We offer you a specialization that meets the current needs of clinical management so that you can develop your activity with total guarantees of success"  

In the healthcare structure, clinical management and medical and care management have become areas that need to be studied extensively to avoid possible errors that could alter the development of the healthcare center. Therefore, training in this area is necessary for physicians who hold or may hold positions of responsibility in health care, whether as middle managers, in health care and medical management, or in management positions. 

The new challenges of the sector, such as the approach to complexity and chronicity, the relationships between professional groups, citizens (as users - patients - clients) and suppliers, the development of new health technologies, the need to increase efficiency in the use of resources, assume the new leadership, participative and transparent, or gain its position in the interdisciplinary team, are challenges to be addressed in order to achieve business success. 

Throughout this specialization, the student will learn all of the current approaches to the different challenges posed by their profession. A high-level step that will become a process of improvement, not only on a professional level, but also on a personal level.  

This challenge is one of TECH's social commitments: to help highly qualified professionals to specialize and develop their personal, social and work skills during the course of their training.   

We will not only take you through the theoretical knowledge we offer, but we will introduce you to another way of studying and learning, one which is simpler, more organic, and efficient. We will work to keep you motivated and to develop your passion for learning, helping you to think and develop critical thinking skills. And we will push you to think and develop critical thinking.      

A high level scientific educational program, supported by advanced technological development and the teaching experience of the best professionals"

This Advanced master’s degree in MBA in Medical Management and Service Leadership contains the most complete and up-to-date scientific program on the market. The most important features include:

• The latest technology in online teaching software
• A highly visual teaching system, supported by graphic and schematic contents that are easy to assimilate and understand
• Practical cases presented by practising experts
• State-of-the-art interactive video systems
• Teaching supported by remote education
• Continuous updating and retraining systems
• Autonomous learning: full compatibility with other occupations
• Practical exercises for self-evaluation and learning verification
• Support groups and educational synergies: questions to the expert, debate and knowledge forums
• Communication with the teacher and individual reflection work
• Content that is accessible from any, fixed or portable device with an Internet connection
• The banks of supplementary documentation permanently available, even after training

An educational program created for professionals who aspire to excellence that will allow you to acquire new skills and strategies in a smooth and effective way"

Our teaching staff is made up of working professionals. In this way we ensure that we deliver the educational update we are aiming for. A multidisciplinary staff of trained and experienced professionals from a variety of environments, who will develop theoretical knowledge in an efficient manner, but above all, will put at the service of specialization the practical knowledge derived from their own experience.    

This mastery of the subject matter is complemented by the effectiveness of the methodological design of this Advanced Master's Degree. Developed by a multidisciplinary team of e-learning experts, it integrates the latest advances in educational technology. This way, you will be able to study with a range of comfortable and versatile multimedia tools that will give you the operability you need in your education.    

The design of this program is based on Problem-Based Learning, an approach that conceives learning as a highly practical process. To achieve this remotely, we will use telepractice learning. With the help of an innovative interactive video system and learning from an expert, to acquire the knowledge as if you were facing the scenario you are learning at that moment. A concept that will allow you to integrate and fix learning in a more realistic and permanent way.

We offer you a deep and complete immersion in the strategies and approaches necessary for healthcare management"

We have the best teaching methodology and a multitude of simulated cases that will help you prepare for real situations"

The contents of this specialization have been developed by different professors, with a clear purpose: to ensure that our students acquire each and every one of the skills necessary to become true experts in this field. The content of this Advanced master’s degree will allow you to learn all aspects of the different disciplines involved in this area. A complete and well-structured program that will take you to the highest standards of quality and success.    

Through a very well compartmentalized development, you will be able to access the most advanced knowledge of the moment to specialize in this exciting field”    

Module 1. Leadership, Ethics, and CSR

1.1. Globalization and Governance

1.1.1. Globalization and Trends: Market Internationalization
1.1.2. Economic Environment and Corporate Governance
1.1.3. Accountability

1.2. Leadership

1.2.1. Intercultural Environment
1.2.2. Leadership and Business Management
1.2.2. Management Roles and Responsibilities

1.3. Business ethics

1.3.1. Ethics and Integrity
1.3.2. Ethical Behavior in Companies
1.3.3. Deontology, Codes of Ethics and Codes of Conduct
1.3.4. Fraud and Corruption Prevention

1.4. Sustainability

1.4.1. Business and Sustainable Development
1.4.2. Social, Environmental, and Economic Impact
1.4.3. The 2030 Agenda and the SDGs

