The new scenarios in healthcare and hospital management push us to propose new specialization programs that meet the real needs of experienced professionals, so that they can apply the new developments to their daily practice" 

The management of a hospital center or a health service is a complex task and when the professional in charge does not have previous specialization or experience in this field, it is normal that they have certain shortcomings, such as lack of leadership skills, problems in negotiations or in the management of relationships, or lack of knowledge in the management of finances, for example.

This training program follows the competency development guidelines for managers and executives in the health, socio-health and social sector, based on the document Leadership Competencies for Healthcare Services Managersdocument, issued by the International Hospital Federation. 

In this way, it combines the best of an Online Business School to develop managerial skills, together with management, communication and social and professional responsibility skills, together with the social conscience and ethical conduct required in a position of hospital responsibility.

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 specialize and develop their personal, social and work skills during the course of their studies.  

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 create in you a passion for learning. We will push you to develop critical thinking. 

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

This Advanced master’s degree in MBA in Senior Hospital and Health Services Management comprises 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 training
• 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
• Supplementary documentation databases are permanently available, even after the training

A training 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 command of the subject 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. In this way, you will be able to study with a range of easy-to-use and versatile multimedia tools that will give you the necessary skills you need for your specialization.    

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, you will be able to acquire the knowledge as if you were actually dealing with the scenario you are learning about. 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 needed for healthcare management"

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

The contents of this specialisation have been developed by the different teachers of this program, with a clear purpose: to ensure that our students acquire each and every one of the necessary skills 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: 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 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. 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. Strategic Implementation: Objectives, Actions and Impacts
2.6.2. Strategic Alignment and Supervision
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: Competencies and Skills for the 21st Century
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. Stocks Management
5.2.2. Warehouse Management
5.2.3. Purchasing and Procurement Management

5.3. Supply Chain Management(I)

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(II) 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. TechnologyBased Business Models
6.5.2. Innovation Abilities
6.5.3. Redesigning the Value Chain Processes

6.6. E-Commerce

6.6.1. ECommerce Strategic Plan
6.6.2. Logistics Management and Customer Service in ECommerce
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. ECommerce 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. Conceptual Framework for 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. Planning and Control in Health Organizations

9.1. The Process of Strategic Planning

9.1.1. Mission, Vision, and Values
9.1.2. The Cycle of Strategic Planning. 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 Directing

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

9.5. Actors in the National Health System

9.5.1. Planners, Funders, Suppliers and Managers, Relationships and Differences
9.5.2. Control and Inspection
9.5.3. Citizens: Clients and Patients. Patient Associations
9.5.4. Professionals: Trade Unions and Professional Societies
9.5.5. Activists: Citizen Platforms and Pressure Groups

9.6. Future Organization       

Module 10. Health Systems and Policies

10.1. Health Systems

10.1.1. Main Health System Models. Comparison and Results
10.1.2. The Health Care System in Spain
10.1.3. Beverige SMS Health Systems Model: Example
10.1.4. Health Systems Biskmark Assurance Model: Examples
10.1.5. Evolution of the Different Health Systems

10.2. Healthcare Financing and Provision

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

10.3. National Health System

10.3.1. General Health Law and Basic Health Structures
10.3.2. Health Services of the Autonomous Communities and Territorial Coordination The Interterritorial Health Council
10.3.3. Comparison of the Autonomous Communities’ Health Service Organization, Financing and Resources

10.4. Evolution and Other Aspects of Health Systems

10.4.1. Complexity and Chronicity Care
10.4.2. Information Technology as a Driver for the Transformation of Healthcare Systems
10.4.3. Promotion of Health and Heath Education Prevention
10.4.4. Traditional Public Health and Its Evolution
10.4.5. Health Coordination or Integration The Concept of a Public Health Space

10.5. Alternatives to the Traditional Management Models

10.5.1. Description of the New Forms of NHS Management, Public Ownership and Public-Private Collaboration. Map of New Management Models in Spain
10.5.2. Evaluation of New Management Models. Results and Experience 

