Get to know the new scenarios that help to promote excellent healthcare management and position yourself as a high-level nursing professional to lead a hospital towards excellence”

Managing a hospital or health center is a complex task and requires responsible professionals, since the organization and management of the center's human, material and economic resources will depend on them. For this reason, it is essential to have leadership, communication, sensitivity and social responsibility skills. Characteristics that, as nurses, are developed throughout their professional career.

In this sense, a program has been developed focused on meeting the needs of future graduates to face a managerial position. For this reason, and following the strategies outlined in the Leadership Competencies for Healthcare Services Managers, (a document produced by a distinguished group of the International Hospital Federation), it will be possible to carry out a practical problem-based teaching of this work.

As the program progresses, nursing professionals will be able to describe, compare and interpret characteristics and operating data of the different health models and systems. Likewise, they will be able to understand, interpret, transmit and apply regulatory norms of the activities and functions of health professionals regarding Clinical Management according to the legal framework of the health sector.

Furthermore, it is a 100% online Postgraduate Certificate that provides students with comfortable study and ease, wherever and whenever they want it. All you need is a device with internet access to take your career one step further. A format that is in line with the present and that has all the guarantees to position professional nurses in a highly demanded sector.

You will learn to carry out an economic analysis of the functioning of health institutions and the economic behavior of the agents involved in health systems"

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

• The latest technology in e-learning software
• The teaching system, especially visual, supported by graphic and schematic contents that are easy to assimilate and understand
• Practical case studies presented by practising experts
• State-of-the-art interactive video systems
• Teaching supported by telepractice
• Continuous updating and retraining systems
• Self-regulated learning: full compatibility with other occupations
• Practical exercises for self-assessment 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
• Supplementary documentation databases are permanently available, even after the program

Develop the methodological and instrumental skills to adequately use the different health information systems in the management and administration decisions of clinical units”

The program’s teaching staff includes professionals from the sector who contribute their work experience to this educational program, as well as renowned specialists from leading societies and prestigious universities.

Its multimedia content, developed with the latest educational technology, will allow professionals to learn in a contextual and situated learning environment, i.e., a simulated environment that will provide immersive education programmed to prepare 
in real situations.

The design of this program focuses on Problem-Based Learning, by means of which professionals must try to solve the different professional practice situations that are presented to them throughout the program. For this purpose, the student will be assisted by an innovative interactive video system created by renowned and experienced experts.    

Develop methodological and instrumental skills in epidemiological research and assessment of health centers, services, technologies and programs"

Understand, interpret and appropriately apply the most appropriate tools in each context for clinical assessment and decision-making"

The program in Advanced master’s degree MBA in Senior Hospital and Health Service Management for Nursing guarantees the excellence of the future graduates. Therefore, it perfectly combines the best of theory and practice to understand, interpret, transmit and apply the rules regulating the activities and functions of health professionals with regard to Clinical Management in accordance with the legal framework of the health sector. A study plan created in an efficient way by professionals in Nursing and other related fields, which will allow you to progress gradually in a stimulating and attractive way. With the most up-to-date content and the most efficient approach.

Learn how to manage a hospital by accessing the most advanced knowledge thanks to this program designed to meet the needs of patients"

Module 1. Leadership, Ethics, and CSR

1.1. Globalization and Governance

1.1.1. Globalization and Trends: Internationalization of Markets 
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 
1.2.3. 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. Organizational 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: Methodologies 
2.4.3. Growing and Consolidating the Corporate Strategy

2.5. Strategic Management

2.5.1. Strategic Mission, Vision, and Values 
2.5.2. TheBalanced 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. Strategic Implementation: 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. Design and Implementation of Human Resources Strategic Plan 
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: A 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 Skills

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 IntelligenceProject 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 Opportunity for Internationalization

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 Start-up Methodology 
8.3.2. Innovative Business Initiative: Stages 
8.3.3. Financing Arrangements 
8.3.4. Model Tools: Empathy Map,CanvasModel, 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. Planning and Control of Health Organizations

9.1. The Process of Strategic Planning

9.1.1. Mission, Vision, and Values 
9.1.2. The Strategic Planning Cycle Strategic Plan and Strategic Lines 
9.1.3. Planning and Continuous Quality Improvement. Advantages of Planning 
9.1.4. Internal and Competitive Analysis of the Environment. Benchmarking

9.2. Management by Values and Objectives.

9.2.1. Operative Planning. Obtaining Objectives from Strategic Lines of Action 
9.2.2. Types of Objectives Goals 
9.2.3. Management by Values and Objectives: Management Plans 
9.2.4. Assessment of the Strategic and Operational Plan

