation andapplication.4. Clarity of expression.GuidanceMake sure that you use texts from the reading list in the module guide, and thatadditional sources you select are relevant and academic.Points to consider:• Be careful to make sure that you focus on the task. There is a lot that canbe said about the organisations in the case study, but your task is specific,and you will be penalised for examining irrelevant points. Make sure thatyour essay is focused on identifying factors and their reciprocalrelationships.• You might choose to examine some of the more complex sides of the model: How the factors impact each other, How the model relates to change and learning,o but always staff focused on answering the task set.• Note: managing your word count is challenging. You need to find a balance:o Write about enough factors that your essay is a full response to thetask, buto Examine each factor in detail, Interpreting the theory Explaining the impact on behaviour, and Applying the factor and its impact to the organisation.On the VLE, you will find guidance on the key writing skills from the module.• Paragraph structure and flow• Applying theory to an organisational context• Appropriateness of the sources for the academic assignment5The guidance documents from Research Skills 1 will also be helpful:• Writing in a clear and formal style• Selecting relevant and reliable evidence from texts• Using evidence from texts to support ideas in writing• Interpreting and explaining sources in your own words6Case Study: Royal Bournemouth and Poole hospitalPart 1A&E to be downgraded in major overhaul of hospital servicesFollowing its clinical service review, Dorset Clinical Commissioning Group (CCG)decided that Royal Bournemouth Hospital will become an emergency hospital whilePoole Hospital will be the elective centre. The decision means Poole will see itsemergency department downgraded to a 24/7 urgent care centre.The CCG’s decision also paved the way for the Royal Bournemouth andChristchurch Hospitals Foundation Trust and Poole Hospital Foundation Trust to askthe Competitions and Markets Authority to lift or change undertakings that blockthem from submitting merger proposals.Last year, the CCG announced Bournemouth as its preferred site for the emergencyhospital on the basis that the capital costs (£147m) would be less than for Poole(£189m) and it has better access. Capital funding for the scheme has been securedfrom the Treasury, pending submission of the full business case. The capital cost ofreconfiguring Royal Bournemouth and Poole hospitals is estimated to be £85m and£62m respectively.But the success of the plans is linked to whether the trusts will be allowed tomerge. Both leadership teams believe the changes will be easier to achieve underone management structure.Tim Goodson, chief officer of Dorset CCG, said the trusts now “stand a far betterchance” of being allowed to merge, compared to their previous attempt in 2013that was thwarted by the CMA.Adapted from:Carding, N (2017) HSJ 20th September 2018 Available online at:https://www.hsj.co.uk/nhs-dorset-ccg/aande-to-be-downgraded-in-majoroverhaul-of-hospital-services/7020616.article [accessed 22/10/18]BBC News https://www.bbc.co.uk/news/uk-england-dorset-45482517 [accessed22/07/2020]Part 2Record patient numbers at Poole Hospital’s closing A&EA hospital’s A&E department which is due to close was attended by a recordnumber of patients on Saturday. Poole Hospital’s A&E unit dealt with 235patients across the day, as well as receiving 77 ambulances, bosses said.One visitor reported a 14-hour wait in the department by Sunday morning,although the hospital said the average waiting time was four hours.7The A&E service is set to move from Poole to Bournemouth under a shake-up ofhealthcare in Dorset.Poole Hospital’s chief operating officer Mark Mould thanked staff for ensuring “safecare” was provided at the weekend in the face of “operational challenge”.The emergency department move is one of a raft of measures planned by DorsetClinical Commissioning Group (CCG) to try to avoid a projected funding shortfall of£158m by 2021.Nearly 25,000 people signed a petition asking the CCG to keep Poole Hospital A&Eand maternity departments open. A legal challenge to the changes was rejectedby the High Court (see article of 5th September).The hospital said there was no particular reason for the “unprecedented demand”over the weekend.One visitor to the hospital on Saturday night claimed “ambulance trolleys queueddown the corridor” and there were “nowhere near” enough doctors and nurses.Under the healthcare shake-up, Poole would become a “planned