1.5. Corporate Social Responsibility

1.5.1. Corporate Social Responsibility
1.5.2. Roles and Responsibilities
1.5.3. Implementing Corporate Social Responsibility

Module 2. Strategic Direction and Executive Management

2.1. Organizational Analysis and Design

2.1.1. Organizational Culture
2.1.2. Organisational analysis
2.1.3. Designing the Organizational Structure

2.2. Corporate Strategy

2.2.1. Corporate-Level Strategy
2.2.2. Types of Corporate-Level Strategies
2.2.3. Determining the Corporate Strategy
2.2.4. Corporate Strategy and Reputational Image

2.3. Strategic Planning and Strategy Formulation

2.3.1. Strategic Thinking
2.3.2. Strategic Planning and Formulation
2.3.3. Sustainability and Corporate Strategy

2.4. Strategy Models and Patterns

2.4.1. Wealth, Value, and Return on Investments
2.4.2. Corporate Strategy: Methods
2.4.3. Growing and Consolidating the Corporate Strategy

2.5. Strategic Management

2.5.1. Strategic Mission, Vision, and Values
2.5.2. The Balanced Scorecard
2.5.3. Analyzing, Monitoring, and Evaluating the Corporate Strategy
2.5.4. Strategic Management and Reporting

2.6. Implementing and Executing Strategy

2.6.1. Implementing the Strategy: Objectives, Actions, and Impacts
2.6.2. Supervision and Strategic Alignment
2.6.3. Continuous Improvement Approach

2.7. Executive Management

2.7.1. Integrating Functional Strategies into the Global Business Strategies
2.7.2. Management Policy and Processes
2.7.3. Knowledge Management

2.8. Analyzing and Solving Cases/Problems

2.8.1. Problem Solving Methodology
2.8.2. Case Method
2.8.3. Positioning and Decision-Making

Module 3. People and Talent Management

3.1. Organizational Behavior

3.1.1. Organizational Theory
3.1.2. Key Factors for Change in Organizations
3.1.3. Corporate Strategies, Types, and Knowledge Management

3.2. Strategic People Management

3.2.1. Job Design, Recruitment, and Selection
3.2.2. Human Resources Strategic Plan: Design and Implementation
3.2.3. Job Analysis: Design and Selection of People
3.2.4. Training and Professional Development

3.3. Management and Leadership Development

3.3.1. Management Skills: 21st Century Skills and Abilities
3.3.2. Non-Managerial Skills
3.3.3. Map of Skills and Abilities
3.3.4. Leadership and People Management

3.4. Change Management

3.4.1. Performance Analysis
3.4.2. Strategic Approach
3.4.3. Change Management: Key Factors, Process Design and Management
3.4.4. Continuous Improvement Approach

3.5. Negotiation and Conflict Management

3.5.1. Negotiation Objectives: Differentiating Elements
3.5.2. Effective Negotiation Techniques
3.5.3. Conflicts: Factors and Types
3.5.4. Efficient Conflict Management: Negotiation and Communication

3.6. Executive Communication

3.6.1. Performance Analysis
3.6.2. Leading Change. Resistance to Change
3.6.3. Managing Change Processes
3.6.4. Managing Multicultural Teams

3.7. Team Management and People Performance

3.7.1. Multicultural and Multidisciplinary Environment
3.7.2. Team and People Management
3.7.3. Coaching and People Performance
3.7.4. Executive Meetings: Planning and Time Management

3.8. Knowledge and Talent Management

3.8.1. Identifying Knowledge and Talent in Organizations
3.8.2. Corporate Knowledge and Talent Management Models
3.8.3. Creativity and Innovation

Module 4. Economic and Financial Management

4.1. Economic Environment

4.1.1. Organizational Theory
4.1.2. Key Factors for Change in Organizations
4.1.3. Corporate Strategies, Types, and Knowledge Management

4.2. Executive Accounting

4.2.1. International Accounting Framework
4.2.2. Introduction to the Accounting Cycle
4.2.3. Company Financial Statements
4.2.4. Analysis of Financial Statements: Decision-Making

4.3. Budget and Management Control

4.3.1. Budgetary Planning
4.3.2. Management Control: Design and Objectives
4.3.3. Supervision and Reporting

4.4. Corporate Tax Responsibility

4.4.1. Corporate Tax Responsibility
4.4.2. Tax Procedure: Case-Country Approach

4.5. Corporate Control Systems

4.5.1. Types of Control
4.5.2. Regulatory Compliance
4.5.3. Internal Auditing
4.5.4. External Auditing

4.6. Financial Management

4.6.1. Introduction to Financial Management
4.6.2. Financial Management and Corporate Strategy
4.6.3. Chief Financial Officer (CFO): managerial competencies