9.3. Organizational Theory Applied to Healthcare

9.3.1. Types of Organization 
9.3.2. Organizational Behavior Studies 
9.3.3. Characteristics of the Public Organization 
9.3.4. New Organizational Models. Fluid and Matrix Organizations

9.4. Management and Direction

9.4.1. The Management Process 
9.4.2. Collegiate Management Bodies 
9.4.3. Management Styles

9.5. Future Organization

Module 10. Health Systems and Policies 

10.1. Health Systems

10.1.1. Main Models of Health Systems Comparison and Results 
10.1.2. Beverige SMS Health Systems Model: Example 
10.1.3. Health Systems Biskmark Assurance Model: Example 
10.1.4. Evolution of the Different Health Systems

10.2. Healthcare Financing and Provision

10.2.1. Health Systems Financing. Public Contributions 
10.2.2. The Right to Healthcare: Basic and Complementary Services
10.2.3. Different Provision Models in an NHS. Private Provision 
10.2.4. Co-payment and User Financing

10.3. Evolution and Other Aspects of Health Systems

10.3.1. Complexity and Chronicity Care 
10.3.2. Information Technology as a Driver for the Transformation of Healthcare Systems 
10.3.3. Promotion of Health and Heath Education Prevention 
10.3.4. Traditional Public Health and Its Evolution 
10.3.5. Health Coordination or Integration. The Concept of a Public Health Space

10.4. Alternatives to the Traditional Management Models 

10.4.2. Evaluation of New Management Models. Results and Experience

Module 11. Medical and Healthcare Division in the Health System 

11.1. Classic Medical Management vs. Healthcare Management

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

11.2. Management Information Systems and Electronic Medical Records

11.2.1. Control Panels 
11.2.2. Electronic Clinical History 
11.2.3. Assisted Prescription Systems 
11.2.4. MBDS, ICD 
11.2.5. Other Useful Information Systems in Health Management

11.3. Continuity of Care: Integration of Primary Care, Hospital Care and Social Healthcare

11.3.1. Territorial Coordination and Levels of Care 
11.3.2. Healthcare Continuity in the Care Process. Integrated Healthcare Processes
11.3.3. Moving Towards a Model of Social and Healthcare

11.4. Bioethics and Humanization in Medical Practice

11.4.1. Bioethical Principles 
11.4.2. Ethics Committees in Health Organizations 
11.4.3. Humanization of Health Care

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

11.5.1. Knowledge Management Tools for Clinical and Healthcare Management 
11.5.2. Medical and Healthcare Management: Relations with the Nursing Division

11.6. Public Health, Promotion of Health and Health Education for Healthcare Directorates

11.6.1. Public Health Concept and Scope 
11.6.2. Promotion of Health and Heath Education 
11.6.3. Prevention Programs: Types

Module 12. Clinical Management 

12.1. Regulation of Clinical Management

12.1.1. Different Definitions and Visions of Clinical Management 
12.1.2. Different Decrees and Regulations on Clinical Management 
12.1.3. Levels of Autonomy

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

12.2.1. Types and Classification of Scientific Evidence 
12.2.2. Protocols, Clinical Practice Guidelines, Clinical Pathways: Differences
12.2.3. Grade and Care Routes

12.3. Patient Classification Systems

12.3.1. Patient Classification Systems 
12.3.2. Patient Dependency Analysis. Dependency Scales and Classification 
12.3.3. Calculation of Staffing/Cash Flow Based on Patient Classification. Workload Distribution

12.4. Models and Clinical Management Units

12.4.1. Types of Clinical Management Units 
12.4.2. Mixed Primary and Specialized Care Units 
12.4.3. Interservice Units 
12.4.4. Inter-Hospital Units

12.5. Prudent Drug Prescribing. Electronic Prescription

12.5.1. Prudent Prescribing: Choosing Wisely 
12.5.2. “Non-Action” Strategies

12.6. Prescribing Complementary Tests

12.6.1. Prudent Prescribing vs. Defensive Medicine 
12.6.2. Prescribing Audits and Prescribing Monitoring: Results

Module 13. Chronicity and Telemedicine Management 

13.1. Complex and Chronic Patient Management

13.1.1. Chronic Care Model and Population Stratification: Kaiser Permanente 
13.1.2. Management of Population Groups at Risk. Management of Complex and/or Chronic Diseases at Home 
13.1.3. Chronicity and Public Healthcare

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

13.2.1. Active Patient Model. Stanford University 
13.2.2. Self-Care Education Program. International Experiences 
13.2.3. Patient Schools 
13.2.4. Patient Empowerment and Nursing Input

13.3. Telemedicine

13.3.1. Services Currently in Place and Future Perspectives

Module 14. People and Talent Management

14.1. Staff Evaluation and Talent Development. Social and Institutional Climate

14.1.1. Welcoming, Mentoring and Dismissal Plans 
14.2.2. Talent Detection and Development 
14.3.3. Institutional and Social Climate: Measurement and Improvement