Module 11. Medical and Welfare Management Department in the Health System

11.1. Classic Medical Management vs. Care 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 Medical Records
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 Assistance
11.3.2. Welfare Continuity in the Care Process. Integrated Healthcare Processes
11.3.3. Moving Towards a Model of Social and Health Care

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 Welfare 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. Regulating 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 Prescription. Electronic Prescription

12.5.1. Prudent Prescribing: Choosing Wisely
12.5.2. “Non-action” Strategies
12.6. Prescription Complementary Tests
12.6.1. Prudent Prescribing vs. Defensive Medicine
12.6.2. Prescription Audits and Prescription Monitoring: Results

Module 13. Chronicity and Telemedicine Management

13.1. Complex and Chronic Patient Management

13.3.1. Chronic Care Model and Population Stratification Kaiser Permanente
13.3.2. Management of Population Groups at Risk. Management of Complex and/or Chronic Diseases at Home
13.3.3. Chronicity and Social and Health Care

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 and Spanish 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. Rights and Responsibilities. Retributions

14.1.1. Worker’s Statute. Rights and Responsibilities
14.1.2. Statutory and Civil Servant Personnel. Status of Statutory Personnel. Disciplinary Regime. Incompatibilities
14.1.3. Remuneration of Civil Servants and Statutory Personnel
14.1.4. Labor Personnel in Public Administrations and Private Institutions
14.1.5. Trade Unions. Representation, Participation and Collective Bargaining. Personnel Boards and Works Councils

14.2. Working Hours in Units and Services

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

14.3. Employability Tools in the Private and Public Sector

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

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

14.4.1. Welcoming, Mentoring and Dismissal Plans
14.4.2. Talent Detection and Development
14.4.3. Institutional and Social Climate: Measurement and Improvement

14.5. Staffing and Yield Calculations
14.6. Visibility in Clinical and Care Management: Blog and Networks

14.6.1. The Digital Revolution in Welfare Practice and Clinical Management. Description of New Digital Tools. How to Improve Visibility
14.6.2. Experiences with Networks and Blogs of Health Professionals
14.7. Health Professionals and Types of Relationships

Module 15. Management and Economic Assessment

15.1. Cost Calculation

15.1.1. Weighting and Calculation of Health Costs

 15.1.1.1. Cost/Benefit
 15.1.1.2. Cost/Utility
 15.1.1.3. 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: The 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 Act
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 Health Care

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 Care 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. The Management of the "What": Process Management and Process Management
17.2. The Management of the “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-evaluation
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 Security

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. Definition and Classification. Evolution EPINE Studies
19.2.2. Hospital Infection Control and Surveillance Programs and Networks
19.2.3. Asepsis, Disinfection and Sterilization

19.3. Prevention

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

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 Commision 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 Health Care

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 Conceptions. Functional Conception. Behavioral Conception. Integrative Conception
21.1.2. Authority and Power, Types of Power
21.1.3. Leadership; Components of Leadership and Types
21.1.4. How to Make a Leader?
21.1.5. New Leadership Models Situational Leader Coach
21.1.6. The term Staff, Functional hierarchical scheme, Different types of Staff, Concepts of Line and Staff. 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, and the Theories Behind Them
21.2.3. Available Evidence on How to Motivate Professionals

21.3. Delegation

21.3.1. What is Delegation? Forms 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. Managerial Decision-making

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. Effectiveness and Cost 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. The 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 Health Care
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 Face an Interview?
24.2.2. Body Language During an Interview. Kinesics

Module 25. Communication and Marketing in Health

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 Health Care 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, etc.

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. Welfare Awards. Presentation of Nominations
25.2.4. Organization of Conferences, Congresses and Other Educational Events
25.2.5. Managing Local Communication: Press
25.2.6. Managing Local Communication: Radio
25.2.7. Managing Local Communication: Television
25.2.8. National Communication Management: Healthcare Press
25.2.9. 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 Citizens, and with Patient and Consumer– User Associations
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 Health Governance

25.4.1. CSR in the Welfare Sector CSR Strategic Plans in Organizations Good Healthcare Governance: Transparency on the Part of 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. Management Teaching and Research

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 Development and Patents
26.5. Communication and Diffusion of Research Findings

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