4.7. Financial Planning

4.7.1. Business Models and Financing Needs
4.7.2. Financial Analysis Tools
4.7.3. Short-Term Financial Planning
4.7.4. Long-Term Financial Planning

4.8. Corporate Financial Strategy

4.8.1. Corporate Financial Investments
4.8.2. Strategic Growth: Types

4.9. Macroeconomic Context

4.9.1. Macroeconomic Analysis
4.9.2. Economic Indicators
4.9.3. Economic Cycle

4.10. Strategic Financing

4.10.1. Banking Business: Current Environment
4.10.2. Risk Analysis and Management

4.11. Money and Capital Markets

4.11.1. Fixed Income Market
4.11.2. Equity Market
4.11.3. Valuation of Companies

4.12. Analyzing and Solving Cases/Problems

4.12.1. Problem Solving Methodology
4.12.2. Case Method

Module 5. Operations and Logistics Management

5.1. Operations Management

5.1.1. Define the Operations Strategy
5.1.2. Supply Chain Planning and Control
5.1.3. Indicator Systems

5.2. Purchasing Management

5.2.1. Stock Management
5.2.2. Warehouse Management
5.2.3. Purchasing and Procurement Management

5.3. Supply Chain Management (1)

5.3.1. Costs and Efficiency of the Operations Chain
5.3.2. Change in Demand Patterns
5.3.3. Change in Operations Strategy

5.4. Supply Chain Management (2). Implementation

5.4.1. Lean Manufacturing/Lean Thinking
5.4.2. Logistics Management
5.4.3. Purchasing

5.5. Logistical Processes

5.5.1. Organization and Management by Processes
5.5.2. Procurement, Production, Distribution
5.5.3. Quality, Quality Costs, and Tools
5.5.4. After-Sales Service

5.6. Logistics and Customers

5.6.1. Demand Analysis and Forecasting
5.6.2. Sales Forecasting and Planning
5.6.3. Collaborative Planning, Forecasting, and Replacement

5.7. International Logistics

5.7.1. Customs, Export and Import processes
5.7.2. Methods and Means of International Payment
5.7.3. International Logistics Platforms

5.8. Competing through Operations

5.8.1. Innovation in Operations as a Competitive Advantage in the Company
5.8.2. Emerging Technologies and Sciences
5.8.3. Information Systems in Operations

Module 6. Information Systems Management

6.1. Information Systems Management

6.1.1. Business Information Systems
6.1.2. Strategic Decisions
6.1.3.  The Role of the CIO

6.2. Information Technology and Business Strategy

6.2.1.  Company and Industry Sector Analysis
6.2.2. Online Business Models
6.2.3. The Value of IT in a Company

6.3. IS Strategic Planning

6.3.1. The Process of Strategic Planning
6.3.2. Formulating the IS Strategy
6.3.3. Strategy Implementation Plan

6.4. Information Systems and Business Intelligence

6.4.1. CRM and Business Intelligence
6.4.2. Business Intelligence Project Management
6.4.3. Business Intelligence Architecture

6.5. New ICT-Based Business Models

6.5.1. Technology-Based Business Models
6.5.2. Innovation Abilities
6.5.3. Redesigning the Value Chain Processes

6.6. E-Commerce

6.6.1. E-Commerce Strategic Plan
6.6.2. Logistics Management and Customer Service in E-Commerce
6.6.3. E-Commerce as an Internationalization Opportunity

6.7. E-Business Strategies

6.7.1. Social Media Strategies
6.7.2. Optimizing Service Channels and Customer Support
6.7.3. Digital Regulation

6.8. Digital Business

6.8.1. Mobile e-Commerce
6.8.2. Design and Usability
6.8.3. E-Commerce Operations

Module 7. Commercial Management, Marketing, and Corporate Communication

7.1. Commercial Management

7.1.1. Sales Management
7.1.2. Commercial Strategy
7.1.3. Sales and Negotiation Techniques
7.1.4. Management of Sales Teams

7.2. Marketing

7.2.1. Marketing and the Impact on the Company
7.2.2. Basic Marketing Variables
7.2.3. Marketing Plan

7.3. Strategic Marketing Management

7.3.1. Sources of Innovation
7.3.2. Current Trends in Marketing
7.3.3. Marketing Tools
7.3.4. Marketing Strategy and Communication with Customers