14.2. Staffing and Performance Calculations
14.3. Visibility in Clinical and Healthcare Management: Blog and Networks

14.3.1. The Digital Revolution in Healthcare Practice and Clinical Management. Description of New Digital Tools. How to Improve Visibility 
14.3.2. Health Professionals’ Experience of Networks and Blogs

14.4. Health Professionals and Types of Relationships

Module 15. Management and Economic Assessment 

15.1. Cost Calculation

15.2.1. Weighting and Calculation of Health Costs

 15.2.1.1. Cost/Benefit 
 15.2.1.2. Cost/Utility 
 15.2.1.3. Cost/Productivity

15.2. Accounting Basis
15.3. Budget and Purchasing
15.4. Efficiency and Sustainability of Health Systems

15.4.1. Financial Situation of the Public Health System, Sustainability Crisis 
15.4.2. Spending for Health Benefits. Comparison of Investments for Further Health Benefits 
15.4.3. Expenditure Control in the Public Health System

15.5. Funding Models

15.5.1. Financing Based on Historical Budget and Activity 
15.5.2. Capitation Funding 
15.5.3. Financing by DRGs and Processes, Payment per Procedure 
15.5.4. Incentives for Professionals Based on Funding

15.6. Clinical and Economic Management Agreements and Contracts

15.6.1. Management Agreements. Definition and Models 
15.6.2. Development and Assessment of a Management Agreement

Module 16. Quality Management

16.1. Quality in Healthcare

16.1.1. Definitions of Quality and of the Historical Development of the Concept. Quality Dimensions 
16.1.2. Quality Assessment and Improvement Cycle 
16.1.3. EFQM Quality Improvement Model. Implementation
16.1.4. ISO standards and External Quality Accreditation Models

16.2. Quality of Healthcare Programs

16.2.1. Quality Circles 
16.2.2. Continuous Quality Improvement Strategies 
16.2.3. LEAN

Module 17. Management by Process. Lean-Healthcare

17.1. Management of the "What": Process Management and Management by Processes
17.2. Management of "How"
17.3. Process Improvement

Module 18. Competency Management 

18.1. Performance Evaluation. Competency Management

18.1.1. Definition of Competencies 
18.1.2. Performance Evaluation Procedure. Implementation 
18.1.3. Feedback from Professions for Improving their Performance and Self-Assessment
18.1.4. Training Itinerary Design for Skills Development

18.2. Methods and Techniques

18.2.1. The Assessment Interview. Instructions for the Assessor 
18.2.2. Main Common Errors and Impediments in Assessment 
18.2.3. Motivational Interview 
18.2.4. Miller’s Pyramid

Module 19. Patient Safety

19.1. Patient Safety. Evolution Over Time

19.1.1. Introduction and Definition. Background and Current Situation 
19.1.2. Basic Studies on Patient Safety

19.2. Nosocomial Infections

19.2.1. Hospital Infection Control and Surveillance Programs and Networks 
19.2.2. Asepsis, Disinfection and Sterilization

19.3. Prevention

19.3.1. Prevention and Detection of Adverse Events Related to Healthcare 
19.3.2. FMEA: (Modal Analysis of Failures and Effects). Cause/Root Analysis

19.4. Information and Record Systems

19.4.1. Adverse Event Reporting and Recording Systems

19.5. Secondary and Tertiary Victims

19.5.1. Health Professionals in the Face of Adverse Effects 
19.5.2. Recovery Trajectory and Emotional Support 
19.5.3. Impact on Corporate Image

Module 20. Quality Accreditation in Healthcare 

20.1. Accreditation in Healthcare

20.1.1. Specific Features of Health Services Accreditation 
20.1.2. The Value of Being Accredited. How the Organization and Patients Benefit 
20.1.3. Health Accreditation in Clinical Services

20.2. Joint Commission International

20.2.1. Criteria and Process Phases

20.3. EFQM Model

20.3.1. The Concept of Self-Assessment
20.3.2. Improvement Plans 
20.3.3. An Example of EFQM Model Implementation in a Hospital and in an Area of Healthcare

20.4. ISO Accreditation

20.4.1. Definition and General Criteria 
20.4.2. ISO 9001 
20.4.3. ISO 14001 
20.4.4. Other Types of ISO Relevant to the Health Sector