care” hospital,although it would retain a 24-hour “urgent care centre” for less seriousemergencies.Dorset CCG said the creation of specialist centres would save lives. The changeswill be brought in over the next five years.Adapted from BBC News 11 September 2018 https://www.bbc.co.uk/news/uk-englanddorset-45482517 [accessed 22/07/2020]Dorset NHS changes: Campaigners lose legal challengeCampaigners have lost their legal bid to stop the reorganisation of hospitalservices in Dorset.Dorset Clinical Commissioning Group (CCG) agreed changes, including the closureof Poole’s A&E, last October.Defend Dorset NHS brought a judicial review against the proposals, claiming longertravel times for emergency care would risk patient safety. However, a High Courtjudge has ruled in favour of the CCG. Defend Dorset said it was considering its nextmove. The group, which crowdfunded the challenge, has 21 days in which tolaunch an appeal.During a hearing at London’s Administrative Court in July, lawyers argued healthbosses were not informed about the risks arising from moving emergency servicesout of Poole Hospital.Under the plans, its A&E, maternity and paediatric services will be lost toBournemouth, which will become the area’s main emergency hospital.Poole is set to become a centre for planned treatment and operations.8Changes to mental health acute care include the closure and relocation of beds atWeymouth’s Linden unit and the creation of extra inpatient beds at St Ann’sHospital in Poole and Forston Clinic near Dorchester.At Portland Hospital, 16 were beds closed last month as part of thereorganisation.The changes are designed to tackle a projected funding shortfall of £158m by2021, according to the CCG.Chief officer Tim Goodson said: “We hope that the High Court’s decision willreassure local people that the CCG has acted properly and in the interests ofhealthcare services in Dorset.”He also said the changes would enable more non-emergency services to beprovided closer to people’s homes.The judicial review has involved “considerable cost” to the NHS, he added.In his final judgement, judge Sir Stephen Silber said: “I appreciate that someresidents of Dorset will be disappointed by this decision, but it might be somecompensation for them to know that the claimant’s case has been very wellargued, as has the case for the CCG.”Adapted from BBC News 5 September https://www.bbc.co.uk/news/uk-englanddorset-45419208 [accessed 22/07/2020]Part 3Indeed“Whilst working in Poole hospital, change and improvement was a vital requirementwithin daily practice. The delivery of intervention was personalised to ensure highestlevel of improvement for the individual. Discharge planning was a vital link betweenhospital and home. This could involve home access visits to ensure safe discharge;or completing single point of access (SPOA) referrals, to communicate specifictherapy goals and support required from medical professionals within thecommunity.” January 2019“I worked 3 years for a trust that neither appreciates/cares or looks out for theirstaff. From Matron level up you find that the trust is on such a tight budget, thereis literally no consideration for the well-being of the patients in general, it’s allabout cutting back the purse strings to save as much money as possible and/orrunning the wards to the absolute minimum staffing levels on a chronic basis. Iworked as a Staffing co-ordinator in Trauma and Surgery for just shy of 3 years, inthat time I saw such a turnover of staff haemorrhaging from the wards, themismanagement was ridiculous and frankly my only other colleague that supportedmy role was absent from work on long term sickness before finally resigning…. sobecause of this I volunteered HUNDREDS of hours!!!! (As many staff seem to, withoutquestion!) never to be given back. After 1 rolling year of having my colleague absent,I was informed during a heated confrontation with my line manager that the fundinghad been changed and that I would face these challenges on my own going forward.9Needless to say I resigned from my post immediately. Wait until 2021/2022 for therestructuring of the Dorset CCG before applying to work here.” May 2019“Experience of extremely poor management in my case. Witnessed theirunprofessional and unacceptable behaviour. Experienced bullying frommanagement. Regularly busy and stressful. Colleagues were nice.” March 2020“Its a very nice hospital to work in. I would recommend my colleagues to work withthis trust especially if this is your first job with NHS as F1/2/3.” April 2020Accessed from Indeed [accessed 22/07/2020]https://www.indeed.co.uk/cmp/Poole-Hospital-Nhs-Foundation-Trust/reviews