7.4. Digital Marketing Strategy

7.4.1. Approach to Digital Marketing
7.4.2. Digital Marketing Tools
7.4.3. Inbound Marketing and the Evolution of Digital Marketing

7.5. Sales and Communication Strategy

7.5.1. Positioning and Promotion
7.5.2. Public Relations
7.5.3. Sales and Communication Strategy

7.6. Corporate Communication

7.6.1. Internal and External Communication
7.6.2. Communication Departments
7.6.3. Communication Managers: Managerial Skills and Responsibilities

7.7. Corporate Communication Strategy

7.7.1. Corporate Communication Strategy
7.7.2. Communication Plan
7.7.3. Press Release/Clipping/Publicity Writing

Module 8. Innovation and Project Management

8.1. Innovation

8.1.1. Macro Concept of Innovation
8.1.2. Types of Innovation
8.1.3. Continuous and Discontinuous Innovation
8.1.4. Training and Innovation

8.2. Innovation Strategy

8.2.1. Innovation and Corporate Strategy
8.2.2. Global Innovation Project: Design and Management
8.2.3. Innovation Workshops

8.3. Business Model Design and Validation

8.3.1. The Lean Startup Methodology
8.3.2. Innovative Business Initiative: Stages
8.3.3. Financing Arrangements
8.3.4. Model Tools: Empathy Map, Canvas Model, and Metrics
8.3.5. Growth and Loyalty

8.4. Project Management

8.4.1. Innovation Opportunities
8.4.2. Feasibility Study and Proposal Specification
8.4.3. Project Definition and Design
8.4.4. Project Execution
8.4.5. Project Closure

Module 9. Management and Economic Assessment

9.1. Funding Models
9.2. Cost Calculation

9.2.1. Weighting and Calculation of Health Costs

9.2.1.1. Cost/Benefit
9.2.1.2. Cost/Utility
9.2.1.3. Cost/Productivity

9.3. Efficiency and Sustainability of Health Systems

9.3.1. Financial Situation of the Public Health System, Sustainability Crisis
9.3.2. Spending for Health Benefits. Comparison of Investments for Further Health Benefits
9.3.3. Expenditure Control in the Public Health System

9.4. Management Agreements
9.5. Budget and Purchasing
9.6. Purchasing, Contracting and Supplies

9.6.1. Purchasing Management. Purchasing and Procurement Commissions
9.6.2. Integrated Procurement Systems. Centralized Purchasing
9.6.3. Management of Public Service Procurement: Competitions, Bid for Tenders
9.6.4. Hiring in the Private Sector
9.6.5. Supply Logistics

9.7. Staffing and Performance Calculations
9.8. Budget Management
9.9. Supplier Negotiation

Module 10. People and Talent Management

10.1. Rights and Responsibilities. Retributions

10.1.1. Worker’s Statute. Rights and Responsibilities
10.1.2. Statutory and Civil Servant Personnel. Status of Statutory Personnel. Disciplinary Regime. Incompatibilities
10.1.3. Remuneration of Civil Servants and Statutory Personnel
10.1.4. Labor Personnel in Public Administrations and Private Institutions
10.1.5. Trade Unions. Representation, Participation and Collective Bargaining. Personnel Boards and Works Councils

10.2. Working Hours in Units and Services

10.2.1. Working Hours; Leaves and Leaves of Absence for Statutory Personnel and Civil Servants
10.2.2. Collective Bargaining Agreements in the Health Sector
10.2.3. Shift Work and On-call System. Shift Planning Systems. Turnover. Continued Care
10.2.4. Demand-Driven Staffing

10.3. Employability Tools in the Private and Public Sector

10.3.1. Public Employment Offers. Types of offers. Merit Scales
10.3.2. Personnel Selection Systems in the Private Sector
10.3.3. Terminations or Dismissals, Motivation, Justification and Communication, thereof

10.4. Personnel Assessment and Talent Development. Social and Institutional Climate

10.4.1. Welcoming, Mentoring and Dismissal Plans
10.4.2. Talent Detection and Development
10.4.3. Institutional and Social Climate: Measurement and Improvement

10.5. Visibility in Clinical and Care Management: Blogs and Networks

10.5.1. The Digital Revolution in Welfare Practice and Clinical Management. Description of New Digital Tools. How to Improve Visibility
10.5.2. Experiences with Networks and Blogs of Health Professionals

10.6. Health Professionals and Types of Relationships

10.6.1. Health Professions Ordinance. Types of Professionals and Their Interactions
10.6.2. Training of Health Personnel with Special Emphasis on Physicians, Situation and Opportunities for Improvement