Module 21. Leadership Management 

21.1. Team Leadership

21.1.1. Theories on the Nature and Origin of Authority: Traditional or Institutional Views. Functional Approach. Behavioral Approach. Integrative Approach
21.1.2. Authority and Power, Types of Power 
21.1.3. Leadership; Components of Leadership, and Types 
21.1.4. How to Create a Leader 
21.1.5. New Leadership Models. Situational and Leader Coaches 
21.1.6. The Term Staff, Functional Hierarchical Scheme, Different Types of Staff, Line and Staff Concepts. Theories, Influence of Cultures on Leadership

21.2. Motivation

21.2.1. Motivating Agents. Intrinsic and Extrinsic Motivation 
21.2.2. Differences between Motivation and Satisfaction: Different Theories 
21.2.3. Available Evidence on How to Motivate Professionals

21.3. Delegation

21.3.1. What is Delegation? Types of Delegation. Ways of Evaluating Delegation: Tasks and Functions that Cannot be Delegated 
21.3.2. Personal Attitudes Towards Delegation. Guidelines for Effective Delegation

21.4. Executive Coaching

21.4.1. Coaching. Types of Coaching 
21.4.2. Organizational Benefits and Applications to the Health Sector. Examples

Module 22. Change, Decision-Making and Time Management 

22.1. Decision-Making
22.2. The Decision Process

22.2.1. Centralized Decision-Making Process, Individual Decision-Making Process, Group Decision-Making Process 
22.2.2. Limiting Factor Principle. Cost Effectiveness and Efficiency in the Decision-Making Process 
22.2.3. Choosing the Best Solution. Prioritization. Decision Tree

22.3. Time, Stress and Happiness Management

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

Module 23. Internal Communication in Management 

23.1. Communication

23.1.1. Communication and Information. Communication Process. Elements of Communication. Requirements for Communication. Communication Barriers 
23.1.2. Communication Methods and Tools. Verbal Communication. Non-Verbal Communication. Written Communication

23.2. Meetings

23.2.1. Techniques for Holding Profitable Meetings. Preparation for Meetings and Types of Meetings. Participant Selection 
23.2.2. Healthcare and Technical Committees and Commissions in Hospitals, Centers and Areas of Healthcare 
23.2.3. Negotiation. Types of Strategies. Assertiveness. WiN WiN Strategy

23.3. Conflict Management

23.3.1. Possible Conflicts in Health Organizations. Preventive Strategies 
23.3.2. Conflict Management. Mediation

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. The Interview Process to Apply for a Managerial Position

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

Module 25. Healthcare Marketing and Communication 

25.1. Marketing and Social Media

25.1.1. Definition of the Term. Dimensions of Marketing. Marketing Mission and Cycles. Marketing Tools 
25.1.2. Patient, Client, User? Marketing Aimed at Public Healthcare Users
25.1.3. External Marketing Planning in a Private Center 
25.1.4. The Internal Client. Marketing and Internal Communication Plans in Healthcare Institutions
25.1.5. Management of Institutional Presence on Social Networks. Facebook 
25.1.6. Use of Twitter by the Organization 
25.1.7. The Use of Twitter by the Organization and on a Professional Level 
25.1.8. Use of Other Networks: Instagram, Tumblr

25.2. Communication in Organizations

25.2.1. Communication Systems in Organizations. Intranet/Internet 
25.2.2. Communication Specific to Welfare Institutions. Hospitals 
25.2.3. Healthcare Awards. Presentation of Nominations 
25.2.4. Organization of Conferences, Congresses and Other Educational Events 
25.2.5. National Communication Management: Healthcare Press 
25.2.6. External Conflicts. Information Crises Due to Bad News and How it is Managed

25.3. Relations with Social Agents, Users and Suppliers

25.3.1. Communication With the Public, Patient and Consumer Associations - Users 
25.3.2. Communication with Political Leaders-Owners-Shareholders, and Suppliers 
25.3.3. Collaboration with the Pharmaceutical Industry 
25.3.4. Internationalisation of the Health Sector. Health Tourism

25.4. Corporate Social Responsibility. Good Healthcare Governance

25.4.1. CSR in the Healthcare Sector. CSR Strategic Plans in Organizations. Good Healthcare Governance: Transparency From Public and Private Companies 
25.4.2. Environmental Management and Energy Efficiency in Healthcare Institutions 
25.4.3. Development Cooperation through Healthcare Institutions 
25.4.4. Networking. Strategic Partnerships 
25.4.5. The Patient Portal. Health Promotion and Disease Prevention Through the Internet

Module 26. Teaching and Research Management 

26.1. Research Methodology: Epidemiology and Research Study Designs and Biases 
26.2. Sources of Information for Research and Sourcing Strategies 
26.3. Critical Reading of Articles
26.4. Research Projects: Financial Resources. Product and Patents Development 
26.5. Communication and Diffusion of Research Findings

Develop with a study plan that has been designed with the effectiveness of nurses as hospital managers in mind"