Module 11. Clinical Management

11.1. Patient Classification Systems

11.1.1. Patient Classification Systems
11.1.2. Dependency analysis of patients, scales and classification of dependency
11.1.3. Calculation of Staffing/Cash Flow Based on Patient Classification. Workload Distribution

11.2. Definitions and Regulation of Clinical Analysis Management

11.2.1. Different Definitions and Visions of Clinical Management
11.2.2. Different decrees and Regulations on Clinical Management
11.2.3. Levels of Autonomy

11.3. Processes and Protocols in Clinical Management. Handling Scientific Evidence

11.3.1. Types and Classification of Scientific Evidence
11.3.2. Protocols, Clinical Practice Guidelines, Clinical Pathways: Differences
11.3.3. Grade and Care Routes

11.4. Models and Clinical Management Units

11.4.1. Types of Clinical Management Units
11.4.2. Mixed Primary and Specialized Care Units
11.4.3. Interservice Units
11.4.4. Inter-hospital Units

11.5. Prudent Drug Prescription. Electronic Prescription

11.5.1. Prudent Prescribing: Choosing Wisely
11.5.2. “Non-action” Strategies

11.6. Prescription Complementary Tests

11.6.1. Prudent Prescription VS Defensive Medicine
11.6.2. Prescription Audits and Prescription Monitoring: Results

Module 12. Planning and control of health organizations

12.1. Actors in the National Health System

Module 13. Medical and Welfare Management Department in the Health System

13.1. Classical Medical Management VS. Care Management

13.1.1. Structure and Content of Health System Governing Bodies. Current Organization Charts and Future Alternatives
13.1.2. Physicians as Managers: From Board Members to Care Directors and Managers, Including General Management
13.1.3. Preparation and Value Contribution
13.1.4. Medical Division: Critical Areas
13.1.5. Different Organizational Structures within the Medical Division

13.2. Management Information Systems and Electronic Medical Records

13.2.1. Control Panels
13.2.2. Electronic Clinical History
13.2.3. Assisted Prescription Systems
13.2.4. MBDS, ICD
13.2.5. Other Useful Information Systems in Health Management

13.3. Care Continuity: Primary Care, Hospital Care and Social Health Care Integration

13.3.1. Welfare Continuity in the Care Process. Integrated Healthcare Processes
13.3.2. Moving Towards a Model of Social and Health Care

13.4. Bioethics and Humanization in Medical Practice

13.4.1. Bioethical Principles
13.4.2. Ethics Committees in Health Organizations
13.4.3. Humanization of Health Care

13.5. Medical and Healthcare Management: Relations with the Nursing Division

13.5.1. Knowledge Management Tools for Clinical and Healthcare Management
13.5.2. Medical and Healthcare Management: Relations with the Nursing Division

13.6. Public Health, Promotion of Health and Health Education for Welfare Directorates

13.6.1. Public Health Concept and Scope
13.6.2. Promotion of Health and Heath Education
13.6.3. Prevention Programs Types

13.7. Transformation of the Healthcare Model. The Triple Aim

Module 14. Quality Management

14.1. Quality in Health Care

14.1.1. Definitions of Quality and of the Historical Development of the Concept. Quality Dimensions
14.1.2. Quality Assessment and Improvement Cycle
14.1.3. EFQM Quality Improvement Model. Implementation
14.1.4. ISO standards and External Quality Accreditation Models

14.2. Quality of Care Programs. Improvement Cycles

14.2.1. Quality Circles
14.2.2. Continuous Quality Improvement Strategies
14.2.3. LEAN

Module 15. Competency Management

15.1. Performance Evaluation. Competency Management

15.1.1. Definition of Competencies
15.1.2. Performance Evaluation Procedure. Implementation
15.1.3. Feedback from Professions for Improving their Performance and Self-evaluation
15.1.4. Training Itinerary Design for Skills Development

15.2. Methods and Techniques

15.2.1. The Assessment Interview. Instructions for the Assessor
15.2.2. Main Common Errors and Impediments in Assessment
15.2.3. Motivational Interview
15.2.4. Miller’s Pyramid

Module 16. Patient Security

16.1. Patient Safety: Evolution Over Time

16.1.1. Introduction and Definition. Background and Current Situation
16.1.2. Basic Studies on Patient Safety

16.2. Nosocomial Infections

16.2.1. Definition and Classification. Evolution EPINE Studies
16.2.2. Hospital Infection Control and Surveillance Programs and Networks
16.2.3. Asepsis, Disinfection and Sterilization

16.3. Prevention

16.3.1. Prevention and Detection of Adverse Events Related to Health Care
16.3.2. FMEA: (Modal Analysis of Failures and Effects). Cause / Root Analysis

16.4. Secondary and Tertiary Victims

16.4.1. Health Professionals in the Face of Adverse Effects
16.4.2. Recovery Trajectory and Emotional Support
16.4.3. Impact on Corporate Image

Module 17. Quality Accreditation in Healthcare

17.1. Accreditation in Health Care

17.1.1. Specific Features of Health Services Accreditation
17.1.2. The Value of Being Accredited. How the Organization and Patients Benefit
17.1.3. Health Accreditation in Clinical Services

17.2. Joint Commision International

17.2.1. Criteria and Process Phases

17.3. EFQM Model

17.3.1. The Concept of Self-assessment
17.3.2. Improvement Plans
17.3.3. An Example of EFQM Model Implementation in a Hospital and in an Area of Health Care

17.4. ISO Accreditation

17.4.1. Definition and General Criteria
17.4.2. ISO 9001
17.4.3. ISO 14001
17.4.4. Other Types of ISO Relevant to the Health Sector

Module 18. Managing Special and Hospitalization Services

18.1. Emergency Services Management

18.1.1. The Emergency Department. Physical Structure, Organization and Channels
18.1.2. Emergency Patient Care. Channels and Triage
18.1.3. Human and Material Resources. Calculation
18.1.4. Management of Observation and Short Stays in Emergency Departments
18.1.5. Pre-admission and Early Discharge Units
18.1.6. Feasible Improvements: Queue Management and Patient Traceability
18.1.7. Citizen Information in Emergency Rooms and Emergencies

18.2. ICU Management

18.2.1. ICU. Physical Structure, Organization and Channels
18.2.2. Human Resource Allocation. Standards. ICU Nursing Competencies
18.2.3. Material Resources: Technology and Equipment. Monitoring
18.2.4. Transplant Management. Transplant Patient Care. Transplant Team. Transplant Coordination
18.2.5. Safety Management in ICU. Zero Bacteremia Project
18.2.6. Humanization in ICUs

18.3. Surgical Unit Management

18.3.1. The Surgical Unit. Physical Structure, Organization and Circuits. Restrictions
18.3.2.  Coordination of Operating Rooms. Surgical Performance and Operation Indicators. Surgical Programming
18.3.3. Imrpoving Performance
18.3.4. Calculation of Human Resources in a Surgical Department
18.3.5. Material Resource Calculation: Operating Room Technology and Maintenance
18.3.6. Safety Management in ICU. Surgical CHECK LIST. Surgical Hand Washing
18.3.7. Asepsis and Sterilization in Operating Rooms. Environmental Monitoring of the Operating Room

18.4. Management of Hospitalization Units

18.4.1. Clinical Unit Management. Physical Structure, Organization and Channels
18.4.2. Patient Reception and the Humanization of Inpatient Care
18.4.3. Human Resources in Hospitalization Units
18.4.4. Material Resources: Health Equipment and Technology

18.5. Other Units or Special Services

18.5.1. Other Units or Special Services. Physical Structure, Organization and Channels
18.5.2. Hemodynamic Units. Physical Structure, Organization and Channels
18.5.3. Stroke Units. Physical Structure, Organization and Channels
18.5.4. Pain Management Units. Physical Structure, Organization and Channels

Module 19. Managing Central Services

19.1. Admission and Clinical Documentation Service

19.1.1. Admission and Bed Management
19.1.2. Clinical Documentation: Medical Records
19.1.3. Computerization and Digitization of Archives
19.1.4. Transmission of Information and Reports

19.2. Radio Diagnostic Services Management

19.2.1. Planning and Organization of the Diagnostic Radiology Service. Structure and Circuits
19.2.2. Radiation Protection. Radiation Safety for Patients and Professionals
19.2.3. Human and Material Resources. Differences Between Groups and Functions
19.2.4. Technology in Diagnostic Radiology Services. Digitalization and Information Management

19.3. Laboratory Management

19.3.1. Laboratory Organization and Operation. Physical Structure, Organization and Channels
19.3.2. Laboratory Types: Biochemistry, Hematology, Microbiology, Anatomical Pathology, Genetics
19.3.3. Human and Material Resources. Recommendations, Functions and Competencies. Technology
19.3.4. Biological Sample Processing Techniques. Quality Standards
19.3.5. Biosafety in Laboratories. Biological and Chemical Risks Prevention
19.3.6. Laboratory Waste Management. Classification and Disposal

19.4. Management of a Hospital and Primary Care Pharmacy

19.4.1. Planning and Organization of Pharmacy Services. Physical Structure, Organization and Channels
19.4.2. Management, Traceability and Single Doses. First aid Kit Units
19.4.3. Human and Material Resources. Differences Between Groups and Functions
19.4.4. Management of Outpatients in a Hospital Pharmacy
19.4.5. Clean Rooms and Other Specialized Cabinets Within These Services
19.4.6. Primary Care Pharmacy

19.5. Hospitality, Complementary and Voluntary Services Management

19.5.1. Organization and Operation of Hospital Catering
19.5.2. Complementary Services; TV, Patient Library, Hospital Clowns, Hospital Classrooms, etc
19.5.3. Hospital Volunteering. Type, Benefits and Regulations. Plans for Promoting Volunteerism

Module 20. Management of Transversal and Primary Services

20.1. Primary Healthcare

20.1.1. Legislation and Regulatory Decrees. Basic Welfare Structures. The Welfare Center and Primary Care Team. Planning, Organization and Operation
20.1.2. PA Resolution Capacity. Scientific Evidence of its Capacity. Primary Care Operation Indicators
20.1.3. Community Care: Health Programs
20.1.4. Emergency and Continuous Care. PAC Model and Special Emergency Services Model

20.2. Complex-Chronic Patient Management

20.2.1. Chronic Care Model and Population Stratification. Kaiser Permanente
20.2.2. Management of Population Groups at Risk. Management of Complex and/or Chronic Diseases at Home
20.2.3. Chronicity and Social and Health Care

20.3. Experiences in Patient Empowerment: Active Patients, School of Patients

20.3.1. Active Patient Model. Stanford University
20.3.2. Self-care Education Program. International and Spanish Experiences
20.3.3. Patient Schools
20.3.4. Patient Empowerment and Nursing Input

Module 21. Managing Outpatients Services

21.1. Outpatient Services Management. Day Hospitals and Outpatient Clinics

21.1.1. Organization and Operation of Medical Day Hospitals
21.1.2. Surgical Day Hospital Management
21.1.3. Oncohematologic Day Hospital Management
21.1.4. Management of Outpatient Clinics and Speciality Centers

21.2. Out-of-Hospital Emergency Management

21.2.1. Historical Development. Models
21.2.2. Emergency Coordination Centers. EMUs and Mobile ICUs
21.2.3. Human Resources and Skills. Team Involved
21.2.4. Casualty and Emergency Quality Indicators. Coordination With the Rest of the Care Network Structures
21.2.5. Disaster and Emergency plans. Managing a Disaster

21.3. Home Care: Models

21.3.1. Home Hospitalization Types and Concepts
21.3.2. Criteria for Patient Selection
21.3.3. Calculation and Management of Human and Material Resources
21.3.4. Palliative Care at Home. Techniques and Patient Selection
21.3.5. Family Support and Bereavement Management
21.3.6. Managing Primary Caregiver Overload. Family Claudication

21.4. Mental Health, Addictive Behavior and Social Work

21.4.1. Adult, Child and Adolescent Mental Health Units
21.4.2. Addictive Behavior Units
21.4.3. Occupational Therapy and Social Work

Module 22. Leadership Management

22.1. Team Leadership

22.1.1. Theories on the Nature and Origin of Authority: Traditional or Institutional Conceptions. Functional Conception. Behavioral Conception. Integrative Conception
22.1.2. Authority and Power, Types of Power
22.1.3. Leadership; Components of Leadership and Types
22.1.4. How to Create a Leader
22.1.5. New Leadership Models. Situational Leadership Coaching
22.1.6. The Term Staff, Functional Hierarchical Scheme, Different Types of Staff, Concepts of Line and Staff; Theories, Influence of Cultures on Leadership

22.2. Motivation

22.2.1. Motivating Agents. Intrinsic and Extrinsic Motivation
22.2.2. Differences Between Motivation and Satisfaction and Their Different Theories
22.2.3. Available Evidence on How to Motivate Professionals

22.3. Delegation

22.3.1. What is Delegation? Forms of Delegation Ways to Evaluate Delegation, Tasks and Delegation, Non-Delegable Tasks and Functions
22.3.2. Personal Attitudes Towards Delegation. Guidelines for Effective Delegation
22.4. Executive Coaching
22.4.1. Coaching. Types of Coaching
22.4.2. Organizational Benefits and Applications to the Health Sector. Examples:

Module 23. Managerial Decision-making

23.1. Decision Making

23.1.1. Managing Change in Organizations: Cultural, Structural and Scientific Changes
23.1.2. Growth, Transition or Transformation. Is Change Permanent in the World of Health Care?
23.1.3. Resistance to Change: How can we Overcome it and Convince People Change is Good?

23.2. The Decision Process

23.2.1. Centralized Decision-Making Process, Individual Decision-Making Process, Group Decision-Making Process
23.2.2. Limiting Factor Principle. Effectiveness and Cost Efficiency in the Decision-Making Process
23.2.3. Choosing the Best Solution. Prioritization. Decision Tree

23.3. Time, Stress and Happiness Management

23.3.1. Techniques for Managing Time, Personal Agenda and Work-Life Balance
23.3.2. Stress Management Techniques and Techniques for Promoting Personal and Professional Happiness

Module 24. Creating a Personal Brand

24.1. Public Profile

24.1.1. Presenting Ourselves to the World. Our Digital Footprint
24.1.2. Professional Profile on Professional Social Networks
24.1.3. Digital Reputation. Positive References
24.1.4. Cover Letter

24.2. Interview for a Managerial Position

24.2.1. How to Tackle an Interview
24.2.2. Body Language During an Interview. Kinesics

Module 25. Internal Communication in Management

25.1. Communication

25.1.1. Communication and Information. The Communication Process. Elements of Communication. Requirements for Communication. Communication Barriers
25.1.2. Communication Methods and Tools. Verbal Communication. Non-Verbal Communication. Written Communication

25.2. Meetings

25.2.1. Techniques for Holding Profitable Meetings. Preparation for Meetings and Types of Meetings. Participant Selection
25.2.2. Healthcare and Technical Committees and Commissions in Hospitals, Centers and Areas of Health Care
25.2.3. Negotiation. Types of Strategies. Assertiveness. WiN Strategy

25.3. Conflict Management

25.3.1. Possible Conflicts in Health Organizations. Preventive Strategies
25.3.2. Conflict Management. Mediation

Module 26. Communication and Marketing in Health

26.1. Marketing and Social Media

26.1.1. Definition of the Term. Dimensions of Marketing. Marketing Mission and Cycles. Marketing Tools
26.1.2. Patient, Client, User? Marketing Aimed at Public Health Care Users
26.1.3. External Marketing Planning in a Private Center
26.1.4. The Internal Client. Marketing and Internal Communication Plans in Healthcare Institutions
26.1.5. Management of Institutional Presence on Social Networks. Facebook
26.1.6. Use of Twitter by the Organization
26.1.7. The Use of Twitter by the Organization and on a Professional Level
26.1.8. Use of Other Networks: Instagram, Tumblr, etc

26.2. Communication in Organizations

26.2.1. Communication Systems in Organizations. Intranet/Internet
26.2.2. Communication Specific to Welfare Institutions. Hospitals
26.2.3. Welfare Awards. Presentation of Nominations
26.2.4. Organization of Conferences, Congresses and Other Educational Events
26.2.5. Managing Local Communication: Press
26.2.6. Managing Local Communication: Radio
26.2.7. Managing Local Communication: Television
26.2.8. National Communication Management: Healthcare Press
26.2.9. External Conflicts. Information Crises Due to Bad News and How it is Managed

26.3. Relations with Social Agents, Users and Suppliers

26.3.1. Communication With the Public, Patient and Consumer Associations - Users
26.3.2. Communication with Political Leaders– Owners-Shareholders, and Suppliers
26.3.3. Collaboration with the Pharmaceutical Industry
26.3.4. Internationalisation of the Health Sector. Health Tourism
26.3.5. Corporate Social Responsibility. Good Healthcare Governance

26.4. CSR in the Welfare Sector. CSR Strategic Plans in Organizations. Good Welfare Governance: Transparency From Public and Private Companies

26.4.1. Environmental Management and Energy Efficiency in Healthcare Institutions
26.4.2. Development Cooperation through Healthcare Institutions
26.4.3. Networking. Strategic Partnerships
26.4.4. The Patient Portal. Health Promotion and Disease Prevention Through the Internet

Module 27. Teaching, Research and Innovation Management: R&D&I in the Healthcare Environment

27.1. Research Methodology: Epidemiology and Research Study Designs and Biases
27.2. Sources of Information for Research and Sourcing Strategies
27.3. Critical Reading of Articles
27.4. Research Projects: Financial Resources. Product and Patents Development 
27.5. Communication and Diffusion of Research Findings 

A comprehensive specialized program that will take you through the necessary education to compete with the best in your profession”